AGENDA AND BUSINESS PAPER
To be held on
Monday
25 May 2020
AT 6:00pm
The Council meeting will
be held remotely using
video-conferencing and livestreamed on
Council’s website
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 remotely using video-conferencing and livestreamed on Council’s website, Wagga Wagga, on Monday 25 May 2020 at 6:00pm.
Council live streams video and audio of Council meetings. Members of the public who provide a public address (via remote access) are advised that their voice and/or image may form part of the webcast.
Mr Peter Thompson
General Manager
WAGGA WAGGA CITY COUNCILLORS
Mayor Councillor Greg Conkey OAM |
Deputy Mayor Councillor Dallas Tout |
Councillor Yvonne Braid |
Councillor Paul Funnell |
Councillor Dan Hayes |
Councillor Vanessa Keenan |
Councillor Rod Kendall |
Councillor Tim Koschel |
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 25 May 2020.
Ordinary Meeting of Council AGENDA AND BUSINESS PAPER
Monday 25 May 2020
CLAUSE PRECIS PAGE
PRAYER 3
ACKNOWLEDGEMENT OF COUNTRY 3
APOLOGIES 3
Confirmation of Minutes
CM-1 Ordinary Council Meeting - 11 May 2020 3
DECLARATIONS OF INTEREST 3
Motions Of Which Due Notice Has Been Given
NOM-1 NOTICE OF MOTION - EMPLOYEE EXPENSES 4
NOM-2 NOTICE OF MOTION - LOCAL GOVERNMENT ELECTIONS 7
NOM-3 NOTICE OF MOTION - NOTICE OF MOTIONS 9
NOM-4 NOTICE OF MOTION - ACCESS TO GREEN SPACES AT SCHOOLS 11
NOM-5 NOTICE OF MOTION - PEDESTRIAN CROSSING ON LAKE ALBERT ROAD 13
Reports from Staff
RP-1 DA19/0603 - ALTERATIONS AND ADDITIONS INCLUDING REAR EXTENSION AND GARAGE AT 93 BEST STREET, WAGGA WAGGA, LOT 17 SECTION 49 DP 759031 15
RP-2 RIVERINA JOINT ORGANISATION 19
RP-3 Integrated Planning and Reporting - Draft Long Term Financial Plan 2021/30 and Combined Delivery Program and Operational Plan 2020/21 22
RP-4 Indicative Financial Impact of COVID-19 on Council's 2019/20 Budget 29
RP-5 Financial Performance Report as at 30 April 2020 32
RP-6 Temporary Amendments to Council's Financial Hardship Policy - POL 102 and Debt Management Policy - POL 017 51
RP-7 DA17/0663.02 - Request for Deferral of Developer Contributions - Sewerage - 50 Edward St Wagga wagga Nsw 2650 77
RP-8 Events Strategy and Action Plan 2020-2024 84
RP-9 14 SEPTEMBER 2020 COUNCIL MEETING 161
RP-10 RESPONSE TO QUESTIONS/BUSINESS WITH NOTICE 163
Committee Minutes
M-1 TRAFFIC COMMITTEE – MEETINGS HELD 28 APRIL 2020 AND 14 MAY 2020 165
QUESTIONS/BUSINESS WITH NOTICE 176
Confidential Reports
CONF-1 2019/20 Loan Facility 177
CONF-2 RFT2020-01 RIFL HUB 2 and 3 DESIGN and CONSTRUCT 178
CONF-3 RFT2020-15 ASHMONT PUMP STATION, SEWER AND RISING MAIN 179
CONF-4 RFT2020-28 MUSEUM REDEVELOPMENT DESIGN & CONSTRUCTION 180
CONF-5 RFT2020-21 CATTLE FAN DRAFT CONSTRUCTION LMC 181
CONF-6 RFT2020-30 LIVESTOCK MARKETING CENTRE SHEEP YARD DESIGN & CONSTRUCTION 182
CONF-7 Tenant Hardship 183
CONF-8 Sewer Easment Acquisition - 112 Harris Road, Gobbagombalin - Lot 1 DP1253252 - 184
PRAYER
CM-1 Ordinary Council Meeting - 11 May 2020
That the Minutes of the proceedings of the Ordinary Council Meeting held on 11 May 2020 be confirmed as a true and accurate record.
|
1⇩. |
Minutes Ordinary Council Meeting - 11 May 2020 |
185 |
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
NOM-1 |
Motions Of Which Due Notice Has Been Given
NOM-1 NOTICE OF MOTION - EMPLOYEE EXPENSES
Author: Councillor Paul Funnell
Summary: |
The purpose of this notice of motion is to adopt a position of no increases in salaries, wages or payments for the year 2020/2021 and request support for this position through agreement and legislation. |
That Council: a adopt a position of no increases in salaries, wages or payments for the year 2020/2021 to Councillors, contracted senior staff and all other employees. b approach LGNSW, the Office of Local Government and the relevant unions to negotiate and establish a legal framework for this implementation c notify the Premier the Hon. Gladys Berejiklian MP, NSW Treasurer the Hon. Dominic Perrottet MP, and the Minister for Local Government the Hon. Shelley Hancock MP of this position of council |
Report
As an organisation we are looking for a methodology to offset known looming financial losses for future financial periods. Given that we find ourselves in unprecedented times due to the COVID-19 pandemic, this situation places economic pressure on every sector of the economy/community.
The recommendation is to ‘adopt a position’ and requests support for this position through agreement and legislation. We as a council cannot enforce this ourselves. However, given that we are responsible for our budget we must put forward and look at all options regarding what and how we consider to be responsible and considered actions to deliver principled and sustainable budgets in the best interests of the community that we represent.
Wagga Wagga City Council (WWCC), is not immune to these impacts and we already know that we have a looming $4.3m deficit for 2021/2022. Our current rateable income is $44.9m, this however is not inclusive of annual charges for kerbside, sewer and stormwater totalling $26m and further user fees and charges of $22.5m. These further charges must however be considered cost of doing business at a service delivery level.
Our current employee expenses for benefits and on-costs sits at a salary budget of $49.4m. Under the current arrangement this grows exponentially approximately 4.1% annually, thereby on current figures at a cost of $2M and grows exponentially annually. These figures are a high level snapshot of one section of our operational program and budget. The current situation is unsustainable even in good times let alone our current and future circumstances. Reigning in spending through this proposed position is one place to reign in an unsustainable budget. It is certainly not the low hanging fruit, we must continue to look under every rock, nook and cranny to find savings.
A salary freeze for 12 months would make a large contribution toward saving our budget whilst at the same time secures jobs and allows an opportunity to look for further options at our internal operation. To consider ‘business as usual’, rely on raising revenue, and not consider cost saving measures is just a road map to further economic, community and business hardship. We are not in control of our income; however, we are in control of our expenditure. We are looking for less than 2% of our overall annual budget to plug the shortfall, this concept finds approx. 45% of the budget shortfall and not the loss of one position.
This is not a position of, ‘everyone else is hurting so we should too’, this is a case of every other sector of the community have suffered job losses and business closures with a catastrophic destruction of our economy. Many of these situations won’t be remedied for years to come, if at all. Therefore, simply put, the rest of the community won’t be in a position to pay for increased costs for services we provide leaving us in the position that we must and need to cut expenditure and look for efficiencies.
We all, everyone in our organisation hold privileged positions that are protected and unique, we must never lose sight of that. What this report calls for is forgoing one annual automatic increase of 2.5% plus loadings, a total of 4.1%.
Personally, I believe there should be actual cuts to contracted salaries and upper levels of pay like many other institutions have had to do to save budgets and jobs. However, I do not believe the appetite is present with Councillors or Council to adopt such a position. I will therefore leave the recommendation as a one-year freeze.
As Councillors we represent the constituents of our LGA, as an organisation we are a service provider, to the community, that is ultimately funded by the community. We can no longer rely on living off grants or proposed handouts, we must be responsible for our own budget and destiny and therefore live within our means where possible.
Financial Implications
N/A
Policy and Legislation
Wagga Wagga City Council Code of Meeting Practice
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We have leaders that represent us
Risk Management Issues for Council
N/A
Internal / External Consultation
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
NOM-2 |
NOM-2 NOTICE OF MOTION - LOCAL GOVERNMENT ELECTIONS
Author: Councillor Paul Funnell
Summary: |
The purpose of this notice of motion is to lobby the NSW Government to request that the local government elections be held in September 2020 as originally scheduled (or as close as possible). |
That Council: a write to the Minister for Local Government Minister, the Hon. Shelley Hancock MP requesting that local government elections be held in September 2020 as originally scheduled (or as close as possible) b take this motion to the Riverina Joint Organisation (RJO) and Canberra Region Joint Organisation (CRJO) seeking support in this request |
Report
At the height of the COVID-19 crisis, NSW Parliament passed legislative changes to the Local Government Act 1993 (the Act) enabling the Minister, a time-limited power to postpone Council elections.
As a result, the Minister for Local Government announced that the September 2020 local government elections will be postponed to address the risks posed by the COVID-19 virus.
It’s now time to overturn the decision and give communities an opportunity to have their democratic say in a timely fashion. The original decision appears to have turned out to be overkill and the responsible thing to now do is reverse it.
Financial Implications
N/A
Policy and Legislation
Code of Meeting Practice
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We have leaders that represent us
Risk Management Issues for Council
N/A
Internal / External Consultation
N/A
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
NOM-3 |
NOM-3 NOTICE OF MOTION - NOTICE OF MOTIONS
Author: Councillor Tim Koschel
Summary: |
The purpose of this report is to receive a report back from Council about setting a policy in place for notice of motions from councillors. |
That Council: a builds or amends its current policy for Notice of Motions b include a time frame for Notice of Motions to come back to Councillors c builds a register on Council’s website, so the community can track Notice of Motions from Councillors and update everyone when reports are due back to Council |
Report
Since joining Council in 2016, I have lodged multiple Notice of Motions to Council meetings. Not one of these Notice of Motions have come back as a report to a Council meeting. Majority of these Notice of Motions were passed by all Councillors.
Notice of Motions are bought forward to Council by Councillors after correspondence from the community. The time frame in getting reports back and not getting reports back impacts Councillor relationships with the community.
Setting a policy including time frames for reports to come back and building a register for community transparency will streamline the process for both Councillors and community members. The register will also stop Councillors asking repeatedly in meetings about where their Notice of Motions are up to.
Financial Implications
N/A
Policy and Legislation
Wagga Wagga City Council Code of Meeting Practice
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We have leaders that represent us
Risk Management Issues for Council
N/A
Internal / External Consultation
N/A
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
NOM-4 |
NOM-4 NOTICE OF MOTION - ACCESS TO GREEN SPACES AT SCHOOLS
Author: Councillor Dan Hayes
Summary: |
This Notice of Motion is being presented to Council to call for a report into working with schools and the Department of Education for improving access to green spaces. |
That Council receive a report on developing partnerships with schools and the Department of Education to re-open green spaces at schools that have been fenced off, in particular Kooringal High School and Mount Austin High School. |
Report
Schools are the heart of our communities, whether in villages or suburbs. It has then been unfortunate that in recent times the Department of Education has removed access to green spaces by fencing off the school ovals. Despite the Department of Education voicing their desire to work in partnerships with local councils as shown with the new Estella School, they have removed significant amounts of open play space for many in our community.
Developing options to re-open access to these open spaces will provide a benefit for the community members residing in these areas, and further connect them to the schools.
Financial Implications
N/A
Policy and Legislation
Wagga Wagga City Council Code of Meeting Practice
Link to Strategic Plan
Community Place and Identity
Objective: We have opportunities to connect with others
Outcome: We activate our community spaces to promote connectedness
Risk Management Issues for Council
N/A
Internal / External Consultation
N/A
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
NOM-5 |
NOM-5 NOTICE OF MOTION - PEDESTRIAN CROSSING ON LAKE ALBERT ROAD
Author: Councillor Dan Hayes
Summary: |
This notice of motion is being presented to Council to call for a report into the parking pedestrian crossing on Lake Albert Road to improve its safety. |
That Council receives a report exploring options to improve pedestrian safety on the Lake Albert Road pedestrian crossing at Sacred Heart Primary School during hours outside of the school zone times. |
Report
Residents have raised concerns that the pedestrian crossing is dangerous outside of school zones. While different theories have been opined, it is most likely a combination of reasons, such as sight distances, the four lanes of traffic, drivers and pedestrians unsure if the crossing is operational outside of school hours and others.
There has also been a significant increase in traffic over time along the road. It is time that council re-examines the options for this crossing and make recommendations of any improvements if suitable.
Financial Implications
N/A
Policy and Legislation
N/A
Link to Strategic Plan
Safe and Healthy Community
Objective: We are safe
Outcome: We create safe spaces and places
Risk Management Issues for Council
N/A
Internal / External Consultation
N/A
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-1 |
RP-1 DA19/0603 - ALTERATIONS AND ADDITIONS INCLUDING REAR EXTENSION AND GARAGE AT 93 BEST STREET, WAGGA WAGGA, LOT 17 SECTION 49 DP 759031
Author: Sam Robins
General Manager: Peter Thompson
Summary: |
This report is for a development application and is presented to Council for determination. The application was deferred at the Council meeting of 16 March 2020 pending the outcome of Development Control Plan (DCP) amendments. Given the timeframe involved the applicant has requested a determination of this application. The application was initially referred to Council at the request of the General Manager. |
That Council approve DA19/0603 for alterations and additions to the dwelling house at 93 Best Street Wagga Wagga NSW 2650, having regards to the draft amendments to the DCP, subject to conditions outlined in the attached optional conditions of consent.
|
Development Application Details
Applicant |
GP Bannon and CE Bannon |
Owner |
GP Bannon and CP Bannon |
Development Cost |
$475,000 |
Development Description |
Alterations and additions to a dwelling house including rear extension and garage. |
Report
At the Council Meeting of 16 March 2020 Council resolved the following:
That Council defer consideration of RP-2 DA19/0603 – Alterations and additions including rear extension and garage at 93 Best Street, Wagga Wagga, Lot 17 Section 49 DP 759031 pending the outcome of the amendment to the DCP as per RP-1 – Management of additions, secondary dwellings and infill development within the Heritage Conservation Area.
The draft DCP is currently on exhibition until 19 June 2020 with submissions being received until 3 July 2020 due to the current circumstances surrounding COVID-19. Given the extended time frame before the outcome of the DCP amendment (approximately 4 months before a report can be put back to Council) the applicant has requested a determination of their development application.
To assist Councillors in making their decision Council staff have undertaken an assessment of the application against the draft amendments to the DCP including the impact those amendments have on other conclusions made within the original assessment. This can be seen in the attachments.
The original assessment is attached with the following identified as key issues. No changes have been made to the original assessment.
· Compliance with the objectives of the Wagga Wagga Local Environmental Plan 2010
· Compliance with a number of objectives and controls of the Wagga Wagga Development Control Plan 2010
· Impact on the context and setting
· Impact on the public interest with regard to precedent and consistency of implementation of community endorsed documents
·
Assessment against existing DCP (Original)
This proposal had already been assessed and presented to Council having regard to the Heads of Consideration under Section 4.15(1) of the Environmental Planning and Assessment Act 1979, the provisions of Wagga Wagga Local Environmental Plan 2010 and all relevant Council DCPs, Codes and Policies.
Having regard for the information contained in the attached Section 4.15 assessment report (Attachment 1), it was considered that the development is inconsistent with a number of existing objectives and controls of the relevant plans and policies applicable to the development. The assessment also concluded that having regard to the desired future character of the Wagga Wagga Heritage Conservation Area, the impacts of the development are unacceptable with regard to the context and setting, precedent and public interest.
Assessment against draft amendments to the DCP (New)
The assessment of the application against the draft DCP amendments (Attachment 2) concluded that of the 11 reasons for refusal in the original assessment, all would be removed based on the draft amendments and subsequent reassessment of other relevant sections of the report. The conclusion is therefore that this proposal would be recommended for approval if the draft controls were adopted.
If Council chooses to make a determination based off the draft amendments to the DCP, it is recommended that Council approve the application subject to the attached optional conditions of consent.
Site Location
The site, being Lot 17 Section 49 DP 759031, 93 Best Street Central Wagga is located on the eastern side of the Street three lots north of the junction with Forsyth Street.
The site measures 505.80m² and currently contains a detached single storey dwelling with small garden shed in the rear yard.
The site is flat and free of any restrictive easements.
The locality is a residential area. Consisting in the main of single storey detached dwellings with detached outbuildings to the rear.
Financial Implications
The decision to refuse the application could potentially be challenged in the Land and Environment Court.
Policy
N/A
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
Refusal of the application may result in an appeal process in the Land and Environment Court, which will have to be defended by Council. The reasons for refusal will have to be justified and withstand scrutiny and cross examination in Court.
Internal / External Consultation
Pursuant to this provision of Section 1.10 of the Wagga Wagga Development Control Plan 2010, notification of the application was required. The application was notified to surrounding properties from 27/11/2019 to 11/12/2019 in accordance with the provisions of the DCP. No public submissions were received.
|
|
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 |
|
||||
Involve |
|
|
|
|
|
|
|
|
|||||||||
Collaborate |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1. |
DA19 0603 - 4.15 Report - Provided under separate cover |
|
2. |
DA19-0603 - Plans - Provided under separate cover |
|
3. |
DA19-0603 - Statement of Environmental Effects - Provided under separate cover |
|
4. |
Site Map - 93 Best St - Provided under separate cover |
|
5. |
DA19-0603 - Draft DCP Amendment Assessment - Provided under separate cover |
|
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-2 |
RP-2 RIVERINA JOINT ORGANISATION
Author: Peter Thompson
Summary: |
In November 2019 Council endorsed becoming a full member of the Riverina Joint Organisation (RivJO). RivJO and REROC recently completed a review of the operation of both entities. At the April 2020 RIVJO Board Meeting, the Board of RIVJO resolved that following the review the preferred way forward was to cease operating both entities and incorporate a Company Limited by Guarantee to perform the work currently undertaken by REROC and RivJO. |
That Council reaffirm its commitment to the Riverina Joint Organisation (RivJO) |
Report
Background
The REROC Board at its February 2018 meeting resolved to form the Riverina JO (RivJO) and continue the operation of REROC. Council’s preference at the time was for a stand-alone JO as per the resolution from the 26 February 2018 Ordinary Council meeting.
The RIVJO was proclaimed in May 2018 with the following member Councils:
Bland |
Coolamon |
Cootamundra-Gundagai |
Greater Hume |
Junee |
Lockhart |
Temora |
|
Wagga Wagga joined the Canberra Region JO (CRJO) as an associate member.
On 8 April 2019 Council agreed to discontinue its membership with REROC after receiving feedback from staff that indicated there was little, if any value to Council from its membership. This feedback has been validated, with no impact being realised by Council since that decision.
At the 25 November 2019 Council Meeting, Council endorsed becoming a full member of the RivJO.
Review of RivJO and REROC
In 2019 Morrison Low were engaged by RivJO and REROC to develop an independent report to review the operations of both organisations to determine the most effective and efficient way to deliver the best value to its Member Councils.
The report considered and assessed the feasibility of the following 6 structural options:
· Option 1 - two entities - REROC & RivJO
· Option 2 - RivJO - full time
· Option 3 - RivJO - part time
· Option 4 - RivJO - in-kind
· Option 5 - RivJO - delegation
· Option 6 - incorporated association and company
The outcomes of the report indicated that option 5 (RivJO delegation) and option 4 (RivJO in-kind), were the most suitable. The report also identified that an incorporated structure (option 6) might satisfy the criteria for an operating entity for the group however this would be conditional on the NSW Government recognising the incorporated entity as a partner in the same way the Government recognises Joint Organisations.
The State Government implemented Joint Organisations to improve collaboration with local government and provide better outcomes for the communities represented by the JO’s Member Councils. This is the structure implemented and encouraged by the State Government.
RivJO Board
A sub-committee was established to review the report from Morrison Low. The committee made a recommendation to the Board that the preferred way forward is the creation of a new Regional Organisation structured as a Company Limited by Guarantee. This recommendation was supported by the all the RivJO Board members, except for Wagga Wagga.
Wagga Wagga City Council advocated for the Joint Organisation as it is the vehicle which the Government has specifically established by legislation to engage with the Government in relation to regional strategy, regional planning and regional advocacy. It was respectfully submitted to the members of the RivJO Board that it is better to work with the NSW Government on regional strategy and planning using the engagement model specifically established by the Government for that purpose.
Wagga Wagga City Council also spoke against the notion of incorporating a Company Limited by Guarantee to replace the REROC incorporated association given there has been no suggestion by Government that the incorporated association is inappropriate for the operation of the group, that the Company Limited by Guarantee is more onerous in terms of Director duties and compliance and that the usual reasons for transitioning to a corporations law structure do not exist in relation to the operations of REROC or RivJO.
Conclusion
The operation of Joint Organisations across the State have been challenged by a wide range of issues including cost of operations. In 2018 Council opposed both the model which operated two entities (REROC and RivJO) and also questioned the proposed budgets which suggested that the two entities would be cheaper to operate in comparison to a single Joint Organisation.
In the fullness of time, the operation of the two entities has proven to be far more RivJO than predicted and ultimately all the Councils which joined the REROC and RivJO model have decided a single entity is a better solution.
Unfortunately, the RivJO Board have resolved that the preferable way forward is to incorporate another entity and transition the activities of both RivJO and REROC to that entity being a Company Limited by Guarantee. As noted earlier, the activities of REROC offer little or no value to Wagga and for this reason alone a move by Wagga Wagga to be a member of a Company Limited by Guarantee is not recommended.
Such a move would require the consent of the Minister for Local Government which would seem unlikely given the Government has established the legislation for Joint Organisations to perform this function.
It is recommended that Council does not endorse the resolution of the RivJO Board and that Council confirm the decision to participate as a member of RivJO.
Financial Implications
The 2019/20 membership fee is $5,000, but RIVJO are still finalising the fee for 2020/21. Council has $62,576 allocated in the 2020/21 budget for the RIVJO but it should be noted that this funding source was also identified for the Wagga Wagga Business Chamber (WWBC) contribution. Due to the timing of the WWBC decision, only $32,500 was required this financial year and the remaining amounts will be carried over to next financial year.
Policy and Legislation
Local Government Act 1993
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We plan long term
Risk Management Issues for Council
N/A
Internal / External Consultation
Discussions with various stakeholders have occurred over a long period of time. A Councillor Workshop was held on 4 May 2020.
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-3 |
RP-3 Integrated Planning and Reporting - Draft Long Term Financial Plan 2021/30 and Combined Delivery Program and Operational Plan 2020/21
Author: Carolyn Rodney
Director: Natalie Te Pohe
Summary: |
Council has drafted the attached Combined Delivery Program and Operational Plan 2020/21, the Draft Fees and Charges 2020/21 and the draft Long-Term Financial Plan 2021/30 for public exhibition. Council’s initial draft 2020/21 budget was balanced, but is now currently forecasting a deficit of around $4.4M.
There is a lot of uncertainty in relation to COVID-19 and the impact it will have on Council’s budget. The approach Council is currently taking is to continue to provide essential services to the community while looking for alternative revenue sources and refining the budget as more accurate information comes to hand.
Council is still committed to delivering a significant capital works program to cater for the growth of this city, with over $94 million worth of works scheduled, (noting this will be further refined during the exhibition period to take into account works in progress and carry-overs). |
That Council: a place the following documents on public exhibition for 28 days commencing 26 May 2020 and concluding on 23 June 2020: i draft Combined Delivery Program and Operational Plan 2020/21 ii draft Fees and Charges for the financial year 2020/21 iii draft Long-Term Financial Plan 2021/30 b invite submissions from the community in relation to these documents throughout the exhibition period c review the timing of the draft capital works program during the exhibition period d receive a further report after the public exhibition period i addressing any submissions made in respect of the draft documents ii proposing adoption of the draft Combined Delivery Program and Operational Plan 2020/21, draft Fees and Charges 2020/21 and the draft Long-Term Financial Plan 2021/30 including revised timing of capital works program e defer the review of financial assistance to community organisations which was to take effect from 2020/21 financial year f approve the continued use of the 2019/20 Fees and Charges until the 2020/21 Fees and Charges are adopted by Council, following the public exhibition period |
Report
The Long-Term Financial Plan 2021/30 and the Combined Delivery Program and Operational Plan 2020/21 have been formulated together with consideration to the Wagga View Community Strategic Plan 2040 previously endorsed by Council as well as the Disability Inclusion Action Plan 2017/21.
These documents have been created as part of Council’s Sustainable Future Framework, based on the local government requirements for Integrated Planning and reporting.
Combined Delivery Program and Operational Plan
The Draft Combined Delivery Program and Operational Plan 2020/21 has been designed to include Council’s commitment to the Wagga View Community Strategic Plan 2040 in the form of the Delivery Program and a Operational Plan inclusive of projects, programs and services to be delivered during the 2020/21 financial year.
The 2020/21 Combined Delivery Program and Operational Plan consist of:
· Clear links to ‘Wagga View” the Community Strategic Plan 2040
· Disability Inclusion Action Plan items for 2019/20
· Delivery Program items
· Operational items broken down by service areas
· Outputs of each service area
· Measures of performance
· Delivery Program four-year budget
· Delivery Program Capital Works (New Projects and Recurrent)
· A list of contributions and donations to be made by Council
In the interest of better informing the community, the Operational Plan element of the documents has been broken down by service areas displaying budgeted revenue and expenses, number of employees, details of services carried out by the area as well as relevant performance measures.
The Operational Plan has taken into consideration the potential impacts of COVID-19 with the main changes being to performance measures related to the delivery of programs and events as well as visitation and usage of Council facilities. Whilst COVID-19 has had impacts on some services, Council remains committed to maintaining service levels when the operation of facilities and delivery of programs and service are able to resume.
Fees and Charges
In accordance with Section 608 of the Local Government Act 1993, a council may charge and recover an approved fee for any service it provides.
The services for which an approved fee may be charged include the following provided under the Local Government Act or any other Act or the regulations, by the council:
· supplying a service, product or commodity
· giving information
· providing a service in connection with the exercise of the council’s regulatory functions-including receiving an application for approval, granting an approval, making an inspection and issuing a certificate
· allowing admission to any building or enclosure.
There has been a proposed freeze imposed on entry fees and membership fees at the Oasis for 2020/21.
As a result of the extension of time for Council to adopted its Combined Delivery Program and Operational Plan for 2020/21 until the end of July 2020, Council is required to continue using its previously adopted fees and charges for 2019/20 until such time as the 2020/21 Fees and Charges are adopted by Council, following the public exhibition period. As the 2019/20 fees will only be in place a month before resetting to the 2020/21 proposed amounts, the likely financial impact is minimal.
Long Term Financial Plan
The Long Term Financial Plan is an essential element of the resourcing strategy which details how the strategic aspirations of Council which are outlined in the Community Strategic Plan can be achieved in terms of time, money, assets and people.
Council’s Long Term Financial Plan is a ten-year financial planning document with an emphasis on long-term financial sustainability. Financial sustainability is one of the key issues facing local government due to several contributing factors including growing demands for community services and facilities, constrained revenue growth and ageing infrastructure.
The Long Term Financial Plan is formulated by using a number of estimates and assumptions to project the future revenue and expenditure required by Council to deliver those services and projects expected by the community. In doing so, it addresses the resources that impact on the Council’s ability to fund its services and capital works whilst remaining financially sustainable.
This iteration of the Long Term Financial Plan also provides an indication of the likely financial impact from the COVID-19 pandemic on Council’s 2020/21 financial year budget. The initial balanced budget position has now been adjusted to include a forecast deficit position as a result of these changes which are shown in Table 1.
As per resolution 18/304 Report RP-8 ‘Review of Current Financial Assistance provided to Community Organisations, Businesses, and Individuals’ presented to Council 27 August 2018, a detailed review of the current level of financial assistance provided to the community including appropriate eligibility criteria for a new financial assistance application process was to commence from 1 July 2020. Due to the impact from COVID-19, the review of the financial assistance to community organisations which was to take effect from the 2020/21 financial year will now be deferred to 2021/22.
Capital Works Program
Capital works projects and programs account for over $94 million of the planned activities for the 2020/21 financial year. There are three different categories of capital works; new, recurrent and potential. New capital projects refer to the one-off projects Council will undertake during the year. Recurrent capital projects refer to the expenditure allocated on an annual basis for capital works programs. The Potential capital projects are those that still require a resolution of Council to proceed and have therefore been excluded from the 2020/21 Delivery Program.
At the 24 February 2020 Council Meeting Councillors endorsed a Capital Works Program for 2020/21, including adjustments to the 2021/30 Long Term Financial Plan. Further meetings with project managers are currently underway to ensure that the program finally adopted for 2020/21 reflects all new and continuing projects.
Major Projects
Included in Council’s draft 2021/30 Long Term Financial Plan Capital Works Program are the following significant projects:
Project |
Estimated Year(s) of construction |
Estimated Total Cost |
Levee Bank System Upgrades |
2017/18 – 2022/23 |
$23.3M |
Airport Taxiways Upgrade |
2019/20 |
$5.7M |
Eunony Bridge Road Bridge Replacement |
2019/20 + 2020/21 |
$10.6M |
Active Travel Plan |
2019/20 - 2021/22 |
$13.2M |
Riverside – Wagga Beach Landscape Upgrade Stage 2 |
2019/20 - 2021/22 |
$7.0M |
Pomingalarna Multisport Cycling Complex |
2019/20 - 2021/22 |
$9.2M |
Farrer Road Improvements |
2018/19 + 2019/20 |
$6.5M |
Dunns Road Upgrade |
2020/21 |
$8.3M |
RIFL Stage 2 (Rail Siding) RIFL Stage 3 (Industrial Subdivision Civil Works) |
2019/20 + 2020/21 2020/21 + 2021/22 |
$14.4M $27.8M |
These works highlight Council’s commitment to getting on with the job and delivering critical infrastructure to cater for the future growth of this city.
COVID-19
Whilst Council will continue to support the community where they can with potential fee waivers and fee reductions, Council still has a financial responsibility for the long-term sustainability of the organisation. With the reduction of services and the closure of some Council businesses and facilities, this will continue to have a substantial impact on Council’s operational budgets. The estimated financial impact is detailed in Table 1.
Table 1 – Estimated Financial Impacts of COVID-19
Function / Facility Impacted |
2020/21 Estimated Budgeted Net Impact |
Investment Income |
($259,000) |
Airport |
($3,027,079) |
Development Income |
($1,070,778) |
Oasis Aquatic Centre |
($106,412) |
Car Parking Patrols |
($114,530) |
Parks and Sportsgrounds Fees and Charges |
($109,719) |
Civic Theatre |
($59,210) |
Other Council owned closed facilities |
($72,415) |
Environmental Health Fees and Charges |
($43,260) |
Commercial Lease income |
($52,500) |
Community Lease income |
($10,827) |
Savings in Buildings operational Costs |
$91,147 |
Estimated Financial Impact due to COVID-19 |
($4,834,583) |
Total Partial Funding Sources identified |
$436,243 |
Estimated Total Financial Impact due to COVID-19, considering partial funding sources identified |
($4,398,340) |
Financial Implications
The proposed adoption of the suite of IPR documents will be reported to Council 27 July 2020 after all submissions have been addressed.
It is important that Council recognise the deficit position, not only as a result of COVID‑19 impacts on the 2020/21 financial year, but the already projected deficit positions from 2021/22 to 2029/30 highlight the significant issues that Council has been facing due to the unfavourable adjustments to revenue sources (Financial Assistance Grants and Rate Pegging restrictions) in previous financial years. This has resulted in the requirement to increase the use of borrowings to fund projects, with significant loan repayments for the future 10 years of the plan.
These unprecedented times will mean that Council faces its greatest challenge in 2020/21 to remain financially sustainable and reduce the estimated proposed $4.4M deficit. Due to the uncertainty of so many factors in relation to this unfolding pandemic, as further information comes to hand, extensive ongoing financial management will continue with regular Councillor Workshops and reports being presented to Council on an ongoing basis. These workshops and reports will include financial modelling for 2020/21 and the following years, with budgets adjusted accordingly after Council resolutions.
The Long Term Financial Plan once adopted will then inform the 2020/21 budget and ongoing for 10 years.
Policy and Legislation
The documents have been created to meet Council’s Integrated Planning and Reporting requirements under the Local Government Act 1993 and Local Government Regulations 2005.
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We plan long term
Risk Management Issues for Council
A number of risk management issues were identified and have been actively managed.
A summary of these risks are as follows:
- Lack of engagement from the community
- Inability to meet everyone’s expectations
- Inability to resource and deliver on plans
With Council not receiving some budgeted revenue and forecasting a significant deficit, this places immense financial pressure on Council delivering required services to the community with the risk of not meeting the needs of the community as a whole. This may include (but is not limited to) diverting funds from previously provided Council services to other areas that may be deemed of a higher need due to COVID-19.
Internal / External Consultation
The documents will be placed on public exhibition for a 28-day period commencing from 26 May 2020 and concluding on 23 June 2020. As part of the exhibition period a variety of communication methods will be used, to not only promote the public exhibition period but also promote the purpose of the documents.
The deficit position of Council will require regular Councillor workshops and reports to be presented to Council on an ongoing basis. Not only will there be regular updates as part of the monthly financial performance report associated with 2020/21, but there will be a need for additional financial modelling for the following financial years in order to reign in the deficit.
|
|
Media |
Community Engagement |
Digital |
|||||||||||||
Rates notices insert |
Direct mail |
Letterbox drop |
Council news |
Media releases |
Print advertising |
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 |
|
|
Involve |
|
|
|
|
|
|
|
|
|||||||||
Collaborate |
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
1. |
2021/30 Draft Long Term Financial Plan - Provided under separate cover |
|
2. |
2020/21 Draft Combined Delivery Program and Operational Plan - Provided under separate cover |
|
3. |
2020/21 Draft Fees and Charges - Provided under separate cover |
|
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-4 |
RP-4 Indicative Financial Impact of COVID-19 on Council's 2019/20 Budget
Author: Carolyn Rodney
Director: Natalie Te Pohe
Summary: |
This report provides Councillors with indicative financial impact information for Council’s 2019/20 budget. Any update to the information provided in this report will be provided to Councillors through further Council reports. |
That Council: a note the current indicative financial impact compiled by staff of COVID-19 on Council’s 2019/20 Budget b will be provided with further updates from staff as the 2019/20 financial year progresses c note that the estimated financial impact due to COVID-19 on the 2020/21 budget has been included in the draft Long Term Financial Plan budget d will be provided with updates on the financial impact of COVID-19 on the 2020/21 budget as part of the monthly financial performance reporting requirements |
Report
The World Health Organisation declared COVID-19 a pandemic on 11 March 2020. As the international response continues to develop, organisations are facing significant financial challenges. Local councils are not immune to these financial challenges. This report provides an indication of the likely financial impact up to 30 June 2020 on Council’s 2019/20 financial year outcome.
Council officers are also at this same meeting, proposing for Council to place on public exhibition the draft 2020/21 Long Term Financial Plan (LTFP). The proposed draft 2020/21 budget includes the estimated impacts from COVID-19 which will require extensive financial management, review and adjustments throughout the financial year. This may include (but is not limited to) diverting funds from previously provided Council services to another which is deemed a higher need due to the COVID-19 impacts.
The following table shows the indicative financial impact by fund on the 2019/20 financial year budget. These indicative figures assume that the current restrictions due to COVID-19 (as at 14 May 2020) will remain in place for the rest of this financial year (to 30 June 2020).
2019/20 Estimated Financial Impact by area due to COVID-19
|
Income Impact |
Expenses Impact |
Net Impact |
Investment Income |
($597,386) |
|
($597,386) |
Airport* |
($1,241,336) |
$356,446 |
($884,890) |
City Planning |
($530,919) |
|
($530,919) |
Oasis |
($453,489) |
$101,136 |
($352,353) |
Traffic Parking Fines |
($148,324) |
|
($148,324) |
Parks and Sportsground Fees and Charges |
($170,014) |
|
($170,014) |
Civic Theatre |
($177,163) |
$148,042 |
($29,121) |
Other Closed Facilities |
($75,898) |
|
($75,898) |
Environmental Health and Companion Animals |
($49,500) |
|
($49,500) |
Family Day Care*# |
($34,000) |
|
($34,000) |
Commercial Leases^ |
($5,235) |
|
($5,235) |
2019/20 Estimated Financial impact due to COVID-19 |
($3,483,264) |
$605,624 |
($2,877,640) |
* Please note that the Airport and Family Day Care areas are not General Purpose Revenue (GPR) areas, and are funded from their respective Reserves. Excluding these two areas, the Estimated Net GPR Impact due to COVID‑19 is $1,958,750
# Please note that this amount is only COVID-19 related and does not include the impact of any subsequent Council decisions
^ Please note that this amount is as per the report going to this same meeting CONF-6 ‘Tenant Hardship’
An extensive review of all of Council’s functions was undertaken to attempt to pair back some of the estimated deficit position, as shown in the below table:
2019/20 Estimated Financial impact due to COVID-19 |
($2,877,640) |
Add bank: funded from Airport Reserve |
$884,890 |
Add back: funded from Family Day Care Reserve |
$34,000 |
2019/20 Estimated COVID GPR Impact – (Deficit) |
($1,958,750) |
|
|
Finance/Manager’s Review for GPR savings for remainder of 2019/20 financial year |
$217,178 |
|
|
2019/20 Estimated GPR (Deficit) Position |
($1,741,572) |
Financial Implications
Council’s estimated financial impact due to COVID-19 for the remainder of the 2019/20 financial is $2,877,640. With Airport and Family Day Care Reserves funding their portions of the net impacts, along with Finance/Managers proposed adjustments brings the General Purpose Revenue estimated deficit to $1,741,572.
It is proposed to fund this deficit once finalised at the end of the 2019/20 financial year from Council’s unrestricted cash balance.
Policy and Legislation
Budget Policy – POL 052
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We are accountable and transparent
Risk Management Issues for Council
With Council not receiving budgeted income, this places financial pressure on Council delivering required services to the community and therefore not meeting the needs of the community as a whole.
Internal / External Consultation
Council’s Finance Division have consulted with all Divisional Managers and Executive in modelling the estimated financial impact of COVID-19 on Council’s 2019/20 budget.
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-5 |
RP-5 Financial Performance Report as at 30 April 2020
Author: Carolyn Rodney
Director: Natalie Te Pohe
Summary: |
This report is for Council to consider and approve the proposed 2019/20 budget variations required to manage the 2019/20 budget and Long Term Financial Plan, and details Council’s external investments and performance as at 30 April 2020. |
That Council: a approve the proposed 2019/20 budget variations for the month ended 30 April 2020 and note the proposed deficit budget position as a result of COVID-19 with the impacts from COVID-19 to be presented in a separate report b 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 c note the details of the external investments as at 30 April 2020 in accordance with section 625 of the Local Government Act 1993 d note the impact of COVID-19 on Council’s investment portfolio, as provided by Council’s independent investment advisor |
Report
Wagga Wagga City Council (Council) forecasts a deficit budget position as at 30 April 2020. Proposed budget variations are detailed in this report for Council’s consideration and adoption.
There will be a separate report RP-4 ‘Indicative Financial Impact of COVID-19 on Council’s 2019/20 Budget’ presented to Council at this same meeting providing detailed advice on the indicative financial impact of COVID-19 on Council’s 2019/20 Budget and proposed funding.
Council has experienced a positive monthly investment performance for the month of April when compared to budget ($498,650 up on the monthly budget). This is due mainly to a positive rebound from Council’s Floating Rate Note portfolio and TCorp Long Term Growth fund, as the uncertainty in financial markets continues during the COVID-19 pandemic.
Key Performance Indicators
OPERATING INCOME
Total operating income is 81% 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 91%. As noted earlier, the indicative financial impact of COVID-19 on Council’s 2019/20 Budget is provided in a separate report at this same meeting.
OPERATING EXPENSES
Total operating expenditure is 80% of approved budget and is tracking within budget at this stage of the financial year.
CAPITAL INCOME
Total capital income is 35% 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 65% of approved budget (including ‘Potential Projects’). Excluding ‘Potential Projects’ budgets, the capital expenditure including commitments is 71% of approved budget.
WAGGA WAGGA
CITY COUNCIL |
|||||||
CONSOLIDATED STATEMENT |
|||||||
|
ORIGINAL |
BUDGET ADJ |
APPROVED BUDGET |
YTD ACTUAL EXCL COMMT'S 2019/20 |
COMMT'S 2019/20 |
YTD ACTUAL + COMMT'S |
YTD % OF BUD |
Revenue |
|||||||
Rates & Annual Charges |
(69,736,893) |
(63,636) |
(69,800,529) |
(58,286,208) |
0 |
(58,286,208) |
84% |
User Charges & Fees |
(28,440,057) |
232,040 |
(28,208,017) |
(22,530,920) |
0 |
(22,530,920) |
80% |
Interest & Investment Revenue |
(3,774,001) |
0 |
(3,774,001) |
(2,620,517) |
0 |
(2,620,517) |
69% |
Other Revenues |
(3,053,633) |
(230,242) |
(3,283,874) |
(3,143,408) |
0 |
(3,143,408) |
96% |
Operating Grants & Contributions |
(14,280,296) |
2,870,652 |
(11,409,645) |
(7,965,663) |
0 |
(7,965,663) |
70% |
Capital Grants & Contributions |
(56,263,733) |
20,598,248 |
(35,665,485) |
(13,032,225) |
0 |
(13,032,225) |
37% |
Total Revenue |
(175,548,613) |
23,407,062 |
(152,141,551) |
(107,578,940) |
0 |
(107,578,940) |
71% |
|
|||||||
Expenses
|
|||||||
Employee Benefits & On-Costs |
46,012,119 |
(65,334) |
45,946,285 |
38,235,880 |
56,509 |
38,292,389 |
83% |
Borrowing Costs |
3,587,823 |
(264,964) |
3,322,860 |
2,389,677 |
0 |
2,389,677 |
72% |
Materials & Contracts |
32,357,210 |
10,685,082 |
43,042,793 |
27,158,996 |
7,541,381 |
34,700,377 |
81% |
Depreciation & Amortisation |
34,843,073 |
0 |
34,843,073 |
29,035,894 |
0 |
29,035,894 |
83% |
Other Expenses |
13,015,295 |
198,762 |
13,214,057 |
7,841,506 |
136,161 |
7,977,667 |
60% |
Total Expenses |
129,815,520 |
10,553,547 |
140,369,067 |
104,661,954 |
7,734,051 |
112,396,004 |
80% |
|
|
||||||
Net Operating (Profit)/Loss |
(45,733,093) |
33,960,609 |
(11,772,484) |
(2,916,987) |
7,734,051 |
4,817,064 |
|
|
|||||||
Net Operating (Profit)/Loss before Capital Grants & Contributions |
10,530,640 |
13,362,361 |
23,893,001 |
10,115,238 |
7,734,051 |
17,849,289 |
|
|
|||||||
Capital / Reserve Movements |
|||||||
Capital Exp - Renewals |
34,034,738 |
(385,622) |
56,812,538 |
28,178,476 |
16,001,278 |
44,179,754 |
78% |
Capital Exp - New Projects |
42,696,132 |
(17,406,488) |
19,169,500 |
7,449,777 |
1,701,989 |
9,151,766 |
48% |
Capital Exp - Project Concepts |
38,364,925 |
(13,800,615) |
7,521,033 |
239,044 |
78,399 |
317,442 |
4% |
Loan Repayments |
3,380,744 |
(21,035) |
3,359,708 |
2,825,050 |
0 |
2,825,050 |
84% |
New Loan Borrowings |
(21,222,532) |
1,887,999 |
(19,334,533) |
0 |
0 |
0 |
0% |
Sale of Assets |
(1,502,910) |
(1,745,414) |
(3,248,324) |
(681,972) |
0 |
(681,972) |
21% |
Net Movements Reserves |
(15,174,931) |
(2,489,434) |
(17,664,365) |
0 |
0 |
0 |
0% |
Total Cap/Res Movements |
80,576,166 |
(33,960,609) |
46,615,557 |
38,010,375 |
17,781,665 |
55,792,040 |
|
|
|||||||
|
ORIGINAL |
BUDGET ADJ |
APPROVED
BUDGET |
YTD ACTUAL EXCL COMMT'S 2019/20 |
COMMT'S 2019/20 |
YTD ACTUAL +
COMMT'S |
YTD % OF BUD |
Net Result after Depreciation |
34,843,073 |
0 |
34,843,073 |
35,093,388 |
25,515,716 |
60,609,104 |
|
|
|||||||
Add back Depreciation Expense |
34,843,073 |
0 |
34,843,073 |
29,035,894 |
0 |
29,035,894 |
83% |
|
|||||||
Cash Budget (Surplus)/Deficit |
0 |
0 |
0 |
6,057,494 |
25,515,716 |
31,573,210 |
|
Revised Budget Result - Surplus/(Deficit) |
$’000s |
Original 2019/20 Budget Result as adopted by Council Total Budget Variations approved to date Budget Variations for April 2020 Estimated 2019/20 Financial impact from COVID-19 (refer to separate report RP-4 ‘Indicative Financial Impact of COVID-19 on Council’s 2019/20 Budget’) |
$0 $0 $0
($1,742K) |
Proposed Revised Budget result for 30 April 2020 |
($1,742K) |
The proposed Budget Variations to 30 April 2020 are listed below:
Budget Variation |
Amount |
Funding Source |
Net Impact Fav/ (Unfav) |
1 – Community Leadership and Collaboration |
|
||
Installation of Hand Sanitiser Stations |
$19K |
Workers Compensation Reserve ($19K) |
Nil |
Funds are required for the installation of hand sanitiser stations and wall mounted hand sanitiser dispensers for when Council re-open to the public due to COVID-19. It is proposed to fund the variation from the Workers Compensation Reserve. Estimated Completion: 30 June 2020 |
|
||
Gender Equity Project |
($141K) |
Department of Communities and Justices Grant $141K |
Nil |
Delays were experienced with the commencement of The Domestic Violence (DV) Project 2650 including the timing of recruitment of staff which meant that the grant funds for the project were not spent in the timeframes required. As a result of this, the Department of Communities and Justices and Wagga Women's Health Centre have negotiated a revised timeline and milestones to ensure program delivery is consistent with budget expenditure for the remainder of the contract. This variation has resulted in a reduction in grant income of ($141K) in 2019/20 and an increase of $72K in 2020/21. The Administration and Management Fee that is retained by Council has also been adjusted to reflect an additional charge Council is entitled to retain from these funds of $31K in 2019/20 and $26K in 2020/21 to be utilised for the ‘Enlighten for Equity’ Project. |
|
||
|
|||
Wiradjuri Walking Track |
$22K |
Crown Lands Grant ($12K) Existing Parks maintenance Budgets ($10K) |
Nil |
Council has been successful in securing grant funds from Crown Lands for the installation of gravel on a section of the Wiradjuri Walking Track between the river and the southern end of Gobbagombalin Bridge. These works will weatherproof a 690 metre long section of the 2 metre wide trail, requiring 300 tonne of road base compacted using a bobcat and roller. This will complete the rehabilitation of the trail between Moorong Street and the wetlands. It is proposed to fund Councils portion of the project from existing City Presentation and Parks and Recreation Maintenance budgets. Estimated Completion: 30 June 2020 |
|
||
4 – Community Place and Identity |
|
||
Library Air Conditioning & Security Access CLS 1&2 |
$22K |
Existing Library maintenance & operational budgets ($22K) |
Nil |
Funds are required to upgrade the Air Conditioning in the two Community Learning Space rooms in the Library and to allow external groups access to the rooms outside of library hours (but not access to the library). It is proposed to fund these works from existing Library maintenance and operational budgets. Estimated Completion: 30 June 2020 |
|
||
Art Gallery Display Panels |
$40K |
Workers Compensation Reserve ($40K) |
Nil |
The Art Gallery has 16 moveable walls that need replacing due to the manual handling risk they pose to staff and the public due to their weight and age. Moving of the existing walls is considered a hazardous manual handling task that directly stresses the body and can lead to an injury. It is a high force activity that a worker needs assistance with to complete because a greater force is required to move these walls, resulting in an increased risk of workers sustaining a Musculoskeletal Disorder (MSD). While the Art Gallery is currently closed due to COVID-19 restrictions, it is proposed to take this opportunity now and complete the works before the Art Gallery is re-opened to the general public. It is proposed to purchase display panels to eliminate this risk and fund the variation for these works from the Workers Compensation Reserve. Estimated Completion: 30 June 2020 |
|
||
5 – The Environment |
|
||
Tarcutta Truck Stop Lighting - Energy Savings Project |
$93K |
Internal Loans Reserve ($93K) |
Nil |
Due to a change in the availability of contractors to undertake the works, it is proposed to bring forward the Tarcutta Truck Stop Lighting Energy Savings Project and transfer it from the Potential Projects List into the Capital Works Delivery Program. The funds are currently allocated in 2020/21 ($10K) and 2021/22 ($83K) and are funded from the Internal Loans Reserve which will be repaid with the future energy savings. Estimated Completion: 30 June 2020 |
|
||
Stormwater Pipe Network Project |
$94K |
Stormwater Levy Reserve ($94K) |
Nil |
Additional funds are required to engage a contractor to clean, camera and defect assess Councils stormwater pipelines for an approximate total length of 16.4 kilometres in various locations across the Wagga local government area. This work is essential to support Council’s existing camera van to provide substantive and relevant data for the stormwater revaluation project that is being completed this financial year. It is proposed to fund the variation from the Stormwater Levy Reserve which currently has adequate funds. This will bring the total project budget to $219K. Estimated Completion: 30 June 2020 |
|
||
Oasis Flooring Replacement |
$42K |
Oasis Building Renewal Reserve ($42K) |
Nil |
It is proposed to bring forward the replacement of the Oasis Flotex Flooring (Entrance/Office and Pool Hall Carpet) that is currently budgeted for replacement in 2020/21. Due to the Oasis currently being closed, this provides a great opportunity to have the carpet replaced now and avoid major disruptions when replacing the carpet when the Oasis is reopened. The current carpet is 7 years old, in poor condition, and is proposed to be replaced with a suitable commercial grade carpet that is durable, hardwearing, stain resistant and designed for high public foot traffic usage. The funding source for the project is the Oasis Building Renewal Reserve. Estimated Completion: 30 June 2020 |
|
||
Eunony Bridge Road Works |
$80K |
Heavy Patching ($40K) Pavement Rehab ($40K) |
Nil |
Funds are required to undertake road improvements on a 150 metre section of Eunony Bridge Road. The works need to be undertaken at the same time as the bridge construction to reduce the impacts on the community due to additional roadworks. It is also more cost effective as the contractors are already onsite and it reduces the reputational risk to Council with what may be perceived as rework. It is proposed to fund the variation from existing Heavy Patching and Pavement Rehab budgets. Estimated Completion: 30 June 2020 |
|
||
Glenoak Reservoir Rehabilitation |
$19K |
Riverina Water County Council Contribution ($19K) |
Nil |
It has been requested that Council complete the rehabilitation of the area surrounding the recently completed Glenoak Reservoir with advice received from the Riverina Water County Council (RWCC) for the funding of these works. Estimated completion: 30 June 2020 |
|
||
SURPLUS/(DEFICIT) |
$0K |
Current Restrictions
RESERVES SUMMARY |
|||||
30 APRIL 2020 |
|||||
|
CLOSING BALANCE 2018/19 |
ADOPTED RESERVE TRANSFERS 2019/20 |
BUDGET VARIATIONS APPROVED UP TO COUNCIL MEETING 27.4.2020 |
PROPOSED CHANGES for Council Resolution |
REVISED BALANCE |
|
|
|
|
|
|
Externally Restricted |
|
|
|
|
|
Developer Contributions - Section 7.11 |
(23,836,289) |
3,427,074 |
(5,794,902) |
|
(26,204,116) |
Developer Contributions - Section 7.12 |
97,487 |
(32,500) |
134,012 |
|
198,999 |
Developer Contributions – S/Water DSP S64 |
(6,551,347) |
2,579,329 |
(1,276,930) |
|
(5,248,947) |
Sewer Fund |
(31,115,819) |
155,636 |
6,550,087 |
|
(24,410,096) |
Solid Waste |
(21,521,767) |
2,164,970 |
(1,836,399) |
|
(21,193,196) |
Specific Purpose Grants |
(4,044,299) |
0 |
4,044,299 |
|
0 |
SRV Levee |
(3,853,286) |
(3,211) |
1,708,696 |
|
(2,147,801) |
Stormwater Levy |
(3,699,109) |
2,758,808 |
(2,199,103) |
93,578 |
(3,045,826) |
Total Externally Restricted |
(94,524,428) |
11,050,106 |
1,329,761 |
93,578 |
(82,050,983) |
|
|
||||
Internally Restricted |
|
||||
Airport |
(442,321) |
(522,440) |
(146) |
(964,907) |
|
Art Gallery |
(33,971) |
(6,865) |
0 |
(40,836) |
|
Ashmont Community Facility |
(7,500) |
(1,500) |
0 |
(9,000) |
|
Bridge Replacement |
(601,972) |
0 |
(601,972) |
||
CBD Carparking Facilities |
(884,968) |
110,302 |
666,796 |
(107,870) |
|
CCTV |
(84,476) |
18,000 |
0 |
(66,476) |
|
Cemetery Perpetual |
(107,717) |
(133,730) |
16,519 |
(224,928) |
|
Cemetery |
(448,951) |
110,164 |
(47,707) |
(386,494) |
|
Civic Theatre Operating |
(125,471) |
8,327 |
20,913 |
(96,231) |
|
Civic Theatre Technical Infrastructure |
(82,706) |
10,000 |
65,000 |
(7,706) |
|
Civil Projects |
(155,883) |
24,000 |
(10,133) |
(142,016) |
|
Community Amenities |
(76,763) |
(214,928) |
25,000 |
(266,691) |
|
Community Works |
(86,412) |
(32,217) |
63,020 |
|
(55,609) |
Council Election |
(343,408) |
(83,163) |
0 |
(426,571) |
|
Economic Development |
(500,000) |
(80,000) |
90,000 |
(490,000) |
|
Emergency Events |
(191,160) |
(50,000) |
90,420 |
|
(150,740) |
Employee Leave Entitlements |
(3,585,224) |
|
0 |
|
(3,585,224) |
Environmental Conservation |
(115,206) |
|
(42,725) |
|
(157,931) |
Estella Community Centre |
(230,992) |
|
0 |
|
(230,992) |
Family Day Care |
(245,192) |
93,442 |
0 |
|
(151,750) |
Fit for the Future |
(1,785,102) |
266,703 |
(3,054,537) |
|
(4,572,935) |
Generic Projects Saving |
(816,377) |
20,000 |
31,130 |
|
(765,248) |
Glenfield Community Centre |
(21,704) |
(2,000) |
0 |
|
(23,704) |
Grants Commission |
(5,256,259) |
|
5,256,259 |
|
0 |
Grassroots Cricket |
(70,992) |
|
0 |
|
(70,992) |
Gravel Pit Restoration |
(797,002) |
|
3,546 |
|
(793,456) |
RESERVES SUMMARY
|
|||||
30 APRIL 2020 |
|||||
|
CLOSING BALANCE 2018/19 |
ADOPTED RESERVE TRANSFERS 2019/20 |
BUDGET VARIATIONS APPROVED UP TO COUNCIL MEETING 27.4.2020 |
PROPOSED CHANGES for Council Resolution |
REVISED BALANCE |
Gurwood Street Property |
(50,454) |
|
0 |
|
(50,454) |
Hampden Bridge |
(107,198) |
|
107,198 |
|
0 |
Information Services |
(775,938) |
(222,792) |
222,315 |
|
(776,415) |
Infrastructure Replacement |
(335,497) |
(30,192) |
0 |
|
(365,689) |
Insurance Variations |
(100,246) |
|
0 |
|
(100,246) |
Internal Loans |
(660,754) |
260,962 |
(1,910,123) |
93,188 |
(2,216,727) |
Lake Albert Improvements |
(28,338) |
(21,515) |
(158,608) |
|
(208,461) |
LEP Preparation |
(2,667) |
|
0 |
|
(2,667) |
Livestock Marketing Centre |
(3,311,635) |
972,792 |
(2,367,862) |
|
(4,706,704) |
Museum Acquisitions |
(39,378) |
|
0 |
|
(39,378) |
Oasis Building Renewal |
(320,759) |
65,000 |
28,529 |
42,420 |
(184,810) |
Oasis Plant |
(1,239,132) |
857,486 |
(441,652) |
|
(823,298) |
Office Equipment/Building Projects |
(159,030) |
|
156,530 |
|
(2,500) |
Parks & Recreation Projects |
(206,102) |
30,148 |
136,954 |
|
(39,000) |
Planning Legals |
0 |
(40,000) |
0 |
|
(40,000) |
Plant Replacement |
(3,550,033) |
660,253 |
1,055,919 |
|
(1,833,861) |
Playground Equipment Replacement |
(95,290) |
(165,727) |
0 |
|
(261,017) |
Project Carryovers |
(2,453,184) |
518,327 |
1,934,858 |
|
0 |
Public Art |
(198,922) |
30,300 |
45,594 |
|
(123,028) |
Robertson Oval Redevelopment |
(92,151) |
|
0 |
|
(92,151) |
Senior Citizens Centre |
(17,627) |
(2,000) |
0 |
|
(19,627) |
Sister Cities |
(46,328) |
(10,000) |
0 |
|
(56,328) |
Sporting Event Attraction |
(169,421) |
|
110,000 |
|
(59,421) |
Sporting Event Operational |
(100,000) |
|
0 |
|
(100,000) |
Stormwater Drainage |
(158,242) |
(100,000) |
50,000 |
|
(208,242) |
Strategic Real Property |
0 |
|
(395,000) |
|
(395,000) |
Street Lighting Replacement |
(56,549) |
|
43,288 |
|
(13,261) |
Subdivision Tree Planting |
(702,868) |
(20,000) |
90,000 |
|
(632,868) |
Sustainable Energy |
(527,244) |
389,333 |
(43,545) |
|
(181,456) |
Unexpended External Loans |
(431,337) |
|
36,485 |
|
(394,852) |
Workers Compensation |
(93,251) |
|
(133,461) |
59,000 |
(167,712) |
Total Internally Restricted |
(33,127,305) |
2,706,471 |
1,740,773 |
194,608 |
(28,485,454) |
|
|
|
|
|
|
Total Restricted |
(127,651,734) |
13,756,577 |
3,070,534 |
288,186 |
(110,536,437) |
|
|
|
|
|
|
Total Unrestricted |
(5,725,794) |
0 |
0 |
0 |
(5,725,794) |
|
|
|
|
|
|
Total Cash, Cash Equivalents and Investments |
(133,377,528) |
13,756,577 |
3,070,534 |
288,186 |
(116,262,231) |
Investment Summary as at 30 April 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 |
Closing Balance |
April |
April |
Investment |
Maturity |
Term |
Short Term Deposits |
|
|
|
|
|
|
|
|
AMP |
BBB+ |
2,000,000 |
2,000,000 |
2.10% |
1.49% |
2/12/2019 |
1/06/2020 |
6 |
AMP |
BBB+ |
1,000,000 |
1,000,000 |
2.00% |
0.74% |
13/11/2019 |
11/05/2020 |
6 |
AMP |
BBB+ |
1,000,000 |
1,000,000 |
2.10% |
0.74% |
2/12/2019 |
1/06/2020 |
6 |
MyState |
BBB |
1,000,000 |
0 |
0.00% |
0.00% |
1/04/2019 |
1/04/2020 |
12 |
ICBC |
A |
1,000,000 |
1,000,000 |
1.67% |
0.74% |
29/08/2019 |
28/08/2020 |
12 |
NAB |
AA- |
1,000,000 |
1,000,000 |
1.70% |
0.74% |
10/09/2019 |
11/05/2020 |
8 |
Macquarie Bank |
A+ |
1,000,000 |
1,000,000 |
1.65% |
0.74% |
9/03/2020 |
7/09/2020 |
6 |
Total Short Term Deposits |
|
8,000,000 |
7,000,000 |
1.90% |
5.20% |
|
|
|
At Call Accounts |
|
|
|
|
|
|
|
|
NAB |
AA- |
601,301 |
452,738 |
0.25% |
0.34% |
N/A |
N/A |
N/A |
CBA |
AA- |
2,034,801 |
676,959 |
0.25% |
0.50% |
N/A |
N/A |
N/A |
CBA |
AA- |
17,004,874 |
9,527,894 |
1.60% |
7.08% |
N/A |
N/A |
N/A |
Total At Call Accounts |
|
19,640,976 |
10,657,592 |
1.46% |
7.92% |
|
|
|
Medium Term Deposits |
|
|
|
|
|
|
|
|
RaboBank |
A+ |
1,000,000 |
1,000,000 |
3.16% |
0.74% |
5/06/2017 |
6/06/2022 |
60 |
BOQ |
BBB+ |
2,000,000 |
2,000,000 |
3.10% |
1.49% |
7/07/2017 |
7/07/2020 |
36 |
Rabobank |
A+ |
1,000,000 |
1,000,000 |
3.20% |
0.74% |
25/08/2016 |
25/08/2021 |
60 |
Westpac |
AA- |
3,000,000 |
3,000,000 |
1.65% |
2.23% |
10/03/2017 |
10/03/2022 |
60 |
Auswide |
BBB |
2,000,000 |
2,000,000 |
2.95% |
1.49% |
5/10/2018 |
6/10/2020 |
24 |
BOQ |
BBB+ |
2,000,000 |
2,000,000 |
3.35% |
1.49% |
3/01/2018 |
4/01/2022 |
48 |
Police Credit Union |
NR |
2,000,000 |
2,000,000 |
3.05% |
1.49% |
29/10/2018 |
29/10/2020 |
24 |
Australian Military Bank |
BBB+ |
1,000,000 |
1,000,000 |
2.95% |
0.74% |
29/05/2018 |
29/05/2020 |
24 |
BOQ |
BBB+ |
1,000,000 |
1,000,000 |
3.50% |
0.74% |
1/06/2018 |
1/06/2022 |
48 |
Westpac |
AA- |
2,000,000 |
2,000,000 |
3.02% |
1.49% |
28/06/2018 |
28/06/2021 |
36 |
Westpac |
AA- |
2,000,000 |
2,000,000 |
2.88% |
1.49% |
28/06/2018 |
29/06/2020 |
24 |
ING Bank |
A |
2,000,000 |
2,000,000 |
2.86% |
1.49% |
16/08/2018 |
17/08/2020 |
24 |
BOQ |
BBB+ |
3,000,000 |
3,000,000 |
3.25% |
2.23% |
28/08/2018 |
29/08/2022 |
48 |
ING Bank |
A |
3,000,000 |
3,000,000 |
2.85% |
2.23% |
30/08/2018 |
14/09/2020 |
24 |
P&N Bank |
BBB |
1,000,000 |
1,000,000 |
3.10% |
0.74% |
16/10/2018 |
18/10/2021 |
36 |
Westpac |
AA- |
2,000,000 |
2,000,000 |
3.05% |
1.49% |
13/11/2018 |
15/11/2021 |
36 |
Police Credit Union |
NR |
1,000,000 |
1,000,000 |
3.07% |
0.74% |
20/11/2018 |
20/11/2020 |
24 |
P&N Bank |
BBB |
1,000,000 |
1,000,000 |
3.30% |
0.74% |
20/11/2018 |
21/11/2022 |
48 |
ING Bank |
A |
2,000,000 |
2,000,000 |
2.93% |
1.49% |
29/11/2018 |
30/11/2020 |
24 |
NAB |
AA- |
2,000,000 |
2,000,000 |
3.01% |
1.49% |
30/11/2018 |
30/11/2021 |
36 |
Bendigo-Adelaide |
BBB+ |
1,000,000 |
1,000,000 |
3.25% |
0.74% |
30/11/2018 |
30/11/2022 |
48 |
CUA |
BBB |
2,000,000 |
2,000,000 |
3.02% |
1.49% |
5/12/2018 |
7/12/2020 |
24 |
Newcastle Permanent |
BBB |
2,000,000 |
2,000,000 |
3.05% |
1.49% |
8/02/2019 |
8/02/2022 |
36 |
ING Bank |
A |
1,000,000 |
1,000,000 |
2.82% |
0.74% |
22/02/2019 |
22/02/2021 |
24 |
Newcastle Permanent |
BBB |
2,000,000 |
2,000,000 |
2.70% |
1.49% |
23/04/2019 |
26/04/2022 |
36 |
BoQ |
BBB+ |
1,000,000 |
1,000,000 |
2.40% |
0.74% |
22/05/2019 |
23/05/2022 |
36 |
BoQ |
BBB+ |
1,000,000 |
1,000,000 |
2.15% |
0.74% |
8/07/2019 |
10/07/2023 |
48 |
Judo Bank |
NR |
1,000,000 |
1,000,000 |
2.30% |
0.74% |
16/07/2019 |
16/07/2021 |
24 |
Auswide |
BBB |
1,000,000 |
1,000,000 |
1.95% |
0.74% |
12/08/2019 |
12/08/2022 |
36 |
Judo Bank |
NR |
1,000,000 |
1,000,000 |
2.15% |
0.74% |
20/08/2019 |
19/08/2021 |
24 |
Australian Military Bank |
BBB+ |
1,000,000 |
1,000,000 |
1.76% |
0.74% |
20/08/2019 |
20/08/2021 |
24 |
Judo Bank |
NR |
1,000,000 |
1,000,000 |
1.90% |
0.74% |
10/09/2019 |
9/09/2022 |
36 |
Auswide |
BBB |
1,000,000 |
1,000,000 |
1.72% |
0.74% |
3/10/2019 |
4/10/2022 |
36 |
ICBC |
A |
2,000,000 |
2,000,000 |
2.03% |
1.49% |
6/11/2019 |
6/11/2024 |
60 |
ICBC |
A |
2,000,000 |
2,000,000 |
1.83% |
1.49% |
28/11/2019 |
28/11/2024 |
60 |
Judo Bank |
NR |
1,000,000 |
1,000,000 |
2.20% |
0.74% |
5/12/2019 |
3/12/2021 |
24 |
ICBC |
A |
1,000,000 |
1,000,000 |
1.75% |
0.74% |
6/01/2020 |
8/01/2024 |
48 |
BOQ |
BBB+ |
1,000,000 |
1,000,000 |
2.00% |
0.74% |
28/02/2020 |
28/02/2025 |
60 |
ING Bank |
A |
2,000,000 |
2,000,000 |
1.50% |
1.49% |
2/03/2020 |
2/03/2022 |
24 |
Macquarie Bank |
A+ |
2,000,000 |
2,000,000 |
1.40% |
1.49% |
9/03/2020 |
9/03/2022 |
24 |
Police Credit Union |
NR |
0 |
1,000,000 |
2.20% |
0.74% |
1/04/2020 |
1/04/2025 |
60 |
Total Medium Term Deposits |
|
63,000,000 |
64,000,000 |
2.62% |
47.55% |
|
|
|
Floating Rate Notes - Senior Debt |
|
|
|
|
|
|
|
|
AMP |
BBB+ |
1,002,668 |
1,005,757 |
BBSW + 135 |
0.75% |
24/05/2016 |
24/05/2021 |
60 |
Suncorp-Metway |
A+ |
1,001,515 |
1,007,468 |
BBSW + 97 |
0.75% |
16/08/2017 |
16/08/2022 |
60 |
Bendigo-Adelaide |
BBB+ |
498,912 |
500,054 |
BBSW + 105 |
0.37% |
25/01/2018 |
25/01/2023 |
60 |
Newcastle Permanent |
BBB |
1,507,412 |
1,514,180 |
BBSW + 140 |
1.12% |
6/02/2018 |
6/02/2023 |
60 |
Westpac |
AA- |
1,991,697 |
2,016,048 |
BBSW + 83 |
1.50% |
6/03/2018 |
6/03/2023 |
60 |
UBS |
A+ |
2,000,138 |
1,999,487 |
BBSW + 90 |
1.49% |
8/03/2018 |
8/03/2023 |
60 |
Heritage Bank |
BBB+ |
1,402,747 |
1,406,993 |
BBSW + 123 |
1.05% |
29/03/2018 |
29/03/2021 |
36 |
ME Bank |
BBB |
1,610,084 |
1,605,476 |
BBSW + 127 |
1.19% |
17/04/2018 |
16/04/2021 |
36 |
ANZ |
AA- |
1,997,684 |
2,022,557 |
BBSW + 90 |
1.50% |
9/05/2018 |
9/05/2023 |
60 |
NAB |
AA- |
1,997,722 |
2,022,249 |
BBSW + 90 |
1.50% |
16/05/2018 |
16/05/2023 |
60 |
CBA |
AA- |
1,996,854 |
2,024,811 |
BBSW + 93 |
1.50% |
16/08/2018 |
16/08/2023 |
60 |
Bank Australia |
BBB |
753,953 |
756,652 |
BBSW + 130 |
0.56% |
30/08/2018 |
30/08/2021 |
36 |
CUA |
BBB |
602,644 |
604,757 |
BBSW + 125 |
0.45% |
6/09/2018 |
6/09/2021 |
36 |
AMP |
BBB+ |
1,495,373 |
1,500,688 |
BBSW + 108 |
1.11% |
10/09/2018 |
10/09/2021 |
36 |
NAB |
AA- |
1,990,559 |
2,019,360 |
BBSW + 93 |
1.50% |
26/09/2018 |
26/09/2023 |
60 |
Bendigo-Adelaide |
BBB+ |
1,003,012 |
1,002,485 |
BBSW + 101 |
0.74% |
19/10/2018 |
19/01/2022 |
39 |
CBA |
AA- |
3,015,288 |
3,046,140 |
BBSW + 113 |
2.26% |
11/01/2019 |
11/01/2024 |
60 |
Westpac |
AA- |
3,010,485 |
3,045,608 |
BBSW + 114 |
2.26% |
24/01/2019 |
24/04/2024 |
63 |
ANZ |
AA- |
2,505,504 |
2,543,956 |
BBSW + 110 |
1.89% |
8/02/2019 |
8/02/2024 |
60 |
NAB |
AA- |
1,998,177 |
2,029,567 |
BBSW + 104 |
1.51% |
26/02/2019 |
26/02/2024 |
60 |
Bank of China Australia |
A |
1,496,188 |
1,487,019 |
BBSW + 100 |
1.10% |
17/04/2019 |
17/10/2022 |
42 |
Westpac |
AA- |
2,473,267 |
2,521,235 |
BBSW + 88 |
1.87% |
16/05/2019 |
16/08/2024 |
63 |
Suncorp-Metway |
A+ |
1,231,837 |
1,238,684 |
BBSW + 78 |
0.92% |
30/07/2019 |
30/07/2024 |
60 |
ANZ |
AA- |
1,968,443 |
2,006,372 |
BBSW + 77 |
1.49% |
29/08/2019 |
29/08/2024 |
60 |
HSBC |
AA- |
2,441,988 |
2,456,548 |
BBSW + 83 |
1.83% |
27/09/2019 |
27/09/2024 |
60 |
Bank Australia |
BBB |
1,483,516 |
1,491,072 |
BBSW + 90 |
1.11% |
2/12/2019 |
2/12/2022 |
36 |
ANZ |
AA- |
1,471,869 |
1,498,264 |
BBSW + 76 |
1.11% |
16/01/2020 |
16/01/2025 |
60 |
NAB |
AA- |
1,962,968 |
1,998,277 |
BBSW + 77 |
1.48% |
21/01/2020 |
21/01/2025 |
60 |
Newcastle Permanent |
BBB |
1,084,532 |
1,089,906 |
BBSW + 112 |
0.81% |
4/02/2020 |
4/02/2025 |
60 |
Macquarie Bank |
A+ |
1,948,743 |
1,989,490 |
BBSW + 84 |
1.48% |
12/02/2020 |
12/02/2025 |
60 |
Total Floating Rate Notes - Senior Debt |
|
50,945,778 |
51,451,162 |
|
38.22% |
|
|
|
Managed Funds |
|
|
|
|
|
|
|
|
NSW Tcorp |
NR |
1,449,575 |
1,496,221 |
3.22% |
1.11% |
17/03/2014 |
1/04/2025 |
132 |
Total Managed Funds |
|
1,449,575 |
1,496,221 |
3.22% |
1.11% |
|
|
|
TOTAL
CASH ASSETS, CASH |
|
143,036,329 |
134,604,974 |
|
100.00% |
|
|
|
LESS: RIVERINA REGIONAL LIBRARY (RRL) CASH AT BANK |
|
3,685,861 |
3,512,080 |
|
|
|
|
|
TOTAL
WWCC CASH ASSETS, CASH |
|
139,350,468 |
131,092,895 |
|
|
|
|
|
Council’s investment portfolio is dominated by Term Deposits, equating to approximately 53% of the portfolio across a broad range of counterparties. Cash equates to 8%, with Floating Rate Notes (FRNs) around 38% and growth funds around 1% of the portfolio.
Council’s investment portfolio is well diversified in complying assets across the entire credit spectrum. It is also well diversified from a rating perspective. Credit quality is diversified and is predominately invested amongst the investment grade Authorised Deposit-Taking Institutions (ADIs) (being BBB- or higher), with a smaller allocation to unrated ADIs.
All investments are within the defined Policy limits except for the “BBB” rated category. Over the month of April, Councils overall total portfolio balance has reduced significantly, down from $143.0M to $134.6M, which has attributed to the slight overweight position. This is due to a large value of contract payments being made in the latter parts of the month, whilst Council waits on grant funding to be received for these projects.
Overall, these movements have resulted in a marginal over exposure of 0.56%, or $750K, in this category at 30 April 2020. It should be noted that Council has term deposits maturing with AMP Bank (BBB+) and Australian Military Bank (BBB+) during May. With these maturities and the receipt of outstanding grant funds, this overweight position should be rectified by 31 May 2020.
Council’s credit quality limits are outlined in the below table and Rating Allocation chart.
Investment Portfolio Balance
Council’s investment portfolio balance has decreased significantly from the previous month’s balance, down from $139.4M to $131.1M. This is due to a number of large contractor payments being made during April, with Council either waiting on receiving grant funding payments or external loan borrowings for these projects.
Monthly Investment Movements
Redemptions/Sales – Council redeemed/sold the following investment securities during April 2020:
Institution and Type |
Amount |
Investment Term |
Interest Rate |
Comments |
$1M |
12 months |
2.75% |
This term deposit was redeemed on maturity and funds were reinvested into a new 5-yr Police Credit Union term deposit (see below). |
New Investments – Council purchased the following investment securities during April 2020:
Institution and Type |
Amount |
Investment Term |
Interest Rate |
Comments |
Police Credit Union Term Deposit |
$1M |
5 years |
2.20% |
The Police Credit Union rate of 2.20% compared favourably to the rest of the market for this investment term. |
Rollovers – Council did not rollover any investment securities during April 2020.
Monthly Investment Performance
Interest/growth/capital gains/(losses) for the month totalled $796,900, which compares favourably with the budget for the period of $298,250 - outperforming budget for the month by $498,650.
Council’s outperformance to budget for April was mainly due to a positive rebound in the principal value of its Floating Rate Note (FRN) portfolio. During the month, the principal value of Council’s FRN portfolio increased by $506,686 (or 1.00%) as trading margins on these securities tightened – recovering a large portion of the $758,917 in principal value lost during March. The movement in the trading margins on these securities can be seen in the below table.
It is still worth noting that these investment securities are senior ranking assets and high in the bank capital structure. It is expected that, if held to maturity, these FRN’s will pay back the original face value of the investment whilst Council still receives its quarterly interest payments. Therefore, it is not expected that Council will lose any capital or interest payments from its current holdings within its FRN portfolio.
Council’s TCorp Long Term Growth fund (LTGF) also experienced a positive return for April, with the fund returning 3.22% (or $46,646) as both domestic and international shares rebounded strongly on the back of stimulus packages being provided by Federal governments, with global and domestic shares returning 10.71% and 8.78% respectively.
As can be seen in the above graph, Council’s interest on investments has taken a significant hit during the COVID-19 pandemic and given the continued uncertainty in financial markets, Council will likely continue to feel this impact indefinitely. Attached to this report is some insight into the impacts of COVID-19 on Council’s investment portfolio provided by Council’s independent investment advisor, Imperium Markets.
In comparison to the AusBond Bank Bill Index* (1.12%), Council’s investment portfolio returned 2.40% (annualised) for April – excluding the positive rebound seen for Council’s FRN portfolio. Cash and At-Call accounts returned 1.44% (annualised) for this period. These funds are utilised for daily cash flow management and need to be available to meet operating and contractual payments as they fall due.
Over the past year, Councils investment portfolio has returned 2.36%, outperforming the AusBond Bank Bill index by 1.25%.
* The AusBond Bank Bill Index is the leading benchmark for the Australian fixed income market. It is interpolated from the RBA Cash rate, 1 month and 3 month Bank Bill Swap rates.
Please note that the above performance table does not take into account the strong positive rebound for Councils FRN portfolio for the month of April. This table of returns only provides for the value of interest payments from the FRN portfolio as Council does not expect to lose any of the capital value of these investments. If Council sells out of an FRN prior to maturity, the capital gain or loss is then included in the return for that month.
Report by Responsible Accounting Officer
I hereby certify that all of the above investments have been made in accordance with the provision of Section 625 of the Local Government Act 1993 and the regulations there under, and in accordance with the Investments Policy adopted by Council on 29 April 2019.
Carolyn Rodney
Responsible Accounting Officer
Policy and Legislation
Budget variations are reported in accordance with Council’s POL 052 Budget Policy.
Investments are reported in accordance with Council’s POL 075 Investment Policy.
Local Government Act 1993
Section 625 - How may councils invest?
Local Government (General) Regulation 2005
Section 212 - Reports on council investments
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We are accountable and transparent
Risk Management Issues for Council
This report is a control mechanism that assists in addressing the following potential risks to Council:
· Loss of investment income or capital resulting from ongoing management of investments, especially during difficult economic times
· Failure to demonstrate to the community that its funds are being expended in an efficient and effective manner
Internal / External Consultation
All relevant areas within the Council have consulted with the Finance Division in relation to the budget variations listed in this report.
The Finance Division has consulted with relevant external parties to confirm Council’s investment portfolio balances.
Attachments
1⇩. |
Imperium Markets Insight - Impacts of COVID-19 |
|
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-6 |
RP-6 Temporary Amendments to Council's Financial Hardship Policy - POL 102 and Debt Management Policy - POL 017
Author: Natalie Te Pohe
Summary: |
For Councillors to consider temporarily amending the operating provisions of Council’s Financial Hardship Policy POL102 to allow for a wider application and an easier process for ratepayers to apply as a result of the COVID-19 pandemic, along with suspending some of the debt recovery actions usually undertaken in accordance with Council’s Debt Management Policy POL017. |
That Council: a note the considerable current and future financial impact the community is facing in light of the COVID-19 pandemic b approve the proposed temporary amendments to Council’s Financial Hardship Policy POL102 retrospectively from 31 March 2020 to 27 September 2020, being the date that the Government will continue to provide the JobKeeper payments, noting that the temporary amendments will continue to remain until the date the Australian Government determines for JobKeeper payments c note the change in the title from Financial Hardship Policy to Financial Hardship – Payment Arrangements and Waiving of Interest Policy d approve suspending the debt recovery proceedings outlined in section 2.1.4 and 2.1.5 of Council’s Debt Management Policy POL017, with the exception of entering payment arrangements, for the period 31 March 2020 to 30 June 2020 for any new outstanding amounts, consistent with prior approvals in relation to this matter e provide public notice of the proposed amendments to ensure the community is aware of the new provisions f implement the amendments to the Policy provisions and if public submissions are received in opposition to the proposed amendments, the matter is to be considered by Council at the next available Council meeting g note the financial impact to Council from providing the fee waivers as outlined within this report |
Report
Council’s Financial Hardship Policy POL102 currently incorporates a range of conditions that apply to all applications. There are two (2) specific conditions within Section 1.5 of the Policy that are proposed to be removed:
1. That the property for which the hardship application applies is the principal place of residency or occupancy of the applicant.; and
2. That rates payable (net of pensioner concession) must be more than 6% of the gross income of the property owner.
The first condition effectively means that only residential ratepayers may apply for hardship, and the second condition is subjective.
Within Section 2.1 there are also two (2) general provisions that are proposed to be waived (listed as a and b for ease of explanation):
a Copy of recent bank statements for all accounts
b Details of all income and expenditure (monthly budget analysis)
It is proposed that condition 1 is modified to apply to any property owned within the Wagga Wagga local government area. This would therefore allow the Policy to apply to all ratepayers within the LGA and not be restricted to only residential ratepayers. It is also proposed that conditions a and b are waived for any ratepayer that:
i. Provides suitable evidence of their eligibility for either the JobKeeper or the JobSeeker payment; or
ii. Provides suitable evidence that their tenant has qualified for a JobKeeper payment; or
iii. Provides a Statutory Declaration and evidence from an agent, where applicable, that demonstrates their property has become vacant as a result of the COVID‑19 pandemic; or
iv. Provides suitable evidence that more than a 30% rent reduction has been provided to their tenant.
If this evidence cannot be provided, then the general provisions of a and b would still apply.
It is also proposed that an additional example be included as a situation that could cause financial hardship being:
· Pandemic situations (COVID-19 as an example), causing loss of normal income, which renders or rendered the ratepayer unable to meet payments for a specified period.
This example ensures transparency in that Council clearly recognises that the pandemic is beyond people’s control.
Lessening the requirements within the Policy will allow for an easier application process for all ratepayers, particularly as eligibility for the JobSeeker and JobKeeper Payments are already determined by the Australian Government. It will also lessen the administrative burden on Council staff who would be required to assess each application.
Expanding the Policy to all ratepayers has been considered to ensure equity is applied to all community members within the local government area. This will also ensure consistency with the principles outlined in the Debt Management and Hardship Guidelines issues by the Office of Local Government in November 2018.
It has been made clear in the revised Policy that the period for application is up to 27 September 2020, but that payment arrangements can be made that extend over a two-year period. This was in response to some feedback where it was interpreted that the payment plans could only extend to 27 September, however this wasn’t the intent. Additional wording has been included in the draft Policy to this effect.
Contained within Council’s Debt Management Policy POL017 are a range of debt recovery proceedings identified with an overview of how each are to be applied. These include:
· Payment Arrangements
· Commencing Legal Action / Statement of Claim
· Default Judgment / Post Judgment
· Sale of Land for Unpaid Rates and Charges
· Recovery / Legal Proceedings for Sundry Debtor Accounts
While Council is still legislatively required to issue rates and charges throughout this period, and communication was developed to promote payment arrangements, it is recognised that any new outstanding amounts may be a result of the impacts of COVID-19, and it would be inappropriate for Council to proceed with legal action.
Financial Implications
As reported to Council on 30 March 2020, the estimated lost income from the waiving of interest on outstanding rates and charges was $16,000 for a four (4) week period. Extending this period to 30 June increases this to approximately $48,000. It is uncertain as to how many commercial ratepayers may make a hardship application, however given the enquiries to date, it is likely that the lost revenue would be higher than originally anticipated given this was only capturing residential ratepayers.
At the time of writing this report, Council had received 29 applications (across 31 properties) with 13 of these being businesses and 29 residential. It should be noted that the 4th quarter instalment is not due until 31 May and further applications may be received closer to this date. From initial review of the applications, the predominant requests have sought an arrangement for the 4th quarter instalments.
Policy and Legislation
The following Council Policies are relevant:
· Financial Hardship Policy POL102
· Debt Management Policy POL017
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We are active community members
Outcome: We recognise we all have a role to play
Risk Management Issues for Council
Council currently has a balanced budget for the current financial year, although it is known that there will be an impact given the pandemic. An overview of the impact will be presented to the second meeting in May. Any reduction in income to be received has a negative impact on Council’s bottom line.
Internal / External Consultation
Communication promoting payment arrangements was developed several weeks ago and provided as an insert to the 4th quarter rates instalment notices. Digital media was also developed and promoted through Council’s website and Facebook page. The link can be found here: http://wagga.nsw.gov.au/financialsupport
This page will require updating if Council resolve the recommendation as proposed. It will then be further promoted through the Live Local Be Local website given the direct relevance to commercial property owners.
Numerous discussions were held with business advocacy groups such as the Wagga Wagga Business Chamber, Committee for Wagga and Women in Business to ascertain the key messages they were receiving from their members, and what additional and reasonable support Council could provide. Engagement was also undertaken with Wagga’s Business Enterprise Centre, the NSW Business Chamber and commercial property owners who had specifically written to Council.
While there was an initial call for rate waivers, when stakeholders were provided with an overview of the impacts on Council’s revenue, State Government rate capping and that there had been no support package that assisted Council financially, the opportunity for deferral for up to two years was received positively, and there was less emphasis on waiving rates. It is noted that the NSW Business Chamber continues to advocate to the State Government for additional assistance and relief.
Council Officers will continue to work with the community and consider all applications on a case by case basis.
|
|
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 |
|
1⇩. |
Current Financial Hardship Policy POL102 |
|
2⇩. |
Revised Financial Hardship Policy POL102 |
|
3⇩. |
Current Debt Management Policy POL017 |
|
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-7 |
RP-7 DA17/0663.02 - Request for Deferral of Developer Contributions - Sewerage - 50 Edward St Wagga wagga Nsw 2650
Author: Belinda Maclure
Director: Michael Keys
Summary: |
ILC Commercial Pty Ltd request Council’s consideration to defer payment of their Section 64 Sewer infrastructure contributions associated with DA17/0663.02. An existing Condition of Consent requires payment of contributions prior to issue of a Construction Certificate and the proponent is seeking to defer this to prior to the release of the Occupation Certificate. The request is based on the financial impacts of the Covid 19 pandemic. The proponent has also indicated they do not support a request for an unconditional bank guarantee as part of this consideration. |
That Council: a defer the timing of payment of Section 64 Sewer infrastructure contribution required under Development Consent DA17/0663.02 for the development of Lot 12 DP 1178547, 50 Edward Street Wagga Wagga such that the contribution is required to be payed prior to the issue of an Occupation Certificate for stage 2 (hotel and commercial building) of the development. b require, prior to the release of a Construction Certificate for stage 2 (hotel and commercial building) of the development, the provision of an unconditional bank guarantee in Councils favour from ILC Commercial Pty LTD for the full amount of the outstanding Section 64 Sewer infrastructure contributions c require that the applicant apply for and obtain a modification to Development Consent DA17/0663.02, so that the Consent Conditions are consistent with parts a) and b) of this resolution. |
Report
The development of Lot12 DP1178547, 50 Edward Street, Wagga Wagga includes hotel accommodation, re-use of the former Murrumbidgee Flour Mill (heritage item) for heritage hotel suites, a function centre in the former grain store and a single storey commercial building, with associated access and car parking. Development Consent No. DA17/0663.02 was issued on 28 November 2019 and remains current for the development. Condition 3 of this consent requires payment of contributions prior to issue of a Construction Certificate.
ILC Commercial Pty Ltd, in a letter to Council on 2 April 2020, requested that Council defer payment of Section 64 Sewer infrastructure contributions. The Section 64 Sewer infrastructure contribution due as at 28 November 2019 totals $349,218.98. The contributions due are subject to annual indexation in July.
The basis for this request is the financial hardship being experienced as a result of the global Covid 19 pandemic.
The letter also seeks to defer the requirement to pay Riverina Water County Council infrastructure contributions on a similar basis. Riverina Water has advised they received a similar request directly and it was declined. They have advised payment of their infrastructure contributions is required at the release of the Construction Certificate under their Development Servicing Plan.
The proponent has indicated that the Construction Certificate is pending and only waiting on satisfaction of this Condition. If Council supports a deferral, a modification to the Consent would immediately be sought to amend the Condition and, pending determination, a Construction Certificate could be issued.
Following an initial response from Council, indicating that any request to defer contributions would require the lodgement of an unconditional bank guarantee the proponent has made a further request asking to remove any requirement for the bank guarantee. An email was received on 9 May 2020 indicating that if Council requires a bank guarantee as part of the deferral, then the scheduled development of the site will not continue as the commercial value obtained by the next stage of the works (in the midst of the current crises) would be nullified by the constraints of providing the bank guarantee.
The requirement to pay contributions prior to the issue of the Construction Certificate is designed to protect Council’s interests in receipt of payment for future infrastructure. If payment is not received prior to the issue of a Construction Certificate there are several options to seek rectification, including stop work orders and legal action. This is preferred to the subsequent post construction phase where multiple parties, including new residents or owners, may be involved and hence legal action becomes far more complex and drawn out without any imperative or driver for resolution by the proponent or their representatives.
An unconditional bank guarantee reduces the risk to Council of not receiving the funds upfront. It provides protection to Council if the developer is unable to pay the infrastructure contributions at the deferred due date.
The Covid 19 pandemic is affecting economic confidence and capacity across the broader economy and particularly the property sector. Council is currently considering options to support and provide relief to our broader community as a result of Covid 19 and deferral of contributions is one mechanism of providing relief. The proponent has suggested that the obligation for a bank guarantee will not provide enough relief to enable development to proceed. Considering this, Council could defer payment without a bank guarantee. Council would then rely on the provisions of the EP&A Act to enforce conditions of consent and the certifier (either Council or private certifier) to ensure compliance. In the event of oversight or noncompliance legal action could be initiated to recover the contributions. Given the amount involved Council staff have recommended that an unconditional bank guarantee be required.
Each request for the deferral of infrastructure contributions will be considered on a case by case basis having consideration to the individual circumstances of each case and will consider the associated reserve predicted balance at the time. Therefore an approval of this proposal will not create an undesirable precedent.
While the 2013 Sewer Development Servicing Plan is silent on the matter of deferring infrastructure contributions, the Local Infrastructure Contributions Plan 2019 (LIC) – 2034 includes clear guidelines. This LIC Plan was approved by Council in 2019 and provides the basis of good practice in the consideration of deferral requests from developers. This informs the recommendation to Council regarding the request to defer the infrastructure contributions relating to the development of 50 Edward Street, Wagga Wagga.
It is recommended that Council accept an unconditional bank guarantee in Council’s favour for the amount of infrastructure contributions owing for stage 2 at the time the Construction Certificate is issued. Council will have the ability to call on this guarantee if required. This alternative gives some relief to developers in the critical cash flow period and also certainty to Council of an unrestricted guarantee for funds.
Financial Implications
This proposal has financial implications for the Section 64 Sewer reserve in the short term. The reserve balance is currently $27,726,736 Sewer Reserve (Long Term Financial Plan 2020-2029).
The Long-Term Financial Plan 2020-2029 Appendix 5 – Budgeted External Restrictions shows the predicted balances of the reserve as follows. The predicted reserve balance accounts for predicted infrastructure contribution income and scheduled project expenditure over the next ten years.
Policy and Legislation
Wagga Wagga City Council Development Servicing Plan Sewer November 2013
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
There is always a risk for Council that a request such as this (if approved) will set precedent for other developments across the city. Each request will be considered on a case by case basis and will consider the impact on the relevant infrastructure Reserve balance.
Given the current balance of the Section 64 Sewer Reserve the risk of not providing the infrastructure is considered unlikely if the payment of this contribution is deferred.
As the payment of Section 64 Sewer infrastructure contribution is protected by an unconditional bank guarantee due prior to the release of the Occupation Certificate the risk of Council not being paid is considered very low.
There is a reputational risk for Council if the request is declined, however this risk is reduced by the implementation of a process based on good practice.
Internal / External Consultation
Consultation has been undertaken with Councils Finance Section.
1⇩. |
Contributions Letter - WAGGA MILL - Formal Request to Council re Deferral of Contributions |
|
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-8 |
RP-8 Events Strategy and Action Plan 2020-2024
Author: Madeleine Scully
Director: Janice Summerhayes
Summary: |
The Wagga Wagga City Council Events Strategy and Action Plan 2020 – 2024 outlines a five-year framework to guide Council in the planning, development, attraction and decision-making for events in the Wagga Wagga Local Government Area.
The Events Strategy and Action Plan 2020-2024 was placed on public exhibition from 22 January to 3 March 2020. Subject to Council’s endorsement of amendments requested by the community during the public exhibition period, the Events Strategy and Action Plan is presented to Council for endorsement.
|
That Council: a note all submissions and feedback received relating to the exhibited Events Strategy and Action Plan 2020-2024 b adopt the Events Strategy and Action Plan 2020-2024 with the recommended changes as detailed in the report |
Report
The draft Events Strategy and Action Plan 2020-2024 was placed on public exhibition from 22 January to 3 March 2020. During the submission period Council received 14 written submissions responding to specific strategy items contained within the document along with feedback on the document in its entirety. Consultation was also conducted with external stakeholders and relevant Council staff.
The draft Events Strategy and Action Plan document has been amended to reflect the feedback received during the submission period, as outlined in the table below, for Council’s approval of the recommended changes and adoption of the amended document.
It is noted that the Events Strategy was developed prior to the outbreak of Covid-19 which has severely disrupted all event planning across all sectors in the near term. As a result, there will be change to the way events are delivered and the types of events delivered once the NSW public health restrictions are lifted in response to the Australian Government’s Three Step Framework for a Covidsafe Australia.
It is expected that virtual events will continue in the next six months and a move from larger events to smaller/hybrid events that can be delivered to manage numbers and therefore reduce risk. As restrictions are lifted in the medium to longer term it is expected that event organisers, including Council, will need to give consideration to food service, venue capacity, traffic flow, insurance and attendee hygiene and sanitation in the delivery of events to manage the risk and legal liability for attendees that may contract the virus at an event.
The economic downturn and job security will impact ticket sales and corporate sponsorship further impacting event viability into the longer term. In addition in consultation with the wider sector it is acknowledged the disruption to event planning will mean a 12-18 month rebuild to occur for the return of larger events.
While the impacts of Covid-19 will continue to be monitored by staff through industry and government sources the fundamental structure, priorities and goals outlined in the five-year draft Events Strategy and Action Plan are not expected to change. Any changes required will be addressed during the implementation of the strategy through Policy and guidelines.
Summary of feedback received during submission period:
Source |
Summary of Feedback |
Action |
Recommended changes |
Destination Riverina Murray – Richie Robinson |
Overall support for strategy with strong alignment to the Riverina Murray Destination Management Plan.
Specific support for the events support structure noted in the document and the establishment of a major event in Wagga Wagga.
|
Noted in support of Strategic Goal 2.1 – Build Wagga Wagga’s profile as a leading regional events destination |
N/A |
Destination Riverina Murray Board Member - Kate Shilling |
Overall support for the strategy and alignment to State and National strategies.
Specific support for ‘heroing’ local produce, hybrid events, event environmental sustainability, accommodation and history/heritage. |
Noted in support of Strategic Goals 1.4. 2.1 and 3.2.
|
N/A |
DNSW – Phil Ventham and Helen Parker |
DNSW have provided detailed feedback for consideration in relation to document definitions, target audience, business conferencing and the sponsorship/funding framework.
|
|
|
|
Question over whether the document was intended at both an external audience and internal. |
Comment noted. And confirm this document is intended to cover both audiences.
|
N/A |
|
Definitions required for tourism event, local event, GPR. |
Comment noted, while a glossary is not required due to the nature of this document, additional information has been provided within the strategy to assist with terms.
Terms addressed: Tourism Events
Local events, amendment to page 25 to give greater context as to the intention of Annual Grant funding.
GPR - Noted |
Amendments as follows: Page 9 Change Tourism events to “Events that are drivers of visitation can be an effective tool in reducing the impacts of seasonality…”
Page 25 amend “Community grants play an important role in the development and support of local, rather than tourism driven, events.”
N/A |
|
Alignment to strategies noted at beginning but not within the body of the document. |
Comments noted, on review of the document it was determined that the reference to strategies through the table at the beginning was clear.
|
N/A
|
|
Possible disconnect between recommendation in the Destination Riverina Murray Destination Management in relation to business conferencing.
Alignment of business conferencing to industry sector priorities.
Funding for securing business events. |
Comment noted. On review, there is a direct connection to the Destination Management Plan, noting the Destination Management Plan makes reference to Wagga Wagga a large business base with regional head offices and public sector institutions supporting mid week business travel, rather than a large business centre. In addition .
Please note: a letter of support provided by Destination Riverina Murray with overall support for the Strategy is attached.
Noted in support of Strategic Goal 2.2. The Strategy is considered to align to the regional plan, however an amendment is recommended to further highlight this.
Noted in support of the ‘niche business event’ category in the Events Portfolio, page 28. Amend funding column in Niche Business Event row to make this clearer.
Amend Strategy Goal 3.1 to further highlight business conferencing.
|
N/A
2.2 Amend to include new Action Continue to work with DNSW and local conference venues to develop and promote the city as a niche business conference location, targeting innovative and progressive conference initiatives that align to the city’s business/industry priorities eg. Health/knowledge, transport, agriculture.”
Amend Funding column in table under Niche Business Events to include on page 28 to include “New GPR Event Attraction Budget”
Amend 3.1 to include the word ‘business’ ie. “establish a non-sport event attraction budget for sport/leisure/ business conferencing events” |
|
Flagship funding clarification.
Niche business event funding clarification. |
Amend funding table page 27, Major Tourism Events row, Funding column.
Amend funding table page 28.
|
Amend Major Tourism Events row Italicize “Note: Events that have already received the maximum allowable funding…may be eligible for a 3 year Flagship support option.”
As per amendment to funding column on page 28, addressed in section above. |
|
Council resourcing to deliver the strategy.
Suggestion to include a separate section on Council run events. |
Comment noted, to be addressed separately as part of future workforce planning.
Noted for consideration. |
N/A
N/A |
|
KPI clarification. |
KPIs determined by past event experience. |
Amendment page 31: Niche Business row, first column add bullet point “Activates existing venues and encourages new development” |
|
Suggested edits.
|
Page 13 – remove duplication of ‘and events’
Page 21 – Price gauging – misspelling
Page 28 – align Marquee text across columns to make clearer
Page 32 – mistyped of
Page 30 The word infrastructure is duplicated |
Amend second paragraph, page 13 “The city has the capacity to host large annual events such as…”
Amend to “gouging”
Align text to make clearer
Change ‘off’ to ‘of’
Remove ‘infrastructure’ |
|
Suggested addition to Event Landscape section. |
Amend as suggested. |
Amend fifth paragraph page 13 New festivals and events….encourage travel to the region “as well as highlighting the vibrancy and diversity of Wagga Wagga’s population today.” |
|
Include an additional bullet point under Council’s responsibilities connecting Council’s role as a sponsor of events to the CSP. |
Comments noted. Draft Events Strategy connects to CSP through the four guiding principles identified in Council’s Community Strategic Plan (CSP); thriving, innovative, connected and inclusive provide the overarching context for the strategy framework and Council’s role as facilitator, sponsor, producer and promotor. |
N/A |
|
Opportunity to encourage food producers to consider building event food options. |
Amend page 18. |
Amend the Opportunity section under Food Culture on page 18 to include “and to further encourage local food producers to build high quality, event ready product” |
|
Comment in relation to Major Tourism Events relying on government funding.
|
Amendment to page 20 Major Tourism Event Attributes
|
Amend bullet point: “Typically rely on a proportion of government and corporate sponsorship”
|
|
Clarification over destination event. |
Add to description on page 24 “Establishing a destination event” to clarify the intention around the proposed destination event. |
Amend page 24 paragraph 2 “supports the concept of a destination event…” “This does not have to be a single event as per the traditional notion of a destination event and instead is proposed as a program of complementary events…” |
|
Reference to existing Policies. |
Remove reference to Policy changes, amendment first paragraph. |
Amend Page 25, first paragraph “with recommended changes described below.” |
|
Additional Annual Grants context. |
Amendment to page 25 Annual Grants. |
Amend page 25 “as the program is fully subscribed” |
|
Destination Event reference to Gears and Beers. |
Used as an example, no amendment required. |
N/A |
|
Various items noted including Council’s investment in events, Council’s role, funding, the event’s portfolio structure that have been addressed in the amendments above. |
All noted with no amendments necessary.
|
N/A
|
The Tilma Group – Linda Tilman |
Support of overall strategy.
Suggestion for event organiser mentoring program.
Suggestion to bundle food and wine events as per cycling concept.
|
Noted in support of Strategic Goal 2.2.
Noted mentoring, addressed in Strategic Goal 2.3.
Amend Strategic Goal 3.2. |
Amend Funding and Sponsorship page 25 to include reference to the new Event Attraction Fund as follows: “A new event attraction budget will be established for one-off events and niche business conferencing not covered by the Major Events, Festivals and Films Sponsorship program.”
Amend Action 3.2 to include “seasonal farm gate product”. |
Anna Gurnhill Consulting – Anna Gurnhill (Bicycle Tourism) |
Support for the destination series of cycling events, particularly as a way to attract longer stays and tie in with local business/producers.
|
Noted in support of Strategic Goal 2.1 Build Wagga Wagga’s profile as a leading regional events destination.
Various items noted for consideration during implementation stage of strategy. |
N/A |
Charles Sturt University |
Noted as general support for plan. |
|
N/A |
Gears and Beers |
Support for improvements to infrastructure ie. Riverside and working with accommodation operators, particularly camping at events.
Highlighted Council resourcing of funding for events to use for employing event managers.
Suggestion for more structured interaction with event organisers. |
Noted in support of Strategic Goal 1.2 and 3.2.
Noted in support of Strategic Goal 1.3.
The importance of support towards event organisers is noted for ongoing resourcing, training, networking and funding.
|
N/A |
Lake Run and Ride |
Supported the development of a ‘marquee event’. Highlighted key issues as traffic management planning/approvals, staffing of events (volunteers) and event promotions. |
Noted in support of Strategic Goals 2.1 and 1.1 |
N/A |
Anonymous Accommodation operator |
Suggestions for engagement between accommodation operators in relation to the use of online travel agencies. |
Comments noted for future tourism workshops, not addressed in this Strategy. |
N/A |
Wagga MTB Club |
Overall support for strategy, particularly 2.1 and the development of a cycling destination event. |
Noted in support of Strategic Goal 2.1 |
N/A |
Adam Bannister |
Overall support for the plan with an emphasis on encouraging growth for niche business events/conferencing.
Support for investment in a major event space as outlined in the 2009 Riverside Strategic Master Plan.
Comment in relation to Council’s objective to attract 3-5 business conferences through the Event Attraction funding.
|
Noted in support of Strategic Goals 1.2, 2.2 and 2.3.
Comment noted. This number is in addition to bidding that occurs in the commercial sector. |
N/A |
Wagga View (anonymous submission) |
General support for Strategic Goal 2.1. |
Noted as general support of 2.1. |
N/A |
Wagga View (anonymous submission) |
General support for strategy. |
Noted as general support. |
N/A |
Wagga View (anonymous submission) |
Support for additional resourcing within Council. |
Noted in support of 2.3 – event organiser professional development. |
N/A |
Wagga View (anonymous submission) |
General support for strategy and specific support for development of business events in particular Strategic Goal 2.2. |
Amend 2.2
|
2.2 Amend to include Action “Continue to work with DNSW and local conference venues to develop and promote the city as a niche business conference location, targeting innovative and progressive conference initiatives that align to the city’s business/industry priorities eg. Health/knowledge, transport, agriculture.” |
General commentary from small business event organisers received during consultation period
|
For profit businesses should be noted for inclusion in Annual Grants – Events category guidelines to confirm their ability to apply for funds to deliver events with community outcomes. |
Amend Annual Grants – Events category guidelines to include for profit event organisers so that they can apply for funding for events with community outcomes |
Amend Annual Grants – Events category guidelines to include for profit event organisers so that they can apply for funding for events with community outcomes |
Financial Implications
Budgeting for the recommended actions will be incorporated into Council’s Integrated Planning & Reporting processes, these are detailed in the draft Strategy’s Action Plan.
A summary of the requested budgets and funding sources are listed in the table below. While there are financial costings indicated in the Events Strategy from Year 2 21/22 onwards this funding is not approved by Council at this stage and will be subject to future budget considerations and approvals for those years.
Budget Item |
Funds Requested |
Year 1 2020/21 (Draft Budget) |
Year 2+ 2021/22 – 2023/24 (Draft Budget) |
1. Annual Grants |
Year 1 $25k funded from carryover Year 2 onwards $30K |
Year 1 2020/21 – existing budget allocation $20K. Increase budget by $25K (funded through the Event Sponsorship carryover) to a total of $45K in Year 1 |
Year 2 2021/22 onwards – $20K existing + $30K requested (currently unfunded) Total required $50K |
2. Event Attraction |
Year 1 $15k funded from carryover Year 2 onwards $30K |
Year 1 2020/21 - $15K (funded through the Event Sponsorship carryover)
|
Year 2 2021/22 onwards - $0K existing + $30K requested (currently unfunded) Total required $30K |
3. Destination Event |
$100K annually |
$100K (funded from the Economic Development Reserve) |
Year 2 2021/22 onwards - $100K requested (currently unfunded)
|
4. Sports Attraction |
Grow to $100K annually |
$20K existing GPR + $20K (funded from the Economic Development Reserve) = Total $40K |
Year 2 2021/22 onwards - $40K GPR $40K existing + $20K requested each year to a cap of $100K (currently unfunded) |
The 2019/20 Events Sponsorship budget allocation (15308) is $100,000 for Tier One and Tier Two Major Events, Festivals and Films Sponsorship allocations. In addition to a carryover of $52,500 from the 2018/19 financial year, the total for this budget line was $152,500 for 2019/20. Following the 20 January 2020 Council meeting $40,000 has been allocated towards the Annual Grants and Event Attraction items listed in the above table. In addition, $72,880 has expended and/or committed from previous Major Event, Festivals and Films requests, leaving a budget available of $39,620.
Policy and Legislation
Community Strategic Plan 2040: Wagga View
Recreation, Open Spaces & Community Plan 2040 (2017)
City of Wagga Wagga Disability Inclusion Action Plan (DIAP)
City of Wagga Wagga Reconciliation Action Plan (2019)
POL087 - Major Events, Festivals and Films Policy
Link to Strategic Plan
Growing Economy
Objective: We are a tourist destination
Outcome: We have a variety of events, festivals and activities
Risk Management Issues for Council
Some elements within this plan are dependent upon sourcing long-term financial funding and will not proceed if funding is not secured.
Risk management will be managed against each action when implemented.
Internal / External Consultation
The first stage of consultation was conducted July – October 2019 and included one on one engagement sessions with Councillors, desktop research, evaluation meetings held with event organisers in addition to feedback from internal stakeholders.
The second stage of consultation commenced in January 2020 as part of the public exhibition from 22 January through to 3 March 2020. This stage of consultation was primarily delivered through the Wagga View platform with promotion of the exhibition through social media using City of Wagga, Wagga Events and Visit Wagga channels, industry newsletters targeting 160 tourism/event industry operators, Council News story and direct phone calls and emails.
There were 329 visits to the Events Strategy project page on Council’s Wagga View platform during the public exhibition period with 83 downloads of the draft Events Strategy document and 15 people viewing the Frequently Asked Questions.
In total 31 people engaged by way of survey participation and submissions through Wagga View, with 23 completing the community survey, 4 people completing the business/event organiser survey and 4 responses via the public exhibition submission form. In addition, 10 responses were received via direct email to Council.
In addition to the Wagga View surveys an industry survey was distributed to 249 tourism and event operators from the Visit Wagga Tourism database during the public exhibition period. The survey was also promoted through the Visit Wagga Tourism Industry Newsletter with 36 respondents from within Wagga Wagga LGA completing the survey.
While the Strategy was on public exhibition staff met and briefed representatives from interested organisations including Charles Sturt University, event organisers and tourism businesses in March as part of the Wagga Tourism Partner Program series of workshops.
This resulted in the following number of engagements during the public exhibition period:
Activity |
People engaged |
Wagga View Submission Form |
4 |
Wagga View Community Survey |
23 |
Wagga View Business Survey |
4 |
Direct email from Industry |
10 |
Industry responses – workshops, phone |
12 |
Councillors |
9 |
VE and Events Industry Surveys |
36 |
Total |
98 |
Internal consultation has been ongoing since July 2019 across relevant Council teams and directorates.
|
|
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 |
|
Involve |
|
|
|
|
x |
|
|
|
x |
||||||||
Collaborate |
|
|
|
|
|
|
|
x |
x |
x |
x |
|
|
|
|
|
|
1⇩. |
Events Strategy Submissions |
|
2⇩. |
Summary Events Submissions |
|
3. |
Draft Events Strategy and Action Plan 2020 - 2024 - Provided under separate cover |
|
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-9 |
RP-9 14 SEPTEMBER 2020 COUNCIL MEETING
Author: Neil McDermott
Director: Peter Thompson
Summary: |
This Report proposes the addition of an Ordinary Meeting of Council in September 2020, due to the postponement of the NSW Local Government Elections previously set down for 12 September 2020. |
That Council endorse an Ordinary Council Meeting be held on Monday, 14 September 2020. |
Report
Council is required under Section 365 of the Local Government Act 1993 to meet at least 10 times each year, each time in a different month.
On 28 October 2019 Council adopted a calendar of meeting dates for January to December 2020, and which provided for the continuation of two monthly meetings according to the adopted position of Council. As the NSW Local Government Elections were scheduled for 12 September 2020, only one meeting date in September was endorsed, as recommended.
Since that time, on 25 March 2020 the Minister for Local Government postponed the NSW Local Government Elections for twelve months due to the COVID-19 pandemic.
Therefore, this Report recommends an additional meeting for September, in accordance with the established practice where Council meetings are generally scheduled for the second and fourth Monday of each month.
Financial Implications
N/A
Policy and Legislation
S318B – Local Government Act 1993 (NSW)
Link to Strategic Plan
Community Leadership and Collaboration
Objective: City of Wagga Wagga services reflect the needs of the community
Outcome: The City of Wagga Wagga has efficient and effective processes
Risk Management Issues for Council
N/A
Internal / External Consultation
N/A
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
RP-10 |
RP-10 RESPONSE TO QUESTIONS/BUSINESS WITH NOTICE
Author: Scott Gray
General Manager: Peter Thompson
Summary: |
This report is to provide responses to Questions/Business with Notice arising from previous Ordinary Council Meetings. |
That Council receive and note the report. |
Report
Councillor D Hayes requested information about “way finding” on the Wiradjuri Walking Track at the Travers Street roundabout near the highway. |
Staff will investigate the opportunity for additional way finding signage to be installed in this location. A Councillor workshop was also held on18 May on the development of a Wiradjuri Walking Track master plan which discusses the future provision of way finding. |
Councillor T Koschel requested Council do some social media in relation International Nurses Day. |
Social media was undertaken on the 12 May 2020 to acknowledge International Nurses Day 2020. |
Councillor V Keenan requested an update on status of Council’s Advocacy Plan following an earlier Notice of Motion. |
The draft Advocacy Plan was reviewed by the Executive Team and 19 May 2020. It is expected that the draft will be distributed to Councillors on 22 May 2020 before a workshop on 1 June 2020. Staff are also developing a digital interface for the plan so it doesn’t become a document that sits on a shelf. Each item identified in the plan will be listed on Council’s website with links to further information on each item through fact sheets, reports and project pages. |
Financial Implications
N/A
Policy and Legislation
Code of Meeting Practice
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We have strong leadership
Outcome: We have leaders that represent us
Risk Management Issues for Council
N/A
Internal / External Consultation
N/A
Report submitted to the Ordinary Meeting of Council on Monday 25 May 2020 |
M-1 |
M-1 TRAFFIC COMMITTEE – MEETINGS HELD 28 APRIL 2020 AND 14 MAY 2020
Author: Bill Harvey
Director: Caroline Angel
Summary: |
The Local Traffic Committee met for an extra-ordinary meeting on 28 April to consider the implications of the establishment of a public school on Estella Road. An ordinary meeting of Traffic Committee was held on 14 May 2020 at which four reports were presented.
The Minutes of both meetings are attached for Councillors’ reference. |
That Council: a receive the Minutes of the Extra-ordinary Traffic Committee meeting held on 28 April 2020 b receive the Minutes of the Ordinary Traffic Committee Meeting held on 14 May 2020 c endorse the recommendations of the Traffic Committee in respect of both meetings |
Report
The Extra-ordinary Meeting of the Traffic Committee held on 28 April 2020 was in response to the recommendation of Traffic Committee on 12 March 2020 at RP-13. The substance of that recommendation was that Traffic Committee meet with the project management team associated with the construction of a public school on Estella Road. Several issues that related to traffic access to and from the site were unclear.
Traffic Committee met with members of the planning and project management team for this development. A set of recommendations is presented in the minutes dealing with treatment of various traffic issues around the site. It is expected that, subject to Council confirmation, the recommendations will be provided to the project managers and designers, providing guidance on issues relating to the management of traffic around Estella Road and Gunn Drive.
Traffic Committee’s scheduled meeting of 14 May 2020 was conducted by emailing reports for agenda items to members as the matters arose. This method of conducting Traffic Committee business is specifically permitted in the Transport for NSW guide for the operation of local Traffic Committees.
The table below provides a summary of each item’s risk and budget implications in particular:
No. |
ITEM |
UNMITIGATED RISK RATING |
ESTIMATED COST |
FUNDING SOURCE |
APPROVAL |
RP1 |
Raye Street – installation of a sight board near number 85 |
Low |
$300 |
Lines & Signs budget |
Seeking Council endorsement |
RP2 |
Dalman Parkway – NO PARKING zone across driveway to Riverina Gums Retirement Village |
Medium |
$350 |
Lines & Signs budget |
Seeking Council endorsement |
RP3 |
Lakeside Drive and Lake Albert Road – Bus Interchange |
Nil |
$125,000 |
Transport for NSW Project |
Seeking Council endorsement |
RP4 |
Forsyth Street between Baylis Street and Berry Street – Prevention of U-Turns |
High |
$700 |
Lines & Signs budget |
Seeking Council endorsement |
Items of Particular Interest
RP-3 Lakeside Drive and Lake Albert Road – Bus Interchange
This matter arose as part of the project that is being run by Transport for NSW (TfNSW) to improve the public bus service in Wagga Wagga. Changes to the bus routes have resulted in the need for passengers to interchange between services at the intersection. Suitable infrastructure in the form of bus zones, paths and shelters are required. The overall project is being funded by TfNSW.
Financial Implications
The below table shows the budget required, and the current available budget for the proposed funding source for each of the items requiring funding:
Item |
Total Budget Required |
Proposed Funding Source |
Current Proposed Funding Source Budget |
Current Funding Source Expenditure including commitments as at 14 May 2020 |
Current Available Budget |
RP1, RP2, RP4 |
$300 $350 $700 $1,350 |
Lines & Signs |
$360,514 |
$318,977 |
$41,537 |
In regards to RP-3 Lakeside Drive and Lake Albert Road – Bus Interchange project, this is still in the initial stages with funding still to be determined. If this is a project that Council undertakes in the future, a further report to Council will be provided.
Policy and Legislation
N/A
Link to Strategic Plan
Community Leadership and Collaboration
Objective: We are informed and involved in decision making
Outcome: Everyone in our community feels they have been heard and understood
Risk Management Issues for Council
N/A
Internal / External Consultation
The Traffic Committee consists of a Councillor, NSW Police, Transport for New South Wales, and a representative of the Local Member of Parliament. Representatives from Council’s Infrastructure and Planning staff provide advice to the Committee. Representatives from other agencies and entities may be invited to attend meetings as required.
1⇩. |
Traffic Committee Minutes - Extraordinary Meeting - 28 April 2020 |
|
2⇩. |
Traffic Committee Minutes - Meeting - 14 May 2020 |
|
Reports submitted to the Ordinary Meeting of Council to be held on Monday 25 May 2020.
Report submitted to the Confidential Meeting of Council on Monday 25 May 2020 |
CONF-1 |
CONF-1 2019/20 Loan Facility
Author: Zachary Wilson
Director: Natalie Te Pohe
This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -
(c) information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.
Report submitted to the Confidential Meeting of Council on Monday 25 May 2020 |
CONF-2 |
CONF-2 RFT2020-01 RIFL HUB 2 and 3 DESIGN and CONSTRUCT
Author: Darryl Woods
Director: Caroline Angel
This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -
(d) (ii) commercial information of a confidential nature that would, if disclosed, confer a commercial advantage on a competitor of the Council.
Report submitted to the Confidential Meeting of Council on Monday 25 May 2020 |
CONF-3 |
CONF-3 RFT2020-15 ASHMONT PUMP STATION, SEWER AND RISING MAIN
Author: Rupesh Shah
Director: Caroline Angel
This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -
(d) (i) commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.
Report submitted to the Confidential Meeting of Council on Monday 25 May 2020 |
CONF-4 |
CONF-4 RFT2020-28 MUSEUM REDEVELOPMENT DESIGN & CONSTRUCTION
Author: Thomas Lemerle
Director: Caroline Angel
This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -
(d) (i) commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.
Report submitted to the Confidential Meeting of Council on Monday 25 May 2020 |
CONF-5 |
CONF-5 RFT2020-21 CATTLE FAN DRAFT CONSTRUCTION LMC
Author: Darryl Woods
Director: Caroline Angel
This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -
(d) (i) commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.
Report submitted to the Confidential Meeting of Council on Monday 25 May 2020 |
CONF-6 |
CONF-6 RFT2020-30 LIVESTOCK MARKETING CENTRE SHEEP YARD DESIGN & CONSTRUCTION
Author: Darryl Woods
Director: Caroline Angel
This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -
(d) (i) commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.
Report submitted to the Confidential Meeting of Council on Monday 25 May 2020 |
CONF-7 |
Author: Dianne Wright
Director: Michael Keys
This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -
(b) discussion in relation to the personal hardship of a resident or ratepayer.
Report submitted to the Confidential Meeting of Council on Monday 25 May 2020 |
CONF-8 |
CONF-8 Sewer Easment Acquisition - 112 Harris Road, Gobbagombalin - Lot 1 DP1253252 -
Author: Dianne Wright
Director: Michael Keys
This report is CONFIDENTIAL in accordance with Section 10A(2) of the Local Government Act 1993, which permits the meeting to be closed to the public for business relating to the following: -
(d) (i) commercial information of a confidential nature that would, if disclosed, prejudice the commercial position of the person who supplied it.