annual report 2012/13 · 2 - sutherland shire council annual report 2012/13 vision and values the...

Sutherland Shire COUNCIL

ANNUAL REPORT 2012/13

HIGHLIGHTS

SOME OF OUR MAjOR PROjEcTS cOMPLETEd OR cOMMENcEd IN 2012/13

The $6.8 million captain cook drive expansion commenced with Stage One, worth $2.9 million; it included building two new lanes and a bicycle/breakdown lane. The new road has been raised to reduce flooding. P.43

The $3.78 million makeover of cronulla Esplanade includes timber decking and seating along the shorefront, as well as a bleacher seawall with built-in seats over the existing seawall, new seating and six sunlounges. P.50

The $1m North cronulla to Wanda shared concrete walkway for cyclists and pedestrians - the widened pathway includes beach rest stops and beach accessways with timber benches, bicycle racks, a beach shower and water bubbler. P.54

The $770,000 environmentally-friendly upgrade of Prince Edward Park ensures protection of the Woronora foreshore and includes picnic furniture, a river edge pathway, ramp and stairs for safe access to the waterway. P.6

The $250,000 upgrade of Gymea Bay Baths includes the replaced southern deck and walkway as well as piles, decking and handrail. It has a new northern perimeter beam and the baths netting was reinstalled. P.52

Our new Energy and Sustainability Unit is leading the drive for increased energy and water efficiency. Council made savings of $500,000 in 2012/13 in our street lighting and electricity accounts, boosting previous savings. P.59

SUTHERLANd SHIRE cOUNcIL ANNUAL REPORT 2012/13- 1

ABOUT COUNCIL AND THE SHIRE ...... 2

Vision - values and objectives ...................... 2How we plan and report ............................. 4Mayor’s report ........................................... 6General Manager’s report ............................ 8Financial summary highlights ...................... 8Award-winning council ............................. 10Awarding our community .......................... 11About the Shire ........................................ 12calendar of events.................................... 14

CORPORATE GOVERNANCE .................... 16

councillors and Ward map ........................ 18Supporting our councillors ......................... 24Senior staff and organisation chart ............. 26Staff ....................................................... 30Internal Audit .......................................... 38

STRATEGIES AND DELIVERY ............. 40

1: Provide effective and integrated infrastructure ................. 42 2: deliver integrated transport options .......................... 56 3: conserve natural resources ............ 58 4: Protect our environment ................ 61 5: Strengthen our community ............. 68 6: Respect and value all culture and heritage ...................... 79 7 civic life ...................................... 81

OTHER STATUTORY INFORMATION ... 86

FINANCIAL SECTION ...................... 104

Understanding the annual financial reports ...................... 106

Financial statements .............................. 108

APPENDICES.................................. 204

Global Reporting Index ........................... 216General index ........................................ 218Statutory index ...................................... 219Glossary ................................................ 220Expanded contacts ................................. 222

© Sutherland Shire council 2013 ISSN 1445-1921

(Front cover: Forby Sutherland Memorial Gardens, Sutherland)

HIGHLIGHTS cONTENTS

ScOREcARd - from our performance reporting Full list and legend: Strategies and Civic Life: page 40

Some achievements this year

Upgrade works at Hazelhurst Regional Gallery & Arts centre completed

Replacement of nets - works at Kurnell, Gunnamatta and Gymea baths

Sutherland Shire Housing Strategy finalised and adopted

New framework completed to monitor energy and water usage across council sites

10 new recycling waste vehicles, 4 new operational trucks reducing cO2 by 25%

632 regular Bushcare volunteers dedicated 11,213 hours this year

604 properties participated in the Greenweb program: an increase of 38 properties

84% of reported graffiti incidents cleaned and removed within seven days

New library management system live and operational

Increased schools’ and seniors’ participation at council’s leisure centres

Hazelhurst visitor numbers increased to 182,148 (up from 153,679 in 2011/12)

Sutherland Entertainment centre visits up to 152,141 (142,266 in 2011/12)

Increase in visitors to website to 980,942 up from 720,928 in 2011/12

Some challenges ahead

! Surfacing/resurfacing, lighting and fencing upgrades of tennis courts

! Wanda Skate Park construction

! Improving quality of energy and water data, integrate with asset management system

! developing plans for improved conservation of recycled water at council sites

! Finalising and implementing the Youth Strategy

Implement Kareela Golf course Stormwater Reuse Scheme

Woronora Heights Recreation Facility Upgrade

2 - SUTHERLAND SHIRE COUNCIL ANNUAL REPORT 2012/13

VISION AND VALUES

The Shire viSionSutherland Shire, in Sydney’s south, shaped by bays, rivers, beaches and national parks:

A connected and safe community that respects people and nature, enjoying active lives in a strong local economy.

CounCil’S viSionTo provide community leadership translating the Shire vision to improve lifestyles and community wellbeing, and the natural environment.

CounCil’S valueSUnderstanding council’s values helps councillors and staff to know what is expected of them as council representatives working on behalf of the community. As individuals and as an organisation, council will:

• actwithhonesty,integrity,responsibilityandtransparency• prioritisecustomerserviceandcommunitysatisfaction• demonstrateleadershipandingenuity• makedecisionsbasedonreliableresearchandinformation• valuestaffandencourageteamworkandfosterprideinourworkplace• haverespectforculture,communityandtheenvironment.

CounCil’S CoMMiTMenTTo The CoMMuniTy

Community satisfaction

The highest priority is given to satisfying the needs and expectations of our community.

Management by fact

Our analysis of problems, decisions, performance measurements and other actions is based on fact and sound judgment.

Continuous improvement

Individually, in teams and as an organisation, council is committed to ongoing improvement.

ethics

We will promote sound, legal and honourable practice in the conduct of council business.

To CounCil STaff

Council staff will respect each other as individuals, encourage teamwork, and provide a safe and caring workplace, with equal opportunities for promotion and development to foster a sense of pride in the workplace.

The steps taken to implement council’s commitments to the community and council staff, and to measure its performance, are detailed in the ‘Civic Leadership’ section of our Delivery Program.

SUTHERLAND SHIRE COUNCIL ANNUAL REPORT 2012/13 - 3

VISION AND VALUES

Council Administration Centre, Sutherland


HOW WE PLAN AND REPORT

Who ThiS reporT iS forOur annual report must be submitted to the NSW Minister for Local Government by 30 November, to meet legislation. But the report is part of a larger reporting process and for a much wider audience, including:

• Shireresidentsandratepayers• Commercialorganisationsandbusinesses• non-governmentandnon-for-profitorganisations• specialinterestgroupseg.precinctcommittees• schoolsandothereducationalinstitutes• othergovernmentdepartmentsandlocal

government bodies.

The NSW Government introduced Integrated Planning and Reporting in the Local Government Amendment (Planning and Reporting) Act 2009. All NSW councils were given a date, spread over a three-year range, when they were to change their methods of preparing plans and reports to meet the new Act

Sutherland Shire Council was placed in the third year, meaningthisisthefirstyearwearereportingunderthe Integrated Planning and Reporting framework.

The aims of framework are to:

• improveintegrationofvariousstatutoryplanningand reporting processes undertaken by councils as required legislation and by guidelines from the Department of Local Government

• strengthenthestrategicfocusofcouncils• streamlinereportingprocesses• ensuretheActandtheguidelinessupporta

strategic and integrated approach to councils’ planning and reporting.

The reporting cycle starts with the Community Strategic plan, prepared in collaboration with and on behalf of residents, other levels of government andagencies.Counciladopteditsfirststrategicplan in 1999; reviewed it in 2007 and again in 2011 and changed it considerably in response to community aspirations. It is used to steer long-term planning. Where council does not have control over outcomes, it works with other levels of government andkeystakeholderstoinfluencepolicy,planning,infrastructure and service delivery.

The Delivery program 2012/2016 outlines the action council will take to achieve its part in delivering

the community‘s long-term vision and desired local outcomes. It includes six primary strategies.

• Provideeffectiveandintegratedinfrastructure.• Deliverintegratedtransportoptions.• Conservenaturalresources.• Protectourenvironment.• Strengthenourcommunity.• Respectandvalueallcultureandheritage.

These cut across all areas of Shire life, contributing to achievingthecommunityoutcomesidentifiedintheCommunity Strategic Plan.

It also includes a Civic Life section which focuses on council’s own internal operations and encouraging community involvement in civic affairs.

TheProgramalsoidentifiestargetsandmeasurestoenable us to monitor and evaluate our progress and performance. It will next be reviewed following the 2012 local government election to cover the four year period from 1 July 2013.

Council’s annual operational plan supports the Delivery Program. It details the activities which the organisation planned to undertake from 1 July 2012 to 30 June 2013. The Operational Plan is reported on every six months and reviewed annually.

A comprehensive and integrated resourcing Strategy supports the Community Strategic Plan and Delivery Program. The Resourcing Strategy consists of an asset Management Strategy and plans and a Workforce Strategy. All plans will be linked to council’s long Term financial plan.

Council’s range of plans and strategies are integrated into our planning and reporting cycle

inTegraTeD planning anD reporTing

olD legiSlaTion:Management/Delivery plan

2010/11 to 2012/13 (adopted by 30 June 2011)

annual report 2011/12 (previous report)

neW legiSlaTion:Delivery program

2012/13 to 2015/16 (adopted by 30 June 2012)

annual report 2012/13 (this report)


HOW WE PLAN AND REPORT

through the Delivery Program and Operational Plan. These plans also help council staff to make more informed decisions about daily operations through Business plans and provides tools to measure the effectiveness of what council does. Every four years, council formally evaluates the implementation

of the Strategic plan through the State of the Shire research report. This evaluates if the Shire community as a whole is moving towards meeting community aspirations. This report also incorporates the State of the environment report.

ANNUAL INDIVIDUALWORK PLANS

ANNUAL REPORTCommunity reporting

ANNUAL BUSINESS PLANS

FOUR YEAR DELIVERYPROGRAM & ANNUALOPERATIONAL PLAN

Six monthly corporate performancereporting

COMMUNITY STRATEGIC PLANOur Shire Our Future - Our Guide to

Shaping the Shire to 2030

RESOURCING STRATEGY10-year financial, asset and

workforce planning

reporTing

Council has set four year targets for each strategy in the Delivery program and annual targets/measures to monitor progress towards achieving these longer-term targets. Council reports every six months on the

key activities it has undertaken which contribute to achieving our targets. A comprehensive report of our activities and performance for the year then becomes the central focus of our annual report.


MAYOR’S REPORT

Itwasanextremelybusyfirstyearofthiscouncil’sfour year term with many changes made and challenges to overcome.

The Sutherland Shire community voted for a change in direction and a more focused council to deliver on our core responsibilities. Supporting local businesses and driving the economy of the Shire was the priority along with reducing bureaucratic obstacles and providing a quality service to our residents.

As elected representatives, my fellow councillors andIhavemadedifficultyetconsidereddecisionstodeliver greater value to our residents.

STraTegiC revieWAn independent report conducted by PricewaterhouseCoopers (PwC) recommended the review and restructure of Sutherland Shire Council to lift service delivery and cut red tape. A Strategic Review Implementation Steering Committee was established and has been driving reforms and communicating change.

The General Manger is ensuring that council’s new structure is put in place and change improvement occurs in the delivery of services and customer focus, while aligning day to day operations with council’s strategic direction.

I stress that change will occur over time and the new service delivery model will be achieved while respecting our council management, staff and contractors and will occur through natural attrition and a voluntary redundancy program.

BuDgeTItisthefirstBudgetforthenewlyelectedcouncilandwe have focused on bringing the Budget into surplus, removing borrowings and ensuring ratepayers won’t behitwithspecialleviesortaxes.Itisafiscallyresponsible and sustainable Budget that will ensure a debt-free council by 2022. It will put us in a better position to deliver a higher level of services the community expects and we will prioritise funding the improvement of the appearance and amenity of the Shire.

projeCTSAs part of a major initiative to improve the appearance and amenity of the Sutherland Shire,

council has allocated an additional $1.5 million on top of the $4 million already committed to pay for cleaning and presenting streets, shopping centres, public toilets and public places generally. Council’s Presenting a Better Shire project gives a greater emphasis to our public places being clean, attractive, freeoflitterandfreeofgraffiti.

We have committed $11.3 million to upgrading, maintaining and improving roads and footpaths in the Shire. A key roads project is Captain Cook Drive. The widened road will improve access for the residents of Kurnell, the new Greenhills residential development, and around the Bate Bay beaches, as well as the newplayingfieldsbeingconstructedtoprovidegreater facilities for our sports loving community. Our playgrounds are receiving much needed attention with works being carried out at locations including Kingswood/Lantana Reserve, Loftus Reserve, Blaxland Drive Reserve, Illawong, Jason Street Reserve, Miranda, Jinatong Street, Miranda and Green Point Reserve at Oyster Bay. The $292,000 upgrade of the Prince Edward Park playground at Woronora has been completed and is being rigorously tested and assessed by local and visiting children.

$2 million is being utilised on our community halls and buildings including Sutherland Leisure Centre and Sutherland Library and we’re focused on the look


MAYOR’S REPORT

and accessibility of our shopping centres, with new projects at Tom Uglys and Sylvania Heights Shopping Centres.

A $1.832 million upgrade of the Bonna Point Reserve carpark and amenities is underway to improve recreational facilities and protect environmentally sensitive areas on the peninsula.

Work on the Seawall and Esplande at Cronulla has finishedandtheresultisveryimpressive.Thenextproject in that vicinity is the replacement of the old wooden fence on Prince Street.

Ahighlightofthe12/13financialyearwasthecompletionoftheRidgeGolfCourseandtheofficialopening of The Ridge Sports Complex by the NSW Premier. The golf course was built in two stages over six years and is a championship level course; undoubtedly one of Sydney’s leading public golf facilities. The Ridge Sport Complex, worth over $100 million, offers an international standard athletics track, a multi court synthetic netball facility, playing fieldsforsoccer,cricket,rugbyunionandoztag,anaward winning 52 bay multi deck golf driving range and now the completed 18 hole golf course.

CoMMuniTy engageMenTThe councillors who perform their role as your representatives on council do so unpaid. While they receive an allowance, much of what they do comes from a sense of civic pride. They need your opinions and recommendations.

While major issues are publicly advertised, I encourage all members of our community to talk with and contact your local councillors. The best ideas will come from those that know our Shire best, and that is our community.

Looking forward to the next 12 months I can see exciting times and great opportunities to move the Shire forward and maintain our enviable lifestyle. I encourage all of our community to get involved and take a strong interest in the council and our community.

Councillor Kent johnsMayor(September 2012 - September 2013)

Official opening at The Ridge Golf Course, Barden Ridge


GENERAL MANAGER’S REPORT

Each new council brings with it new strategies, directions and priorities. Staff must and, I am pleased to report, have been able to respond.

In September 2012 the current council was elected and has based its direction on:

• strictfinancialmanagement• reducingredtape• focusoncoreresponsibilities• championinglocalbusiness• protectingtheShire’senvironment.

In addition the council engaged PricewaterhouseCoopers (PwC) to undertake a strategic review of the organisation and set a timetable to introduce the Sutherland Shire Local Environmental Plan 2013.

I am proud of the way staff responded, embracing the new direction, meeting the uncertainty associated with the PwC model for organisational change, and responding to the need to change the approach and service level in parts of the organisation.

In parallel, the NSW Government is changing its direction relating to the way councils operate and the way the planning system operates in NSW. Through the year submissions were made to the NSW Government on the new direction. Staff have modifiedday-to-dayoperationsinanticipationthatthe NSW Government was on the verge of making significantchangestothewaycouncilsundertooktheir business.

An example of this is the change in approach in dealing with development applications. Following an independent report on the development application process, steps are now in place to train staff to be a facilitator and to assist applicants where proposals are reasonable, and to generally improve customer service.

priCeWaTerhouSeCooperS revieWVery early in its term council took the decision to undertake a strategic review of the organisation. Thecouncilneedstoensurethatitisfinanciallysustainable into the future, that its operations areefficientandcompetitiveandthatthecouncilprovides the highest level of customer focus.

The review is a catalyst for further reforms of our organisationandwillassistinfindingadditionalfundsto address the infrastructure backlog.

Validation of the report is now occurring with reviews exploring what savings and gains can be made, in additiontootherefficiencyproposalswhichwouldhave been pursued regardless of the PwC review. As well as recommending changes to the organisation, the PwC report also suggests council should review its service portfolio, which has grown over the years.

Unfortunately the PwC review did not recognise previous gains that have been made; $48m since 2003/04. The savings have enabled council to expand itsservicesandmaintainasignificantcapitalbudget.

STruCTureFollowing the PwC review council restructured the organisation, and whilst major structural change had not occurred since 1988, the structure and responsibilities within each division had been modifiedonanumberofoccasionssincethattime.The new structure reduces the number of divisions to four and places an emphasis on the directors in each division ensuring that their operations are benchmarked and where appropriate examining other service delivery models.


GENERAL MANAGER’S REPORT

2013/14 BuDgeTOne of the directional changes through the 2013/14 budget has been the reallocation of funds to ensure that the appearance of Sutherland Shire, through its public places, is improved. Staff have done an excellent job in examining current service levels and making proposals to the council to improve cleaning and maintenance in line with that direction.

loCal environMenTal planCouncil set an ambitious program to prepare the draft Local Environmental Plan 2013 for presentation to the Minister. Staff performed exceptionally well in meeting that timetable and developed a Housing Strategywithproposedzoningstocopewithhighdensities particularly around the centres.

inTernal oMBuDSManIn considering the recommendations of the PwC reviewcouncilclosedtheOfficeoftheInternalOmbudsman. Whilst council no longer has an Internal Ombudsman, residents can be assured that administrative complaints will be properly dealt with.

appreCiaTionThe support of councillors and staff is essential if the organisation is to progress and be able to meet the needs of the community. I thank councillors and staff for their contribution and for their ongoing commitment to strengthen our organisation.

john rayner general Manager

annual finanCial reporTSCouncil’sauditedfinancialstatementsshowhowcouncilperformedfinanciallyduringthepast12months.Highlights include:

• Operatingresultfromcontinuingoperationswasasurplusof$4.685m;thepreviousyear’sresultincluded $44m being dedicated to council by the state government for ‘Land Under Roads’

• Totalequityhasincreasedby$228msincelastfinancialyear• Cashflowis$41.079m,reflectingareclassificationofinvestmentstoCashandCashEquivalents.

For an introduction to the reports, and the full statements, see page 88.


AWARD WINNING COUNCILOfficialrecognitionforsomeofcouncil’sworkduringthepastyear.

nSW lgMa aWarDSThe SSHED, our business accelerator, developed a Benchmark, Reporting and Management System (BRMS) that won the ‘Special Projects Initiative’ category at the NSW Local Government Management Association (LGMA) Awards in August 2012. The BRMS was created to assist small business.

greaTer SyDney TouriSM aWarDSCouncil won the Local Government Award for Tourism at these awards in July 2012. This recognises excellence in tourism planning, provision of facilities and services, marketing, event development and management, and overall contribution made ocally and overall to our State’s tourism industry. Our Tourism Manager, Jenny-Lee Stefas, also received the prestigious ‘Outstanding Contribution by an Individual’ Award. Jenny-Lee has been with council for over seven years, during which time many local tourism businesses have been established and grown.

STaTe TouriSM aWarDSOur Tourism Manager’s work was further recognised at the State Tourism Awards in November 2012, winning Gold in ‘Outstanding Contribution to Regional Tourism’. Jenny-Lee has played a huge role in developing and growing the local tourism industry, and this recognised her commitment to uniting and up-skilling local tourism businesses.

nSW parKS & leiSure auSTralia aWarDS of exCellenCeCouncil was recognied at the NSW Parks & Leisure Australia Awards of Excellence in June 2013 with:

• theAwardforSustainableInitiativesfortheCronulla Woolooware Wastewater Reuse Scheme

• theAwardforInclusiveandConnectedCommunities for a facility management and community engagement project

• highlycommendedforTheRidgeSportsComplexat Barden Ridge.

These awards recognise best practice and innovation, and demonstrate the high standard of facilities and programs that council provides to the community.

naTional aWarDS for exCellenCeThe Federal Government’s National Awards for Local Government recognise the innovative work of local governments across Australia. Council received an ‘Asset and Financial Management’ Commendation AwardinJune2013forourGraffitiHotspotReduction Program. The award recognises asset andfinancialmanagementprojectsandinitiativesthat build sustainability and the capacity of local governments to meet future community needs.

auSTralaSian reporTing aWarDSCouncilreceivedaBronzeAwardon6June2013in the 61st Australasian Reporting Awards for our 2011/12 report. The awards encourage excellence in annual reports in both public and private sectors.


AWARDING OUR COMMUNITY

Each year council’s annual community awards program recognises the unsung heroes and organisations who give generously of their time and expertise to help others.

AtaceremonyinNovember2012theCitizen,YoungCitizenandCommunityGroupoftheYearawardsfor2013 were announced.

CiTizen of The yearCitizenoftheYearwasmother-of-fourGayeDoranwho is the coordinator of an ‘English As a Second Language’ group at St Philips Anglican Church in Caringbah. She established the service in 2000 and continues to voluntarily run the service which now provides hundreds of new residents with a recognised program of English education.

young CiTizen of The yearYoungCitizenoftheYearwasGlennHarvey,a24-year-old Miranda man who is committed to social justice;duringthepastfiveyearshevolunteeredtoraise awareness and engage Australian students in combating global poverty.

CoMMuniTy group of The yearThere were two joint winners of the Community Group of the Year award:

• theRotaryClubofEngadine,whichcelebratedits40th year in 2013

• SutherlandEarlySupportServicewhichassistschildren aged 0 to 3 years and their families living in the Shire who have been recognised as needing extra support.

Mayor Kent Johns presented the awards to the recipients who were nominated by their peers and later recognised on Australia Day 2013.

Cr Johns said all of those nominated for the awardsreflectedthelargenumberofhardworking,community-minded people who live in the Shire and that the awards are a way to acknowledge, recognise and thank them for giving of their time, skills, energy and commitment.

(l-r) Gaye Doran, Glen Beauchamp from the Rotary Club of Engadine, Lina Willmott from Sutherland Early Support Service, and Glenn Harvey.


ABOUT SUTHERLAND SHIRE

Our Shire covers 370 sq.km, about half of which is national parks and bushland. Geographic features include beaches, wetlands, bays, rivers and Hawkesbury sandstone tablelands dissected by deep river valleys and vegetation-covered gorges.

190,000

197,000

204,000

211,000

218,000

225,000

No. of People

201220112010200920082007200620052004200320022001

Estimated residential population

0

5,000

10,000

15,000

20,000

20062011

85 andover80-84

75-7970-74

65-6960-64

55-5950-54

45-4940-44

35-3930-34

25-2920-24

15-1910-145-90-4

Population by age group

0

2000

4000

6000

8000

10000

EgyptGermany

PhilippinesIndia

GreeceItalySouth

AfricaChinaNew

ZealandUnited

Kingdom

Top 10 birthplaces of residents born outside Australia

Est. population is 221,147, making us the 2nd largest local government NSW area, in terms of population.

Population is declining overall in age groups from 5 to 49 but those over 50 are seeing population increases.

Only 16.6% of the Shire’s population was born overseas, compared with Sydney (31.8%).


ABOUT SUTHERLAND SHIRE

0 2000 4000 6000 8000 10000

No. of jobs

All other categoriesRental, Hiring & Real Estate Services

Administrative & Support ServicesFinancial & Insurance Services

Transport, Postal & WarehousingPublic Administration & Safety

Wholesale TradeConstruction

Accommodation & Food ServicesProfessional, Scientific & Technical Services

Education & TrainingManufacturing

Health Care & Social AssistanceRetail Trade

Looking for part-time work(1,817)

Looking for full-time work(2,247)

Employed - Hours workednot stated (1,991)

Employed part-time(38,108)

Employed full-time (70,367)

Separate house(53,902)

Medium density(13.942)

High density(14.418)

Caravans, cabin, houseboat(214)

Other(198)

The urban area is mainly residential, but there is a small thoughsignificantcommercial and industrial presence and a growing tourism industry.

Socio-economically we rank highly with low unemployment at about 3.5%, compared to 5.7% throughout Greater Sydney.

The dwelling type has changed, with an increase in medium and high density residences, and a decrease in separate houses.


july 2012naiDoC Week eventsCoffee @ Peace FestivalSutherland to Surf fun runNational Tree DayLifeline Book FairGreater Sydney Tourism Awards

auguST 2012‘ “Look!” The Art of Australian Picture Books Today’ exhibition at HazelhurstChildren’s Book Week at Shire LibrariesSpring Walks at joseph Banks native plants reserve

SepTeMBer 2012Local government electionsCronulla Spring FestivalSutherland Shire Marine and Boat ShowHousehold Chemical Clean OutBike to the Beach

oCToBer 2012Bali bombings 10th anniversary ceremonyfiesta @ The BeachOpen Day at HazelhurstBreakfast Torque motorcycle event Gymea Village FairRide to Work Day

noveMBer 2012Brett Whiteley exhibition opens at HazelhurstShire Animal Shelter Open DayCook Community ClassicSeniors xmas ConcertEngadine Leisure Centre Open Day

DeCeMBer 2012Coast Care Week‘Around Every Corner’ photographic exhibition‘A Joyful Christmas’ Sutherland Shire Symphony Orchestra‘Art Rules’ - HSC artwork exhibition

ThroughouT The year

Events at Sutherland Entertainment Centre

Environmental short courses and workshops

Leisure Centres activities

library events

Student exchanges

CALENDAR OF EVENTSSome of the activities held, or assisted, by council throughout the year for our community.


CALENDAR OF EVENTSSome of the activities held, or assisted, by council throughout the year for our community.

MarCh 2013Shire Vintage & Collectables FairClean Up Australia DaySeniors’ Week events Cronulla Easter ShowBusines Development conferenceShire International Short Film Festival

april 2013Heritage Festivalyouth Week eventsAnzacDayMeeting of Two Cultures Commemoration at Kurnell

january 2013Sydney Film Festival events at SutherlandSutherland Leisure Centre Summer Pool PartyScience of the Surf presentationaustralia Day celebrations at Cronulla and Menai

feBruary 2013Toddler Tuesdays launched at Cronulla CBDHousehold Chemical CleanoutHazelhurstbirthdaycelebrationsartexpress at hazelhurstE-waste collection service

May 2013Cinema Under the Stars‘After Five: Fashion from the Darnell Collection’ ExhibitionInternational Composting Awareness Weekexpanded ridge golf Course - official openingAnnual Library Book Sale

june 2013Sutherland Shire Tourism AwardsSutherland Shire Mayoral Ball including charity fundraising‘Home and Hosed’ Exhibition at Hazelhurst

School holiday fun

Bushcare events

Child car restraint checking days

Business networking

HazelhurstGalleryshort courses

Recycling tours

ThroughouT The year


CORPORATE GOVERNANCE

The corporate governance arrangements of an organisation are the means by which strategy is set and monitored, accountability is measured, risks are managed, and viability is ensured.

Council’s Corporate Governance includes our internal structures, systems and policies that assist council to achieve our objectives while at the same time containing our risks and ensuring our integrity and accountability.

Ward map ............................................................................................................................... 18

Councillors .............................................................................................................................. 19

Supporting our councillors ......................................................................................................... 24

Organisation chart and senior staff ............................................................................................. 26

Internal audit ........................................................................................................................... 38


CORPORATE GOVERNANCE


COUNCILLORS AND WARDS

ROYAL NATIONAL

PARK

KURNELL

MENAI

HEATHCOTE

HOLSWORTHY

ENGADINE

LUCAS HEIGHTS

ILLAWONG

MIRANDA

CRONULLA

BANGOR

SYLVANIA

CARINGBAHBARDEN RIDGE

KIRRAWEE

LOFTUS

COMO

WORONORA DAM

GYMEA

JANNALI

SUTHERLAND

TAREN POINT

CARINGBAH

SOUTH

OYSTER

BAY

GYMEA BAY

LILLI PILLIBURRANEER

BUNDEENA

ALFORDS POINT

WORONORA

KAREELA

YOWIE

BAY

GRAYS POINT

WORONORA

HEIGHTS

BONNET

BAY

WATERFALL

WOOLOOWARE

YARRAWARRAH

SYLVANIA

WATERS

MAIANBAR

KANGAROO

POINT

DOLANS BAY

SANDY POINT

ROYAL NATIONAL

PARK

Bate Bay

Port Hacking

Botany Bay

WARD D

WARD A

WARD EWARD A

WARD C

WARD B

A WARDCouncillor Kevin SchreiberCouncillor Scott WilliamsCouncillor Carol Provan

E WARDCouncillor John RiadCouncillor Steve SimpsonCouncillor Peter Towell

D WARDCouncillor Diedree SteinwallCouncillor Bruce WaltonCouncillor Carmelo Pesce

C WARDCouncillor Hassan AwadaCouncillor Tom CroucherCouncillor Peter Scaysbrook B WARD

Councillor Kent Johns Councillor Phil BlightCouncillor Tracy Cook


CR KEvin SChREiBERDEputy MAyoR (2012/13)

E: [email protected]: 02 9540 3186F: 02 9540 3186Locked Bag 17, Sutherland 1499

Liberal Party. First elected to council in 1995. Elected Deputy Mayor 24 September, 2012. Cr Schreiber M.A.I.C.D. - Emeritus Mayor*, has resided in the Shire for 30 years. He has been a member of the Local Government and Shires Association for 14 years and is currently also its Treasurer. Cr Schreiber is a local small business owner.

A member of the following Standing Committees:

• StrategyandDirection(Chairperson)• DevelopmentAssessmentandPlanningCommitee• FinanceandManagementCommittee.

A member of the following Subcommittees:

• AboriginalAdvisorySubcommittee• CommercialPropertyProjectSteeringCommittee• SutherlandShireEconomicDevelopmentCommittee(Chairperson)

• SutherlandShireBusinessIncubatorSubcommittee(Chairperson)

• TourismServicesSubcommittee(Chairperson)• BundeenaCreekFloodplainManagement

Committee.

(* an honorary title bestowed by the Local Government and Shires Association - does not necessarily denote current mayor.)

CR SCott WilliAMS

E: [email protected]: 02 9523 4768M: 0448 777 300Locked Bag 17, Sutherland 1499

Party: Liberal Party. Elected to council on 18 September 2012.


• StrategyandDirection• DevelopmentAssessmentandPlanning

Committee• FinanceandManagementCommittee(DeputyChairperson).


• SutherlandShireBushfireandSESFacilitiesandEquipmentFund(Chairperson)

• CommercialPropertyProjectSteeringCommittee(Chairperson)

• SutherlandShireYouthCouncil(Co-DeputyChairperson)

• TourismServicesSubcommittee• BundeenaCreekFloodplainManagementCommittee(Chairperson).

CR CARol pRovAn Jp CMCE: [email protected]: 02 9527 6406M: 0434 327 757F: 02 9523 0081Locked Bag 17, Sutherland 1499

Independent. Elected to council on 13 September 2008, having previously served two elected terms asacouncillor(1983-1991)andasMayor(1987-1988and2011-12).CrProvanhaslivedintheShire for over 40 years; has two children and is the grandmother of three boys. Cr Provan also runs her own company and is a registed marriage celebrant.


• StrategyandDirection• DevelopmentAssessmentandPlanning(DeputyChairperson)

• CommunityServicesandLifestyle(DeputyChairperson).


• HazelhurstRetreatBoard• CommercialPropertyProjectSteeringCommittee• TourismServicesSubcommittee(DeputyChairperson)

• WooloowareBayCatchmentFloodplainManagementCommittee(DeputyChairperson)

• BundeenaCreekFloodplainManagementCommittee.

A WARD


CR KEnt JohnSMAyoR (2012/13)

E: [email protected]: 02 9710 0360M: 0414 194 822F: 02 9710 0270Locked Bag 17, Sutherland 1499

Liberal Party. First elected to council in 2004. Elected Mayor on 24 September 2012. Cr Johns is the General Manager of a manufacturing organisation within the Australian water industry. He wants to ensure that the Shire’s enviable lifestyle is maintained and that small business is supported in our area.


• AsMayor,CouncillorJohnsisamemberofallStanding Committees


Commitee.


• AboriginalAdvisorySubcommittee• HazelhurstRetreatBoard• SutherlandShireBushfireTrust(Chairperson).

CR phil Blight


Party: Australian Labor Party. First elected to council in 1991. Previously Mayor for 2010/11.

A long-term Shire resident, Cr Blight has been a teacher and administrator at local public schools. He has spent most of his life as a participant or other involvement in various sports. He is a university graduate in economics and an elected representative on the Teachers Credit Union Members Committee.


• DevelopmentAssessmentandPlanning• StrategyandDirection• EnvironmentHealthandRegulation.


• SportsandActiveCommunitiesSubcommittee• CommercialPropertyProjectSteeringCommittee• HazelhurstRetreatBoard• Heritage(Chairperson)• SutherlandShireEconomicDevelopment

Committee• TenderingProcessandSystemsReviewWorking

Party.

CR tRACy CooK BEd, MEd. J.p

E: [email protected]: 0409 761 781Locked Bag 17, Sutherland 1499

Party: Liberal Party. First elected 2012. Tracy is a high school head teacher and has completed a Masters in educational management and leadership from Sydney University. She strives to represent the community, particularly families, youth and the elderly, in order to ensure our shire continues to provide the required services and facilities.


• StrategyandDirection• DevelopmentAssessmentandPlanning• CommunityServicesandLifestyle(Chairperson).


• AccessCommittee• EGWaterhouseNationalCamelliaGardenManagementCommittee(DeputyChairperson)

• HazelhurstRetreatBoard.

B WARD


CR hASSAn AWADA


Party: Liberal Party. Elected 18 September 2012. Cr Awada is currently the managing director of a family company that owns and operates early learning centres. In the past 22 years he has lived and worked in the Shire, owned and operated a small business in Cronullafor17years.CrAwadaistherecipientofacommendation for brave conduct from Her Majesty QueenElizabethII.

A member of the followng Standing Committees:


Committee• ServicesandFacilitiesCommittee(Chairperson).


• HazelhurstRetreatBoard• LowerGeorgesRiver&GwawleyBayCatchment

Floodplain Management Committee• SutherlandShireBushfireTrust(DeputyChairperson)

• SutherlandShireBushfireandSESFacilitiesandEquipmentFund(DeputyChairperson)

• SutherlandShireEconomicDevelopmentCommittee

• TenderingProcessandSystemsReviewWorkingParty.

CR toM CRouChER


Party: Liberal party. Elected 18 September 2012.

Cr Croucher has been a resident of Sutherland Shire since birth. He is married and has three grown-up children. He has worked as a high school mathematics teacher and as a software developer in a variety of organisations. He has been active in junior cricket and his local church for many years.


• DevelopmentAssessmentandPlanning• StrategyandDirection(DeputyChairperson)• EnvironmentHealthandRegulation(DeputyChairperson).


• AccessCommittee(Chairperson)• SportsandActiveCommunities(DeputyChairperson)

• EGWaterhouseNationalCamelliaGardenManagement

• LowerGeorgesRiver&GwawleyBayCatchmentFloodplainManagement(Chairperson)

• SutherlandTrafficCommittee-ConsultativeTrafficForum(Chairperson)

• WooloowareBayCatchmentFloodplainManagement Committee.

CR pEtER SCAySBRooKE: [email protected]: 02 9528 2946M: 0408 982 972F: 02 9528 6896Locked Bag 17, Sutherland 1499

Party: Australian Labor Party. Elected 18 September 2012.


• StrategyandDirection• DevelopmentAssessmentandPlanning• FinanceandManagement.


• HazelhurstRetreatBoard• Heritage(DeputyChairperson)• LowerGeorgesRiver&GwawleyBayCatchment

Floodplain Management• SutherlandEntertainmentCentreUpgrade

Working Party• WooloowareBayCatchmentFloodplainManagement(Chairperson).

C WARD


CR DiEDREE StEinWAll


Party: Australian Labor Party. First elected to council 18 September 2012. Councillor Steinwall has lived with her family in Heathcote for 30 years. She is a Justice of the Peace, Shire high school teacher and actively involved in the Bosco community of Engadine. She is passionate about representing the interests of D Ward on council.

A member of the followng Standing Committees:


Committee• ServicesandFacilitiesCommittee.


• AnzacYouth&RecreationCentreAdvisoryCommittee(Chairperson)

• ‘TheRidge’AdvisoryWorkingParty• SutherlandShireCouncilBushfireAdvisoryCommittee(DeputyChairperson)

• SutherlandShireCouncilBusinessIncubatorSubcommittee(DeputyChairperson)

• SutherlandShireYouthCouncil.

CR BRuCE WAlton

E: [email protected]: 02 9532 0602 F: 02 9532 0946 Locked Bag 17, Sutherland 1499

Independent. First elected to council in 2010. Cr Walton previously owned and operated the Engadine Book Centre and is a member of the Management Committee of the Sutherland Shire Football Referrees Association.


• FinanceandManagement(Chairperson)• StrategyandDirection• DevelopmentAssessmentandPlanning.


• EGWaterhouseNationalCamelliaGardenManagementCommittee(Chairperson)

• SportsandActiveCommunitiesSubcommittee• SutherlandShireEconomicDevelopmentCommittee(DeputyChairperson)

• TenderingProcessandSystemsReviewWorkingParty(Chairperson)

• AnzecYouthandRecreationCentreAdvisoryCommittee.

CR CARMElo pESCE


Party: Liberal Party. Elected 18 September 2012. Cr Pesce is a lifelong resident of the shire and is a self employed local business owner. Cr Pesce is passionate about the shire and keen to see improvements to businesses, environment and lifestyle in the area.


• StrategyandDirection• DevelopmentAssessmentandPlanning• EnvironmentHealthandRegulation(Chairperson).


• AnzacYouthandRecreationCentreAdvisoryCommittee(DeputyChairperson)

• SutherlandShireEconomicDevelopmentCommittee

• SutherlandEntertainmentCentreUpgradeWorkingParty(Chairperson).

D WARD


CR John RiAD

E: [email protected]: 0408 919 760Locked Bag 17, Sutherland NSW 1499

Party: Liberal Party. First elected to council 18 September 2012.


• StrategyandDirection• DevelopmentAssessmentandPlanning• ServicesandFacilities(DeputyChairperson).


• SportsandActiveCommunitiesSubcommittee• ‘TheRidge’AdvisoryWorkingParty• SutherlandShireYouthCouncil(Co-Chairperson)• TenderingProcessandSystemsReviewWorking

Party.

CR StEvE SiMpSonE: [email protected]: 02 9541 1681 M: 0414 193 699 F: 02 9543 8756 Locked Bag 17, Sutherland 1499

Liberal Party. First elected to council in 1995. Cr Simpson is a National Safety Advisor with an engineering background. He has been a resident of Sutherland Shire for the past 18 years.


• DevelopmentAssessmentandPlanning(Chairperson)

• StrategyandDirection• EnvironmentHealthandRegulation.


• SportsandActiveCommunitiesSubcommittee(Chairperson)

• ‘TheRidge’AdvisoryWorkingParty(Chairperson)• TenderingProcessandSystemsReviewWorkingParty(DeputyChairperson).

CR pEtER toWEllE: [email protected]: 02 9543 9685 M: 0434 327 756 F: 02 9532 0112 Locked Bag 17, Sutherland 1499

Party: Shire Watch Independents. Elected 13 September 2008. Cr Towell is a head teacher of plumbing at TAFE. He is a licensed plumber, drainer andgasfitter,hashadextensiveexperienceinsmallbusiness and has owned a local plumbing business for more than 20 years. He has also studied health and building surveying and has a Bachelor of Adult Education. Prior to his election Cr Towell was President of the Menai West Barden Ridge Precinct Residents Association. He has lived in the Menai area for more than 18 years.


• ServicesandFacilities• StrategyandDirection• DevelopmentAssessmentandPlanning.


• AboriginalAdvisory• CommercialPropertyProjectSteeringCommittee• SportsandActiveCommunities• ‘TheRidge’AdvisoryWorkingParty• SutherlandShireCouncilBushfireAdvisoryCommittee(Chairperson)

• AnzacYouthandRecreationCentreAdvisory• SutherlandShireYouthCouncil• SutherlandShireEconomicDevelopment.

E WARD


SUPPORTING OUR COUNCILLORS

hoW AnD WhEn CounCilloRS ARE ElECtEDSutherland Shire Council comprises 15 councillors who are elected by the residents of the Shire for a four-year term. The most recent election was in September2012(duringthisreportingyear).ThenextgeneralelectionisinSeptember2016.Eachyear the councillors elect a mayor and deputy from among their number.

Council’s policies and direction are determined by the councillors. While three councillors are elected from eachofthefivewardsintheShire,allcouncillorstake part in the review of issues and decision-making across the Shire. The General Manager is responsiblefortheefficientandeffectiveoperationof the organisation. Day-to-day administration of council’s responsibilities and services is undertaken by council’s staff members who are responsible to the General Manager.

Theorganisationchart(seepage25)detailscouncil’s structure for its accountability to residents. Sutherland Shire Council encourages and supports the participation of residents and the community in its activities.

hoW CounCil WoRKSThe mayor, deputy mayor and councillors are paid an annual fee that is within the limit set by the Local Government Remuneration Tribunal. All councillors arepaidforexpensesincurredindischargingtheirfunctions and responsibilities to the Sutherland Shire community. These payments are in accordance withthecouncil’spolicy‘PaymentofExpensesandProvision of Facilities to Councillors’.

WhEn Do CounCil AnD CoMMittEES MEEt?During 2012/13 councillors convened for 14 ordinary and11extraordinary/specialcouncilmeetings,

COUNCILLORS’ EXPENSES AND PROVISION OF FACILITIES 2011/12 $ $Allowances

Mayoral allowance (excluding councillor allowance) * 49,011.00

Deputy mayoral allowance (excluding councillor allowance) 7,519.89

Councillor allowance (per councillor) - $21,700 ea per annum (x15)*** 315,554.12

Total allowances for all councillors 372,085.01

Additional expenses (total for all councillors):

Telephone call expenses ** 5,489.29

Child care -

Postage allowance 478.00

Travel expenses 15,889.61

Dedicated home office equipment computer and fax machine 4,185.00

Internet 9,180.00

Telephone line expenses 1,800.00

Attendance at conferences/seminars 11,963.94

Overseas visits -

Total expenses for councillors 48,985.54

Total cost (allowances + expenditure) for all councillors 421,070.55

* Total mayoral allowance is $56,530.89. 15% of this allowance is paid to the Deputy Mayor.**Totalphone/faxusageis$6,302.38lessreimbursementstocouncilof$813.09forprivatecallsmade

by councillors.*** No councillor or deputy mayoral allowances paid for the period 8-18 September 2012 due to local

government elections in 2012.


including the meeting held in May when the four-year delivery, including the budget, was adopted.

Generally, council and standing committee meetings operate on a three-week cycle, with the Development AssessmentandPlanningCommitteeinthefirstweek, standing committees on the second week and council in the third. Meetings are held in the administration building at Sutherland and members of the public are welcome to attend. The business papers(thereportsthatgotocouncil)areavailablefrom council’s libraries and the internet from 12 noon on the Friday prior to a committee or council meeting, and at the meeting.

Anyone wanting to know the outcome of a matter that went to a meeting can phone council on 02 97100333ontheworkingdayfollowingthemeeting or obtain the minutes after they have been adopted.

CounCilOnce a matter has been considered at the standing committee level, all 15 councillors meet under the chairmanship of the Mayor to decide on the matter. In addition to items from the standing committees, Mayoral Minutes and matters of an urgent nature may be dealt with at this time. All council and standing committee meetings are open to the public, however council or a committee may decide to close the meeting for a limited range of issues including commercial information, contracts, some matters relatingtostaff,orlegalobligationsofconfidenceasspecifiedintheLocalGovernmentAct.Councilensuresthenumberofitemsdealtwithconfidentiallyis kept to a minimum.

Councillors are required by law to disclose any conflictorpecuniaryinteresttheyortheirrelativesorassociates may have in relation to a matter before the council or a standing committee. When a pecuniary interest disclosure is made, the councillor cannot take part in the debate or vote on the matter.

StAnDing CoMMittEESAsattheendof2012/13,councilhadsixstandingcommitteesthatrelatetospecificcouncilfunctions:

• StrategyandDirection• CommunityServicesandLifestyle• DevelopmentAssessementandPlanning• EnvironmentHealthandRegulation• FinanceandManagement• ServicesandFacilities.

The standing committees allow detailed consideration of each matter before it is referred to a council meeting. All councillors are members of the Strategy and Direction Committee, the other standing committeeshavefivecouncillorsassigned.Staffmembers attend these meetings to assist and provide

advice but do not take part in decisions.

There are also subcommittees and working parties forspecificissues,whichreporttothestandingcommittees.

All subcommittees include community representatives. Each standing committee receives reports from staff or subcommittees on matters requiring a decision by council. The committees’ recommendationsthengotothenextcouncilmeetingfor a decision by the council. Committees, in special circumstances, have delegated authority to make decisions on behalf of the council. These decisions are then forwarded to the council for information.

At the end of June 2013, the subcommittees were:

• AboriginalAdvisorySub-Committee• AccessCommittee• ArchitecturalReviewAdvisoryPanel• BundeenaCreekFloodplainManagement

Committee• CommunityManagementCommittee-Tennis

Courts• ConsultativeTrafficForum• EEOAdvisoryCommittee• EGWaterhouseNationalCamelliaGarden

Management Committee• HazelhurstRetreatBoard• HeritageSub-Committee• IndependantHearingandAssessmentPanel• JointConsultativeCommittee• KurnellWorkingParty• LandandEnvironmentCourtAppealForum• LowerGeorgesRiverandGwawleyBay

Catchment Floodplain management Committee• TheRidgeAdvisoryWorkingParty• SportandActiveCommunitiesSub-Committee• SutherlandEntertainmentCentreUpgrade

Working Party• SutherlandShireBushFireAdvisoryCommittee• SutherlandShireBushfireTrust• SutherlandShireBushfireandSESFacilitiesand

Equipment Fund• SutherlandShireBusinessIncubatorSteering

Committee• SutherlandShireEconomicDevelopment

Committee• SutherlandLocalEmergencyManagement

Committee• SutherlandShireYouthCouncil• SutherlandTrafficCommittee• TourismSub-Committee• WooloowareBayCatchmentFloodplain

Management Committee

For councillor membership on individual committees, see page 19.


NSW Government

Divisions

Commonwealth Government Community

SUTHERLAND SHIRE COUNCIL

Mayor andCouncillors

StandingCommittees

Subcommittees,working groups etc.

General ManagerDirectors’ meeting

Commercial Operations

Corporate Services

Planning and Environment

Shire Infrastructure

Units that report direct to General Manager

Program Office

Communications and Events

SENIOR STAFF ANDORGANISATION CHART

ChAngES to oRgAniSAtion StRuCtuRE AnD SEnioR StAFFThe details given on the following pages are senior staff as at 30 June 2013. However near the year end, council made major changes to the council’s organisational structure.

In June 2013, council resolved to adopt a new organisational structure which decreased the number of seniorstaffpositionssignificantlyandalteredthedivisions.Itisstillundergoingsomestreamliningbuttheindicative new structure is shown below.

For the most recent information please refer to council’s website at www.sutherlandshire.nsw.gov.au or phone uson0297100333.

Information on remuneration for senior staff is shown on page 102.

inDiCAtivE oRgAniSAtion ChARtAS At novEMBER 2013


SENIOR STAFF ANDORGANISATION CHART

John RAynERgEnERAl MAnAgER

Appointed in 1982 as Shire Clerk, General Manager/Shire Clerk in 1989, and GeneralManagerin1993.PreviousexperienceinotherNSWcouncils.Apastpresident of the Institute of Municipal Management, NSW Division.

Responsibilities: Major issues, policy development, organisation leadership and direction and day-to-day management.

NSW Government

Divisions

Commonwealth Government Community

SUTHERLAND SHIRE COUNCIL

Mayor andCouncillors

StandingCommittees

Subcommittees,working groups etc.

General ManagerDirectors’ meeting

Corporate Services

Community and Recreaton Services

Engineering

Environmental Services

Project Delivery

Units that report direct to General Manager

Internal Ombudsman’s Office

Corporate Development

Communications and Events

Property Services

oRgAniSAtion ChARt AS At 30 JunE 2013AS At 30 JunE 2013


StEphEn BouRKEDiRECtoR - CoMMunity & RECREAtion SERviCES

Joinedcouncilin1994withpreviousexperienceinlocalgovernment(Victoria),stategovernment(Queensland)andvariousprivatesectororganisations.PastNationalPresident Parks and Leisure Australia, current NSW Director PLA National Board, member NSW Sports Safety Reference Group and NSW Game Plan 2012 Steering Group.Responsibilities: Community development, crime prevention and community safety, youth events, children’s services, childcare facilities, family day care and vacation care, libraries and home-based library service, Sutherland Entertainment Centre, HazelhurstRegionalGallery&ArtsCentreandcommunityartsworkshops,beachmanagement and lifeguards, leisure centres and Menai Indoor Sports Centre, sporting venuesandsportsgrounds,tenniscomplexes,golfcoursesandgolfdrivingrange.

RoBERt honEyMAnDiRECtoR - CoRpoRAtE SERviCES

Joined council in 1988 as Director of Corporate Services under the new divisional structure.Previousexperienceinothercityandcountrycouncilssince1965.

Responsibilities: Administrative support to council/councillors, corporate records and archives, customer service centre, customer call centre, legal services/public officer,landinformation,riskandinsurancemanagement,informationtechnologyservices,financialservices,environmentprotectionandregulation.

DES hEWittDiRECtoR - EnginEERing

Rejoinedcouncilin1974followingaperiodinprivateenterprise.AppointedDirector in July 1999. Currently chairman of Combined Consultative Committee (RoadsandTrafficAuthority).

Responsibilities:Civilworksmaintenanceandconstruction,trafficmanagement,survey and design, stormwater drainage, waste, clean-up, parks maintenance andconstruction,buildingmaintenance,streetcleaning,cleansing,fleet,supply,mechanicalworkshopsandlocalemergencymanagementofficer.

John BRuntonDiRECtoR - EnviRonMEntAl SERviCESPrior to being appointed as Director Environmental Services in July 1996, Johnhadover25yearsenvironmentalplanningexperiencewithseverallocalandNSWGovernmentagencies.Hisexperienceinheritageconservationandstrategic planning has been strengthened through study tours of Europe and NorthAmerica(AlbertMainerdScholarship).AtpresentJohnisamemberoftheMinister for Planning’s Local Government Directors Group.Responsibilities: Environmental research, policy and planning; environmental assessment and application determination; environmental health programs; certification;monitoringandinvestigationforenvironmentalcompliance.

DiRECtoRS


DERRil gREEnWAyDiRECtoR - pRopERty

Joinedcouncilin1989toestablishthePropertyDivision.PreviousexperienceinNSW Government and the private sector in all states of Australia.

Responsibilities: Commercial and community property sales, acquisitions and property management, major project development and management, Native Title issues, plans of management, council buildings construction and maintenance, asset management, energy management and audit, economic development, tourism, small business incubator, security.

RAy pliBERSEKintERnAl oMBuDSMAn

Joined council in 2006. Previously worked as a lawyer in a number of positions including Litigation Manager with WorkCover NSW, lawyer/policy advisor with NSW CabinetOfficeandProsecutorwithCommonwealth Director of Public Prosecutions.

Responsibilities: Investigation and resolution of complaints about defective administration or conduct, promote appropriate remedies, improve administrative decision-making&achievefair outcomes. Internal audit, corporate probity and fraud prevention, ethical decision-making and practice, policy development, review and education.

KEn ShElStonSEnioR MAnAgER - CoRpoRAtE DEvElopMEnt

Joined council in 1994. Previously Principal Management Consultant on Public Sector Reform in the NSW Premier’s Department. Originally worked as child and family psychologist.

Responsibilities: Corporate development, organisation change and reform program, competition policy, e-business and services, customer service research, personnel and organisation development, shire strategy and integrated planning, community engagement and consultation, performance reporting.

KAthRyn loRDMAnAgER - CoMMuniCAtionS AnD EvEntS

Joined council in 2011. ExperienceinTVjournalism,media relations and PR, as well as communications and events for local government and disability services.

Responsibilities: internal and externalcommunications,media liaison, issues management, publications, advertising,events(civic,ceremonialandcommunity),social media, corporate identity management and sister city relationships.

pEtER hAZElDinEDiRECtoR - pRoJECt DElivERy

Joined council in 2012 to establish the Project Delivery Division. Previously Director Asset Management Services at Sydney Harbour Foreshore Authority.

Responsibilities: Delivering Sutherland Shire Council’s capital works and infrastructure programs, survey services and design services.

MAnAgERS REpoRting DiRECtly to thE gEnERAl MAnAgER


STAFF

ouR WoRKFoRCESutherland Shire is one of the largest local governments in Australia with over 220,000 residentsandcoveringanareaof370squarekilometres. Council is one of the biggest employers in the Shire with 69.1% of our employees living within the local government area.

We employ people in a variety of occupations – accountants, early childhood educators, engineers, horticulturalists, information technology specialists, librarians, lifeguards, trades people, town planners, civil works staff, event organisers, and many more. This offers employment opportunities with council and presents options if they are interested in changing their career at different stages throughout their working lives.

As at 30 June 2013 council employed 1,201 people,

including all full-time, part-time and temporary staff.Thisisequalto1074.58full-timeequivalent(FTE),whichisasmalldecreasefrom1100.79in2011/12.

The Engineering Division together with the new Project Delivery Division employed the greatest numberofstaffwith420staffin2012/13(downfrom441staffin2011/12).Thesestaffareresponsible for the maintenance of our parks and gardens, waste collection, and the designing, building and maintenance of critical Infrastructure such as roads and footpaths.

The second largest division was Community and Recreationwith352staff(slightincreasefrom351staffin2011/12).Thesestaffareresponsibleforproviding library services, early childhood education services sports and recreation programs, and community services.

0

300

600

900

1200

1500

Casual staffFull-time, part-time and temporary staff

2007200820092010201120122013

1,201 1,227 1,230 1,225 1,224 1,214 1,180

782700

654 623 629 664 671

ChAngES in 2013/14Immediatelyaftertheendofthisfinancialyear,councildecidedtochangetheorganisationstructure-seepage 26 for this year’s structure and the likely future structure.

StAFF CoMpoSition AS At 30 JunE


Division number of full-time, part-time and temporary staff as at

30 June 2013 30 June 2012 30 June 2011 30 June 2010

Community and Recreation 352 351 346 351

Corporate Services 178 183 182 174

Engineering/Project Delivery 420 441 447 449

Environmental Services 134 136 131 132

Executive 70* 26 76 74

Property 47 47 48 45

Total 1,201 1,227 1,230 1,225

* The Personnel Unit, Strategic Planning Unit and the Online Business Unit were incorporated into the CorporateDevelopmentUnitwhichreportstotheExecutive.

Council employed 1,983 full-time, part-time, temporary and casual staff as at 30 June 2013.

Division Females Males total

permanent Casuals permanent Casuals permanent Casuals Combined

Community and Recreation 277 531 75 150 352 681 1,033

Corporate Services 118 10 60 1 178 11 189

Engineering 50 12 370 34 420 46 466

Environmental Services 62 1 72 0 134 1 135

Executive 50 25 20 5 70 30 100

Property 29 2 18 11 47 13 60

Total 1,167 581 615 201 1,201 782 1,983

55 and over

45 – 54

35 – 44

25 – 34

Under 25

No. full-time, part-time and temporary employees

AttRACtion, REtEntion AnD tRAining StRAtEgiES

Council has adopted a proactive approach to attracting, retaining and training skilled staff to refresh and renew our ageing workforce. We have adopted family friendly policies to make it possible for our staff to obtain a work-life balance while we still achieve productivity gains throughout the organisation.

Through a targeted marketing campaign we actively encourage young people to consider the career opportunities that we offer. As an outcome of this

recruitment strategy we hope to refresh our workforce anddevelopskilledprofessionalsandexperiencedfuture supervisors.

For the past four years we have had an ongoing relationship with The Shire Group Training Company to provide trainees and apprentices for a variety of different occupations. As at 30 June 2013 council employed17apprenticesandtraineesthroughtheShire Group Training Company as well as 11 through council itself.

Age spread no. full-time, part-time and temporary employees

Under 25 years 42(3.5%)

25 – 34 years 174(14.49%)

35 – 44 years 285(23.73%)

45 – 54 years 348(28.98%)

55 years and over

352(29.31%)


StAFF RECognition

Wehaveasignificantnumbersofstaffwith10,15,20, 25, 30, 35 or even more years of service with council.

The contribution made by these long serving employeesandtheexperienceandknowledgethat they offer the organisation is acknowledged in November each year at the Staff Recognition Dinner.

AtthesameeventtheTeamoftheYearawardisalsopresented.Thisawardrecognisesexceptionalserviceby a particular unit or group of staff. In 2012 the winners were a cross divisional project team which

was involved the community in preserving the Shire’s treecanopy.(Seebelow.)

We also identify each month employees who have deliveredexcellentserviceandrecognisethemwithan Employee of the Month Award.

The award is presented to the employee at a small ceremony in front of their peers and Supervisors. These outstanding employees can be nominated by their supervisor, their peers or members of the community.

tEAM oF thE yEAR FoR 2012gREEn StREEtS tEAM

StafffromEngineeringandEnviromentalServicesDivisionswonTeamoftheYearfortheirabsolutelyoutstanding work with the Green Streets Project.

The project relied upon community buy-in and its willingness to plant new trees to preserve the Shire’s tree canopy.

This team consisted of Michael Ryan, Jim Van Breda, Andrew Hoff, Russell Pigram, John Smith, John Hilliard, Geoff Doret, Belinda Barter, Adrian Walker, Scott Pracy, Vanessa Bailey, Mark Hunt, June Rose, Tim Vanderlaan, Melissa Daley, Brendan Graham.


21 and over years’ service

11 to 20 years’ service



Under 1 year of service

3.83%

28.48%

23.06%27.31%

17.32%length of service (years)

no. full-time, part-time and temporary employees

Under 1 46(3.83%)

1 to 5 342(28.48%)

6 to 10 277(23.06%)

11 to 20 328(27.31%)

21 and over

208(17.32%)

FlExiBlE WoRK ConDitionSAnumberofflexible,family-friendlyworkpolicieshave been adopted by council. Depending on the job, benefitsmayinclude

• anine-dayfortnightforoutdoorstaffmembers• a19-daymonthwithlimitedflexiblestartandfinishtimesforsalariedstaff

• workingfromremotelocationsincludingworkingfromhome(telecommuting)

• jobrotation,jobshare/part-timework,casualwork.

We also provide carers’ leave to staff and a sick leave safety net for employees who are seriously ill.

Upto27weekspaidparentalleaveisavailable,with the possible option of returning to part-time work. Personal leave, study assistance and up to 12 months’ leave without pay under special circumstances is also available.

Fourty-four staff took parental leave in 2012/13, which is an increase compared to 33 staff in 2011/12, with many staff returning to work during this period in a part-time capacity. This ensures we retain their skills and knowledge while catering for their family responsibilities.

0

5

10

15

20

25

30

PropertyExecutiveEnvironmentalServices

EngineeringCorporate Services

Community and Recreation

at 30 June 2010at 30 June 2011at 30 June 2012at 30 June 2013

No. of staff in each Division accessing parental leave


Division number of staff accessing parental leave as at

30 June 2013 30 June 2012 30 June 2011 30 June 2010

Community and Recreation 24 28 21 19

Corporate Services 5 3 0 1

Engineering 3 2 6 1

Environmental Services 9 5 1 5

Executive 2 5 5 5

Property 1 0 1 1

Total 44 43 34 32

StuDy, tRAining AnD pRoMotion oppoRtunitiESThe Study Assistance Policy is available to support staff developing skills and competencies relevant to the council, and also to enhance their career development.

Study assistance is available to all permanent part-time and full-time employees; either as time off work (toattendlectures,examinationsorforprivatestudy),orfinancialassistance(toassistwiththepaymentofcostsassociatedwithstudying),oracombinationofboth. It is important that council’s policy is relative to market trends to allow council to retain skilled staff. By allowing a combination of choices by way of trading off time for monetary assistance we believe it does this. Seventy three staff received study

assistance in 2012/13, which is a small increase on the number of staff accessing study assistance in 2011/12.

Our ongoing in-house learning and development program provides learning opportunities for all employees to ensure they are kept up-to-date with the skills required to do their jobs safely and effectively. This program offers opportunities for stafftoexpandontheirexistingskillsbyofferingprofessional development opportunities. In 2012/13 there were 15,438.20 hours of attendance by staff at various courses including operational, safety, communication, and computer training. This is an increase on 2011/12 and 2010/11 attendance.

2012/13 2011/12 2010/11 2009/10 2008/09

Staff accessing study assistance 73 72 79 74 77

Hours of attendance by staff 15,438.20 13,614.20 14,943.75 15,060.1 7,722

Volunteers and staff working at a Bushcare site at Cronulla


FAiR WoRKplACE (FWp) AnD EquAl EMployMEnt oppoRtunity (EEo)Ongoing policies and procedures review saw information updated for legislative changes to carer responsibilities, and amendments made to our parental leave policy.

We also created a publication on workplace bullying, anda‘KeepingInTouch’guideforstaffonlongtermleave,andexitinterviewsheldwithrelevantdeparting employees so that concerns can be followedupimmediately.Thisyearwealsofinalisedthe Workforce Sustainability Action Plan, and the Integrated Planning and Reporting Workforce Strategy was created.

TheFWPCoordinatorkeepsaconfidentialrecordofallcontacts,andprovidesreports,includingfive-yearrolling data, about grievances annually to Directors. Otherinformation,suchastake-upratesofflexibleworking conditions, is reported more frequently.

Our intranet is used to give staff access to FWP information and to highlight changes to policy and procedures.Thisyearthisincludedthe‘Keepingin Touch’ guide, senior management training, the Springboard program, International Women’s Day, and our inhouse mentoring program.

International Women’s Day was recognised through an educative update on the intranet which also offered support avenues for dealing with violence against women.

Our staff induction includes fair workplace issues, and was completed by 306 new employees this year. Training for senior management in EEO and FWP was

held over three sessions and received very positively, with a followup sheet available to all supervisors and managers. Online training is also being created for internal FWP refreshers. Other training courses such as‘LearningtoLead’includeFWPsegments.

We aim to keep our employment practices free from bias or discriminate unlawfully against employees or potential employees, and to keep workplaces free from bullying and harassment. Every interview panel has at least one member trained in selection techniques, and training in this was given to 13 participants this year.

No grievances relating to recruitment were received in 2012/13. All new position descriptions include EEO/FWP statements.

The Employee Assistance Program gives staff access toanexternalprofessionalcounsellingserviceforawide range of personal and work-related problems. This year, 29 staff made use of the service. We also haveContactOfficers,whoaretrainedvolunteersthroughout council who provide guidance on matters relating to a Fair Workplace.

Our employment programs and practices recognise and include strategies for EEO groups to achieve workforcediversity.SixfemalestaffcompletedtheSpringboardWomen’sDevelopmentProgram,withsixmontors supporting them.

Council also created an internal Mentoring program this year, and has four formal pairings to date.

Councilmaintainsfivelanguageaidepositions, and we make use of the Federal Government’s Translating and Interpreting Services to assist residents, with the most requested language being Mandarin in the last three years. The service was also used for one employee performance review and training meeting.

use of translating and interpreting service for residents

2012/13 2011/12 2010/11

19 11 21

0

5

10

15

20

25 Use of translating andinterpreting service for residents

2010/112011/122012/13


An Aboriginal trainee was able to complete their qualificationsandgainadditionalworkexperiencewith us this year. A temporary internal secondment was also funded under the NSW Government’s Elsa DixonAboriginalEmploymentProgram,andwehavesuccessfully applied for funding for three positions undertheprogramnextyear.

Underour‘PeoplewithaDisability’support,threestaff positions were maintained and supported to gainTAFEqualifications.Avision-impairedemployeemoved to a new role within the organisation, with support from VIsion Australia and council.

The FWP coordinator is also working with staff in our Communities Unit to ensure cross-over and inclusion of FWP into council’s Access and Disability Plan. We are also working towards meeting our requirements for website accessibility.

CoMpliAnCE With thE nSW CARERS (RECognition) ACt 2010TheCarers(Recognition)Act2010waspromotedon our intranet to staff as well as via email. Information on the Act was distributed through our online Managers Portal to all council managers. The informationexplainsthedefinitionofacarerandthecouncilpoliciesandemploymentbenefitsthatexisttosupport carers.

Councilhasmanyflexibleworkingoptionsalreadyexistinginpoliciesandprocedurestoassiststaffwithcarers responsibilities. These include;

• theuseofflextime• theabilitytoaltertheirstartandfinishtimes• accesstopersonal,annualandlongserviceleave,

and leave without pay• theabilitytoworkparttimeoracompactweek• theabilitytoworkfromhome.

No new human resources policies were developed in relation to the Carers Act 2010 in the last 12 months.

Carers leave 1/7/2012 to 30/6/2013

time taken by staff

10,418.48hours(1,451.5days)


WoRK hEAlth AnD SAFEty (Wh&S)

Council assesses work health and safety concerns by monitoring trends in occupational work-related incidents and workers’ compensation claims.

This assists us in developing and implementing targetedWH&Sriskmanagementinitiatives,whichaim to prevent personal suffering, and drive down the frequency, and severity of incidents over time, including:

• staffandmanagementawarenesstrainingonWH&Ssystemsandreportingofincidents

• continuingsuccessoftheWH&SCommittees• providinginformationandsafetystandards/

procedures on council’s new WHS intranet site.

These results, shown on the right, improve on the previous year’s poor results, and show that the health and safety of council’s staff is an important issue for the organisation.

Council-wide improvements achieved in 2012/13

Recorded workplace health and safety incidents

4.1% decrease

Average days delay in recording workplace health and safety incidents with personnel services

19.76%increase

Frequency rate of workers’ compensation claims made

20% decrease

Cumulative days lost off work due to a workers’ compensation claims

48.46% decrease

Cost of workers’ compensation claims 40.3% decrease

Average time lost for workers’ compensationclaims(duration).

7.9%decrease

Comparative data covering the previous years, shows how council strives to continue improving its occupational health, safety and welfare performance, are in the table below.

ohS incidents and workers compensation claims

2012/13 2011/12 2010/11 2009/10 2008/09 2007/08 2006/07 2005/06

OHS Incidents – total recorded

303 316 382 354 394 395 407 443

IncidentRate(per100employees)

13.72 16.4 17.39 17.91 19.93 19.69 20.03 21.42

Workers’ compensation claims – total made

78 97 115 93 109 109 104 121

Frequency rate ofclaims(per1,000,000 hours worked)

39.22 32.24 41.07 26.57 35.36 31 42.27 33.7

Average time lost per claim(days)

13.22 11.52 14.15 12.78 9.37 12.21 18.46 9.72


INTERNAL AUDIT

upDAtE By ChAiRMAn oF thE intERnAl AuDit CoMMittEE

Council has continued with its commitment to organisational governance through the Internal Audit Committee and internal audit function throughout the year. The Internal Audit Committee is well established, having operated under an Internal Audit Charter since 2001.

Duringtheyear,sixmajorauditswerecompletedinaccordance with the newly adopted two-year Audit Program. The program was developed based on a high level risk assessment of council activities with input from various other sources, including senior management and externalaudit.Theremainderoftheprogramisontargetto be completed in the upcoming year.

Another achievement in the 12 months was the Internal Audit Committee-recommended establishment of a Procurement Committee and Cash Handling Committee. This is to improve and oversight these core functions across the organisation and ensure audit recommendations made in these areas are being implemented. The Internal Auditor actively participates on these committees.

In general, the Committee has continued to work productively and effectively to provide assurance that council is suitably addressing its responsibilities in relation to internal controls.

intERnAl AuDit CoMMittEE

The Committee met four times throughout the year. During 2012/13, the Committee’s focus was to regularly review emerging risks and monitor implementation of audit recommendations. It maintained last year’s membership composition including;

• TimRobinson:Chairman&externalrepresentative• DennisBanacevic:externalauditrepresentative• StephenBourke:SutherlandShireCouncil,

Director of Community and Recreation

• KenShelston:SutherlandShireCouncil,SeniorManager of Corporate Development

• GrahamThomas:SutherlandShireCouncil,Manager of Finance

• JulietteHall:SutherlandShireCouncil,InternalAuditor.

RElAtionShip BEtWEEn intERnAl AuDit CoMMittEE, intERnAl AuDit An ExtERnAl AuDit

The Internal Audit Committee, Internal Audit and ExternalAudit(PricewaterhouseCoopers)coordinateactivities to ensure that the resources of all are used moreeffectively.TheExternalAuditorhasinputinto the Audit Program, particularly for items that mayhavebeenidentifiedduringtheinterimorfinalexternalaudits.Similarly,InternalAuditisinvolvedintheInterimExternalAudit.TheExternalAuditorholdsa position on the Internal Audit Committee to ensure that cooperation and communication is achieved. ExternalAuditmattersareastandingitemontheInternal Audit Committee’s Agenda. In 2012/13 theExternalAuditorattendedthreeInternalAuditCommittee meetings with relevant input in to each.

In general, Internal Audit reviews the organisation from a process, system, operational, compliance, control andlegislativeperspective.ExternalAuditfocusesonthefinancialstatementswithaperspectiveoncouncil’sfinancialpositionandreporting.

Internal audit programs, working papers, and reports are madeavailabletotheExternalAuditoronrequest.TheManager, Finance acts as council’s primary contact with theExternalAuditorinrelationtotheinterim,annualandotherauditsperformedbytheExternalAuditors.

intERnAl AuDit pRogRAM 2012/13

During 2012/13, Internal Audit completed the scheduled Audit Program adopted by the Internal Audit Committee. All audits included a series of recommendations aimed at improving controls, efficiencyandeffectiveness.Therecommendations

thE yEAR AhEAD – 2013/14AsatJuly2013,theOfficeoftheInternalOmbudsmanwasofficiallyclosedasaresultofrecommendationsmadeinastrategicreviewofcounciloperations(seeGeneralManager’sreportonpage8forfurtherinformationonthereview).TheInternalAuditSectionresidedwithintheOfficeoftheInternalOmbudsmanas part of the triple governance track, being corruption prevention, education and investigation.

TheInternalAuditfunctionwillremainwithintheorganisationreportingtotheProgramOfficeintheyearahead. It is anticipated that the Audit Program and audit activities will remain unaffected.


were considered and endorsed by the Audit Committee and General Manager and then distributed to senior management for implementation.

The main audits included the following.

1. Sundry debtor income and credit control. Reviewed the robustness of council’s debtor processes including invoicing, timeliness and methods of collection and recovery rates.

2. DivisionofLocalGovernment(DLG)Calendarof Compliance and Reporting Requirements. Reviewed whether council was complying with statutory responsibility and deadlines required by the DLG and ensuring processes and systems were in place to providing assurance that the requirements were met.

3. Community leasing. Reviewed the arrangements between council and community groups who have exclusiveuseofcouncilbuildings.

4. Refundable bonds and security damage deposits. Reviewed the processes for the collection of bond monies, monitoring and compliance with bond conditions and refunds.

5. ICAC Operation Jarek. This audit reviewed recommendations made by the ICAC in their report on purchasing, gift giving and relational selling by suppliers and their relevance to council.

6. RoadsandMaritimeServices(RMS)DataAccessCompliance Audit. This audit was performed as a requirement of the RMS to ensure continuation of

use by council in accessing vehicle and registration details for the purpose of issuing penalty infringement notices and warning letters. The audit wasconductedbytheExternalAuditorthisyear.

othER intERnAl AuDit ACtivitiES 2012/13

In addition to the Audit Program, other audit tasks were performed which resulted in improved accountability,efficiencyandeffectivenessofcounciloperations. Such activities included:

• reviewingIndependentCommissionAgainstCorruption(ICAC)andDivisionofLocalGovernment reports for consideration of recommendations for implementation at council

• provisionofethical,corruptionpreventionandprobity advice

• productionoffactsheetsasatooltoassistmanagement with operational controls

• productionofInternalAuditquarterlynewslettersaimed at raising staff awareness of internal controls and relevant events/issues

• representingSutherlandShireCouncilattheNSWLocal Government Internal Auditors Network quarterly meetings to discuss internal audit issues and current concerns within NSW Local Government including submissions to Division of Local Government

• follow-upofoutstandingauditrecommendations• reviewofinternalauditprocedurestoimprove

reporting, timeliness and quality of information.

Internal Audit

External AuditExternal Audit

General ManagerGeneral Manager

Internal OmbudsmanInternal Ombudsman

Internal AuditCommittee

Senior ExecutiveCommittee

Council

Minutes

Reports administratively

Minutes

Member

Six-monthly report onInternal Ombudsman activities,

including Internal Audit

Advice/FinalAudit Reports

Advice/Input

MemberExit interiew &

management aspectsof External Audit

Independent Audit Report(Section 417(2) LG Act)

Reports/Programs/Activities

RElAtionShip BEtWEEn intERnAl AuDit, ExtERnAl AuDit, SEnioR ExECutivE, CounCil AnD othER FunCtionS oF CounCil

ThisdiagramshowstherelationshipsandreportinglinesexistbetweentheInternalAuditor,InternalOmbudsman,GeneralManager,ExternalAudit,InternalAuditCommittee,SeniorExecutiveCommitteeandcouncil.


This is the first annual report which is based on the 2012/13 Delivery Program under the legislated Integrated Planning and Reporting requirement, as prescribed by the New South Wales Local Government Act 1993.

Our primary strategies form the central part of our Community Strategic Report. These strategies are at the core of achieving our community vision and desired futures, and are integral to achieving all outcomes.

The relationship between the Strategic Report, the Delivery Program and the Annual Report is detailed on page 4.

The Strategies and Civic Life section deals deals with annual targets/measures and key activities that have been undertaken by council over the year, including recognition of the adopted measure of end August, 2013 for completions.

There are six Strategies, and an additional section Civic Life which is concerned with the efficient and effective council operations underpinned by good corporate governance.

Strategy 1. Provide effective and integrated infrastructure ......................................................... 42

Strategy 2. Deliver integrated transport options ....................................................................... 56

Strategy 3. Conserve natural resources ................................................................................... 58

Strategy 4. Protect our environment ....................................................................................... 61

Strategy 5. Strengthen our community ................................................................................... 68

Strategy 6. Respect and value all culture and heritage ............................................................. 79

Civil Life ............................................................................................................................. 81

These are what guide all council’s work on behalf of the community of Sutherland Shire.

Performance on key activities, programs, projects and works has been coded throughout all Strategies and Civic Life as follows:

Performance Status Progress to Annual Target

Key

Achieved / Acceptable >90%

Alert / Review conditions 50% - 89% !

Alarm / Unacceptable <50%

Not commenced / Cancelled 0% -

A glossary of many of the terms used in this section is available on page 220.

STRATEGIES AND CIVIC LIFE


STRATEGIES AND CIVIC LIFE

New decking and sunlounges at Cronulla Esplanade

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STRATEGY 1:

PROVIDE EFFECTIVE ANDCRITICAL INFRASTRUCTURE

Infrastructure which supports our neighbourhoods, our economy, our leisure pursuits and future communities. This includes the provision of appropriate and well maintained buildings for community use, and construction and maintenance of critical infrastructure such as roads, footpaths and drains. Infrastructure which protects our environment and connects and strengthens our communities.

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3Achieved/acceptable (>

90%)

Alert/review conditions (50-89%)

!Alarm

/unacceptable (<50%

)

Not comm

enced/cancelled (0%)

-

ACTIVITIES, PROGRAMS, PROJECTS, WORKS

ANNUAL TARGET

STATUS as at August 2013 PROGRESS STATUS as at June 2013

PROVIDE: Local roads construction and maintenanceCONSTRUCTION

Complete General Roads Construction Program

100% of planned works completed by August 2013 and within budget

!79% completed. 74% expended. 67% of adopted program work completed. 63% of budget

expended. In addition to the completion of works included in the 2012/13 budget, works using funds totalling $963,800 carried over from the 2011/12 budget have been completed.

Undertake Roads to Recovery Program 100% completed 100% expended

Upgrade Regional Roads 100% completed

• RG0016:CaptainCookDriveStage1,completed• RG0035:CaptainCookDriveStage2,Tenderreportgoing

through council.(Subsequently, council resolved to re-tender the works). This stage was not scheduled for completion in 2012/13.

• RG0037:CaptainCookDriveStreetLightingUpgrades-workscompleted, 90% of payment claimed by the contractor.

The budget overall is 74.1% expended with Stage 2 yet to be constructed.

Menai Road Landscaping 100%completed.87%expended.$25,366saving.

Complete Captain Cook Drive Road widening (Elouera to Woolooware Rd)

Refer to Upgrade Regional Roads above.

Infrastructure works as associated with developments (works in conjuction with development consents)

100% work completed100% of voted budget expended representing 38% of budget allocation. Remainder carried over for future projects. Allocation cannotbespecificasannualdemandvariable.

Roads Pavement Rehabilitation Program 100%completed.99%Spent,$26,853savingwhichwas

allocated to Roads Preventative Maintenance Program.MAINTENANCE

Undertake general roads maintenance program


100% completed 100% expended

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Achieved/acceptable (>90%

) Alert/review conditions (50-89%

)!

Alarm/unacceptable (<

50%)

Not comm


-


ANNUAL TARGET


Roads Preventative Maintenance Program


100% completed 100% expended.

Bridges Maintenance/Restoration Works

Tenders to be called in November for maintenance work of all bridges in Sylvania Waters.

Workcompleted:WoronoraRiverFootbridgeandGarnetRoadFootbridge.24.5%expended.Design carried out for six bridges in Sylvania Waters to be done in 2013/14financialyear.Ongoingprogramofworks.

PROVIDE: Infrastructure to support accessible, integrated transport optionsPEDESTRIAN fACILITIES:

Pedestrian lights – Gerrale St/Surf Rd


100% completed20% completed. 41% expended. Latent conditions delayed the works.

Pedestrian accessibility and improved mobility 100% completed

55%expended.

PAMP study and intersection kerb ramps

This is the same project as pedestrian accessibility and improved mobility above.

This is the same project as pedestrian accessibility and improved mobility above.

RTAtrafficfacilities,linemarkingsignage 100% completed 100% expended.

Provision of bus seats - .Program of works aborted due to withdrawal of WaSIP grant funding for provision of bus seats.

WorksidentifiedbySutherlandTrafficCommittee 100% completed

All funds allocated to Yathong Road/Caringbah Road roundabout project. 7% expended.

PROVIDE: footpathsComplete General Footpath Construction Program


99% completed with the exception of asbestos Telstra pit adjustments. 86% expended.

Undertake annual footpaths maintenance program

100% of requests met.

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90%)


!Alarm

/unacceptable (<50%

)

Not comm


-


ANNUAL TARGET


PROVIDE: Cycleways – on and off road

Implement Bicycle Network Plan


The Bicycle Network Plan will be implemented over the long term as funds are made available

The Bicycle Network Plan will be implemented over the long term as funds are made available.

Complete shared cycle paths

!

Cycleway Talara Road to Gymea BayRoad75%completed.69%expended. Contract for remainder due for completion late September 2013.

CyclewayTalaraRoadtoGymeaBayRoad75%completed.69% expended. Contract for remainder due for completion late September 2013.

WooloowareBayStage6:Studies- Design substantially complete and subject to ongoing negotiations with property owners including Fishing Club and resolution of contamination issues. Concept Plan developed for consultation.

WooloowareBayStage6–Studies:DesignOnlyprojectdelayeddue to ongoing negotiations with property owners, government bodies and resolution of contamination issues. Design commenced andcapitalfundsallocatedinfinancialplanfor2014/15construction.

!

Status unchanged Barden Road Shared Pathway - Works in conjunction associated with aged care development site. Shared pathway was constructed prior to June 2013, however a defect notice has been issued by counciltothedeveloperasworksnotconstructedtospecificationatincorrectlevels.Fundscarriedoverpendingrectificationworksby developer.

PROVIDE: Regional and local playgrounds – Undertake playground upgradesCrammond Ave, Caringbah 100% of

planned works completed by August 2013 and within budget

Playground completed.Work50%completed Expended35%.Committed funds of $77,000 carried over for payment to contractor on completion.

Roger Summers Playground Stage 2

-Work 10% completed – design stage.Expended 7.3% internal design costs.Work could not proceed in 2012/13 due to impass with Sydney Water.

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)!


50%)

Not comm


-


ANNUAL TARGET


Green Point Reserve 100% of planned works completed by August 2013 and within budget

Green Point Reserve underway. Completion by December 2013.

Design stage completed.

Holmlea Place Work commenced. Completion

October 2013.Design stage completed.

Generalplaygroundmodificationsand removals


PROVIDE: Centres for shopping and business activityUndertakeshoppingcentreimprovementworksto:

Caringbah


Caringbah 100% completed. Balance held for possible addition to Gymea/Sutherland Centres.

Sutherland Sutherland work suspended due to issues with undergrounding of power lines – report to council December 2013.

Sutherland work suspended except power connection preparations forretailers.Insufficientfundinginaccount,overexpendedby$237,179–5.05%todate.

Gymea ! Gymea85%completed.Practicalcompletion November 2013

Gymea75%completed.87.4%expended.

Undertake Cronulla Plaza redesign and refurbishment C

Major project abandoned in early 2013 after budget review.

PROVIDE: Sustainable management of stormwaterUndertake drainage construction within Gymea Shopping Centre upgrade


100% completed. 100% expended

Undertake drainage maintenance at11specificsitesacrosstheShire along with stormwater quality device cleaning and maintenance

100% completed. 99% expended.

Ongoing program – Stormwater levy funds

Undertakestormwateractivitiesinaccordancewith:Woolooware Bay Catchment Floodplain Risk Management Study & Plan


!

Draftfloodstudyadoptedbythe Woolooware Bay Catchment Floodplain Management Committee. Draft report to go on public exhibition for comment and finalisationofstudy.

80%completed.58%expended.DraftfloodstudyadoptedbytheWooloowareBayCatchmentFloodplain Management Committee. Draft report to go on public exhibitionforcommentandfinalisationofstudy.

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90%)


!Alarm

/unacceptable (<50%

)

Not comm


-


ANNUAL TARGET


North West Arm Estuary Management Plan


!Stage 1 completed. Consultants brief under development for Coastal Zone Management Plan.

80% completed. 49% expended.Scoping exercise, literature and information review completed. Consultants brief under development for Coastal Zone ManagementPlan.58%Stormwaterlevyfunds.

Gwawley Bay Catchment Floodplain Risk Management Study & Plan

!Status unchanged 80% completed. 62% expended.

Flood study adopted in February 2013. Consultants brief under development for Floodplain Risk Management Study and Plan.

Bundeena Creek Catchment Floodplain Risk Management Study & Plan

Status unchanged 20% completed. 1% expended.

Flood study underway. Awaiting expression of interest for community representatives on the Committee.

Kurnell Flooplain Risk Management Study & Plan

Status unchanged 100% completed. 21% expended.Flood study adopted. Floodplain Risk Management Study & Plan completed and report to be submitted to council in November 2013. 44% Stormwater levy funds.

Still Creek Wetland Management Plan

Implementation ongoing.Remaining funds to be used for dredging. Awaiting quotation for dredging.

100% completed. 90% expended.Implementation ongoing. Remaining funds to be used for dredging. Awaiting quotation. Stormwater levy funds.

Sutherland Shire Watercourse Assessment !

Status unchanged 50%completed.0%expended.Watercourse Assessment Study adopted in March 2013. Contract for implementation entered into and proposed works program to be reported to council in November 2013 for use of remaining funds. Stormwater levy funds.

Implement Kareela Golf Course – Stormwater Reuse Scheme


Status unchanged 25%completed.0%expended.

Consultancyawarded.Studyinprogress.Awaitingfinalreport.Stormwater levy funds.

Undertake safety fencing – stormwater headwall

100% completed. 61% expended.Ongoing program. Stormwater levy funds.

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50%)

Not comm


-


ANNUAL TARGET


Implement Major Flood mitigation works


Design completed. Awaiting construction.

50%completed.6%expended.All projects funded by Stormwater levy funds.Bridges St Kurnell – design completed. Awaiting construction.Elthan Pl, Heathcote – design completed. Awaiting construction.Taren Rd, Caringbah – Awaiting construction.Scylla Rd, Oyster Bay – Awaiting construction.

Implement Strategic Water Quality Monitoring Program

100% completed. 60% expended.Field work completed. Awaiting results & invoice for payment. Stormwater levy funds.

Undertake Stormwater Quality Urgent Improvement Works


Undertake Urgent Infrastructure Rehabilitation Works


Ozone St, Cronulla – GPT construction 100% completed. 98% expended.

Woolooware Golf Course foot bridge repair 100% completed. 100% expended.

The Boulevarde, Kirrawee – drainage upgrade -

0% completed. 0% expended.Did not proceed. Work to be completed in conjunction with road reconstruction.

Box Road, Sylvania – trash rack upgrade Status unchanged

25%completed.0%expended.Design completed and awaiting construction estimate. Stormwater levy funds.

Camellia Gardens, Caringbah Sth – GPT construction Feasibility study completed.

Awaiting detailed design.

25%completed.0%expended.Feasibility study completed. Awaiting invoice & detailed design. Stormwater levy funds.

PROVIDE: Sporting, leisure & recreation facilitiesGeneral upgrade works across 4 Leisure Centres


General upgrade works across leisure centres adhering to schedule.

100% planned maintenance completed.

89% expended.

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90%)


!Alarm

/unacceptable (<50%

)

Not comm


-


ANNUAL TARGET


Undertake Caringbah Leisure Centre (CLC) modernisation



Status unchangedWorking group formed with Shire Infrastructure Division, Expression of Interest for modernising CLC being prepared for consultancy to provide concept centre design for 2013/14.

Fencing at Sutherland Leisure Centre

100% completed.100% expended.

Upgrade to facilities at Menai Indoor Sports Complex including vault and front counter

!Frontcounterreconfiguration20%completed. Completion October 2013.

100% lighting upgrade completed.41% expended.FrontcounterreconfigurationtoaddressWHSissues/cashhandlingunder design.

Replacement net program at The Ridge Golf Driving Range

100% completed.100% expended.

Resurface The Ridge Athletics Synthetic Track

100% completed 87.8% expended.Payment claims outstanding.

Commence planning The Ridge Off Road Bike Park

Masterplan 100% completed.68% expended.Remaining budget added to the project budget.

Surfacing/resurfacing, lighting and fencing upgrades of tennis courts ! Status unchanged

10% of budget used on courts to cover 10% of planned works for urgent resurfacing, lighting and or fencing upgrades. A carryover requestwasmadeattheendofthefinancialyearinordertoallow for additional works once actions from report to council no. CSV003A-13areconfirmed.DuringtheperiodCourtCraftwascommissioned to complete a condition assessment of council’s tennis facilities; the report had not been received by 30 June 2013.

Netball court upgrades

100% completed – Dobel Road Oval80% expended.There were additional funds in the 2012/13 budget due to a carryover from the year before for some urgent works being carried out at Bellingarra netball courts.

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50%)

Not comm


-


ANNUAL TARGET


Refurbishmentof2playingfields/ovals


100%completedforbothfields.93% expended – Lakewood Reserve.100% expended – Oyster Bay.

Upgrade school facilities for community use at Sylvania High School

!

Minister for Education approval for DET contribution of funds towards the project, awaiting DET Asset Management Unit direction.

Successful grant funding of $44,000 from Community Building Partnership. Council resolved on 2 October 202 to seek Department ofEducationfinancialinputforconstructionofamenitiesbuilding.On15April2013theDepartmentindicateditwouldcontributeup to $200,000 for the project. Follow-up contact has been made with the Department’s Manager, Sydney Region Asset Management Unit regarding funding and the next step. Although the Manager is unaware of the funding commitment, he is following up the matter.Concept design completed.

PROVIDE: Passive reserves, parks and open spaces

GreenhillsBeachplayingfields


! Construction programmed for completion April 2014.

Wanda Skate Park ! Construction programmed for completion April 2014.

Cronulla Park (Esplanade Seawall at Cronulla Surf Life Saving Club) ! 85%completed.Completiondue

Sept/Oct 2013.75%completed,81.9%expended.Completion due Sept/Oct 2013.

Implement EG Waterhouse National Camellia Gardens Plan of Management

Draft Management Plan completed. Adoption for exhibition 26 August 2013.

10% work completed – development of Draft Management Plan and Masterplan.30% expended.Expenditure on urgent repair works to eliminate trip hazards in existing paving & purchase of playground equipment for playground upgrade at asubstantialdiscount(bothitemsidentifiedindraftManagementPlan)

Woronora Heights Recreation Facility Upgrade Council to reconsider in December. Subjecttoredesign.Construction2013/14financialyear.1%

expended design/consultation. PROVIDE: Public ToiletsUpgradesto59publictoiletsacross the Shire


Upgrades 100% completed 95%ofupgradescompleted.

Replacement/new construction 50%completed(for information only, this is not an annual target)

Replacement/newconstruction:• CronullaBeachToilets-10%completed,2%expended• SalmonHaulToilets-0%completed,7%expended.• CamelliaGardenslowerplayground-0%constructed,1.7%

expended – design costs. Substantial delays due to local issues.

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PROVIDE: Surf clubs and buildings which support beach activities

Wanda Surf Life Saving Club structural works 100% of

planned works completed by August 2013 and within budget

Structural works completed 100% completed.

96% expended.Building upgrades including compliance with Building Code of Australia

Elouera disabled ramp completed

Heritage repairs Windows and doors at Cronulla SLC and complex repaired

PROVIDE: Community buildingsUpgrade works at Hazelhurst Art Gallery



Install shade structures

100% completed. Replaced shade structures at Bundeena, Loftus, Yarrawarrah and Oyster Bay Community Centres, and at Allison Crescent Long Day Care Centre

100% completed.

79% expended.

Ongoing program of works.

Undertake softfall upgrades 100% completed 100% expended.

Upgrade playground equipment attached to buildings


Ongoing program of works.Upgrade Long Day Care centre playgrounds Moore Street 100% completed 100% expended.

Upgrade car parks attached to buildings 100% completed - Croydon street

trafficdirectionworkscompleted


Ongoingprogramofworks.Majorrectificationprojecttobeconducted 2013/14.

Undertake works to improve disabled access

Improved disabled access to beekeepers building at Waratah Park, and ramp and cardio room at Sutherland Leisure Centre improved.

95%completed45%expended.

Preschool works Structural repairs to Jacaranda Preschool completed

100%completed65%expended.

Ongoing program of works.

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Rehabilitation of Shackles Estate100% of planned works completed by August 2013 and within budget

Shackles Estate work postponed0% completed 0% expended.Work postponed, undertaking review of asbestos management.

Undertake energy works including rain water tanks and energy audit works

100% completed. Energy audits at top 10 energy-consuming premises completed. Cronulla Central lighting upgrade completed.Source of funding is WaSIP allocated on project to project basis.

General upgrades to community buildings

100% work completed.Electrical upgrade at Alfords Point Community Hall. Kitchen upgrade at Miranda Youth Centre.

PROVIDE: Car parking facilities

Engadine parking study


- Status unchanged

Preparation for the study was commenced but Directors Engineering and Property considered the study may be less accurate if it was undertaken before the aged care facility and new public underground car park was operational. Both are expected to be operational by March 2014.

PROVIDE: Wharves and jetties

Undertakenetworksat:• KurnellBaths• GunnamattaBaths

• GymeaBayTidalBaths



PROVIDE: Bushfire stations

Commence new Menai station construction including water tanks


-Not commenced. Council decision toawaitconfirmationofStatefunding.

Concept design completed. 2% expended.Constructionnotcommenced.AwaitingconfirmationofStatefunding. Awaiting Gazzetal of land following road closure.

Grays Point extensions Works not proceeding at this stage due to State funding uncertainty.

Works not proceeding at this stage due to State funding uncertainty.

Heathcote Headquarters Carport - Design completed. Additional funding required from RFS.

10% investigation 0% expended.Scope of works required by RFS greatly exceeded budget allocation. Additional funding required from RFS.

Install fencing at Waterfall 100% completed. 100% expended.

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Bundeena RFS


!.

Construction continues

Design/planning completed subject to substantial site related issues.Construction commenced.2.5%expended

PROVIDE: Libraries

Undertake general refurbishment


Painting of central library completed. Major works for central library in 2013/14

Some planned maintenance work undertaken. Majority of funding reserved for major works in 2013/14. Refer to council business papers (on website) report number FIN 040-14 ongoing program of works..

PROVIDE: Sutherland Entertainment Centre

Undertake minor works and upgrades


Food service improvements undertaken. Works done as required to maintain service continuity

-Major expenditure deferred while service review is undertaken.

PROVIDE: Infrastructure works associated with estuary managementImplement Port Hacking Plan of Management


- Project on hold awaiting grant funding, construction in 2013/14 financialyear.

Woronora Headlands (mouth of river at Como) - Dredging works delayed, conditions of dredging licence being

negotiated with Crown Lands.

Other estuary works - Dredging works delayed, conditions of dredging licence being negotiated with Crown Lands.

PROVIDE: Infrastructure works associated with Kurnell Landscape Masterplan

Implement Silver Beach Masterplan works


-

Workstobeundertaken2013/14financialyear.

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PROVIDE: Infrastructure works associated with Bate Bay Plan of ManagementImplement shoreline protection works – The Esplanade


Work 100% completed. Expended 100%.

Completion of Wanda to North Cronulla Shared Walkway/Cycle path

! Final stage programmed for construction winter 2014.

80% completed. 100% of planned works completed. 100% expended. Final stage programmed for construction winter 2014.

Dune protection works north of Cronulla Beach Work 100% completed. Expended 100%.

Bush regeneration south of Cronulla Beach

Bush regeneration south of Cronulla beach completed (works at Cronulla Point)

Work 4% completed. Expended 4%. Funds carried over for commencement of work following completion of The Esplanade and Seawall upgrade.

Upgrades to lighting at Cronulla

30% completed. Installation of lighting of Cronulla Seawall & Esplanade Upgrade completed. Insufficientfundstocompletetheremainder of lighting at Cronulla Park. Investigating alternative opportunities.

10% completed - Design stage for the upgrade of lighting in Cronulla Park & The Esplanade as part of Cronulla Seawall & Esplanade Upgrade.Expended 20%.

PROVIDE: Infrastructure works associated with Scylla Bay Masterplan/Como Pleasure Grounds

Scylla Bay boardwalk – Carina Bay


-

Funding redirected to pedestrian links near Como Baths, currently in design for construction in 2014.

UpgradeworksatComoPleasureGroundsincluding:Service vehicle access path to upper terrace


Redesign 90% completed. Construction 2014.

Redesign70%completed.5%expended.Construction2014.

Erosion control works Scope to be determined, construction 2014

Scope to be determined, construction 2014.

Bush regeneration works Completed Completed.

Picket fence at entrance

Project on hold pending completion of adjacent roadworks which is currently under review.

Project on hold pending completion of adjacent roadworks which is currently under review.

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PROVIDE: A local planning framework that upholds the Shire’s character

Finalise and adopt the new Standard Instrument Local Environmental Plan

LEP adopted ThecontentoftheLEPwasfinalisedbycouncilon10Decemberandexhibited 19 March-1 May 2013. Council considered submission on 29 July 2013. Due to the extent of changes made in response to submissions the plan has required re-exhibition 20 August-17 September 2013.

Finalise and adopt Sutherland Shire Housing Strategy 2013

Housing Strategy adopted HousingStrategywasfinalisedbycouncilon19November2012.

Provideanefficientdevelopmentassessment process

66%ofDA’sdeterminedwithin52days !

1401 applications were determined by staff in 2012/13; including development,modificationandreviewapplications64%ofapplicationsweredeterminedin52daysorless.(2011/12-54%ofdevelopmentapplicationsweredeterminedin52daysorless.66%of applications were determined in 69 days or less)

PROVIDE: Building certification services (Southern Sydney Building Certifiers)Provide a service that meets the needs and expectations of its clients

Maintain a weighted customer response score of at least 80 in SSBC customer surveys

95.9%(2011/12-91%).

Provideanefficientapplicationassessment service while meeting all related legislative requirements

Maintain an average turnaround time not exceeding 7 daysforcomplyingdevelopmentcertificateapplications

6days(2011/12-5.1days).

Maintain average turnaround times not exceeding 7 days and 28 days for combined and non-combined construction certificateapplicationsrespectively

5.8days(2011/12-5.4days).

Maintain a market share of at least 60% for construction andcomplyingdevelopmentcertificatesandprincipalcertifying authority appointments

!38% (2011/12 - 40%).

$50,000ofincomegeneratedfromworkoutsideSutherland Shire $106,000 (2011/12 - $86 000).

PROVIDE: Sustainable asset managementImplement Asset Management Strategy in line with Action Plan

Annual actions completed Actions incorporated into AM Strategy and plans.

PROVIDE: Playground Management Strategy – a long term playgro und replacement and upgrade strategy

Develop Strategy No annual target ! Commenced.Identificationofplaygroundsfor10yearupgradeandrenewal program developed.

LOBBY: federal and state governments for funding for better roadsRoad improvements to Oak Road and Heathcote Road

No annual target ! Ongoing lobbying.

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STRATEGY 2:

DELIVER INTEGRATEDTRANSPORT OPTIONS

Providing effective and safe transport service options that enable us to get to, from and around the Shire. Options that provide flexible and responsive services, integrated modes and opportunities to get around on foot and by bike. Transport modes that connect the Shire to the restof Sydney and the Illawarra, will provide both for our residents and people travelling through the area.

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2012/13 ANNUAL RESPONSE

PROVIDE: Develop a Transport Strategy which aligns with NSW State Plan and facilitates broader integrated transport in conjuction with land use planningActivities, programs, projects, works to be determined following completion of strategy

No annual target

Submissions have been prepared to the state government outlining key transport issues relevant to the Sutherland Shire. We have sent submissions including the Sydney Metropolitan Plan 2036, NSW Long Term Transport Master Plan, and NSW Freight & Ports Strategy.

LOBBY: Federal and state governments for key infrastructure funding to support all transport optionsState government to:• complete the Maldon

Dombarton Railway

No annual target. 6 monthly reporting

!

In July 2013 the Federal and NSW Governments called for tenders to undertake specialist engineering and environmental investigations along the Maldon Dombarton rail corridor. The technical investigations would form the basis for the preparation of an Environmental Impact Assessment for the rail line. As the development of the Maldon Dombarton rail line has been steadilly progressing the need to actively lobby the Federal and NSW Government has not been necessary. However, following the recent Federal elections it is uncertain as to whether funding and commitment to the construction of the rail line will be continued. Council will monitor the situation and if necessary commence further lobbying of the Federal Government for the completion of this important regional freight line.

• complete Woolooware Bay shared pathway ! Ongoing lobbying with Department of Environment and Heritage.

• undertake improvements to rail bridge at Gannons Road

!Council has made representations to the state government and local State Member for Cronulla. The Minister for Transport has responded advising council that, if the span of the bridge were to be increased during replacement, council would need to fund the cost over and above the cost of replacement of like for like.

• traffic flow at Sutherland Rail Station

!

Transport for NSW contractor CA&I is continuing construction works for the Sutherland Transport Interchange Project as per approved plans. Works include significant alteration to existing pedestrian and vehicle traffic arrangements with a view to improving vehicular traffic flows. Consideration is being given to retaining the pedestrian crossing at the top of the western ramp. This will improve pedestrian access but reduce the benefits to motorists. The new bus interchange in East Parade on former carpark is operational.

• Sutherland to Cronulla shared pathway incl. use of rail corridor

!The RTA indicated in a response to council in 2011 that it would include the Sutherland to Cronulla cycleway in a future review of the NSW Bike Plan. As part of its recent submission to the draft Long Term Transport Master Plan, council has sought support for the construction of sections of the proposed Sutherland to Cronulla Cycleway within the rail corridor.

• Improve the link to Sydney Airport !

Council as part of its recent submission to the Sydney Airport Preliminary Draft Master Plan reconfirmed its support for Sydney Airport and Transport for NSW jointly working together in improving public and active transport links to the airport, particularly in relation to the high proportion of employees from the Shire and St George area. Council’s support has been conveyed for the removal of the airport rail station fee levy and for improved express bus services to and from the Shire.

CityRail for consistency in rail ticketing


Successful lobbying of CityRail by council has seen it amend ticketing prices to provide consistency to Shire commuters. With exception of Waterfall, all stations within the Shire have the same ticket prices for commuters travelling to and from the Sydney CBD.

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STRATEGY 3:

CONSERVE NATURAL RESOURCES

Our natural resources are both precious and finite. Their wise use now will not only ensure their availability for our use but also for generations to come. Finding solutions that achieve energy conservation in our activities is critical. A holistic approach - individual, business and agency - is critical to achieving this.

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PROVIDE: Develop and implement new Energy and Water Efficiency Strategy

Improve the quality of energy and water data, and integrate with council’s Asset Management System

Data quality improved !

Mapping and asset/account linking ongoing.

Monitor energy and water usage across council sites

New framework of analysis and reporting developed and delivered

Completed.

PROVIDE: Energy and water efficiency projects funded through Waste and Sustainability Improvement Program (WaSIP)

Undertake the following key projects:( * indicates 2 or more year project commencing 2012/13)

• Undertake energy audits of key council sites *

1 year projects completed

• Completed energy audits of key council sites.

• Cronulla Central lighting upgrade • Completed Cronulla Central lighting upgrade.

• Use of compost for sports field renovations* ! • Commenced and ongoing use of compost for sports field renovations.

• Improvement program targeting air conditioning efficiency – Sutherland Precinct*

• Completed improvement program targeting air conditioning efficiency – Sutherland Precinct.

• Infra-red reflective paint to reduce heat load in The Ridge Cubhouse*

-• Project not commencing - Infra-red reflective paint to reduce heat load in The Ridge Clubhouse

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PROVIDE: Ensure all relevant council policies and guidelines meet WaSIP requirements

Review and update the following council documents:

• Fleet Management Guidelines

• Sustainable Events Policy

• Purchasing Policy and Procedures

Policies updated

All policies and guidelines updated to the satisfaction of the Office of Environment and Heritage. Action Table for expenditure of WaSIP funds for 2012/13 developed and approved.

PROVIDE: Further develop Cronulla-Woolooware Wastewater Scheme (CWWS) to playing fields at Greenhills Beach

Develop site plans for improved water conservation at council sites receiving recycled water

Plans completed andimplemented

! Plans under development.

PROVIDE: Regulate development to ensure and promote energy and/or water efficiency

Ensure compliance with BASIX as part of the development assessment process

100% of DA’s comply with BASIX

100% of DA’s comply with BASIX

LOBBY: For changes to legislation, infrastructure or programs to conserve natural resources

Improved efficiency of street lighting

No annual target

!Sodium (HPS) accelerated deployment commenced. A 56% reduction in electricity consumption is expected by this fleet of 1,729 lights.

70w Ceramic Metal Halide now adopted as the default for all intermediate roads, using 38% less energy than the previous default 125w MV. Total costs to council expected to be 17% lower.

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STRATEGY 4

PROTECT OUR ENVIRONMENT

The natural environment of the Sutherland Shire is treasured by residents and visitors alike. It adds to the amenity of the Shire and for many people is the key factor which makes living here so enjoyable. Mitigating the effects of our activities in each domain of Shire life is critical to ensuring its ongoing viability and protection.

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PROVIDE: Management plans which promote the protection and regeneration of natural areas

Develop Estuary Management Plan for North West Arm

Planned 2012/13 works completed

First stage – scoping exercise, literature, information review completed. Consultants brief being prepared for next stage.

Implement:

Albert Delardes Conservation Management Plan and Master Plan

Planned 2012/13 works completed

Albert Delardes Conservation Management Plan and Masterplan completed and adopted.

Joseph Banks Native Plants Reserves - Management Plan and Master Plan

Joseph Banks Management Plan and Masterplan completed and adopted.

Cronulla Park Master Plan ! Draft Cronulla Park Master Plan to be finalised. Works proposed for 2012/13 completed.

EG Waterhouse National Camellia Gardens Plan of Management

Camellia Gardens Masterplan draft completed. Adoption in principle for exhibition on 19 August 2013.

Head of Gunnamatta Bay Master Plan Head of Gunnamatta Bay masterplan completed and adopted.

Scylla Bay Master Plan Scylla Bay masterplan completed and adopted.

Review:

Port Hacking Plan of Management Planned

2012/13 works completed

! Port Hacking review underway.

Woronora Estuary Management Plan - Woronora Estuary review deferred pending other priorities.

Bate Bay Coastline Management Plan - Bate Bay Coastline review deferred pending other priorities

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PROVIDE: Timely, effective domestic and commercial waste collection services

Provide timely and effective household bin service within service standard time

> 90% of customer requests relating to bin services are actioned within service standard

• 92% of 4200 additional bins delivered within service level agreement.

• 89% of 7500 missed services collected within service level agreement.

Conduct annual program of household chemical collection

Program conducted

2 collections carried out in September 2012 and February 2013. A total of 5,214 cars visited with 184 tonnes of chemicals collected avoiding going to landfill.

PROVIDE: Responsible, ethical waste management

Deliver awareness programs to encourage waste minimisation and increased participation in council’s waste services

Down from 2011/12 in kgs of waste per household to landfill, greenwaste, co-mingled and cleanup

2012/13 2011/12

Red lid bin 506kg/hh 514kg/hh

Yellow lid bin 310kg/hh 333kg/hh

Green lid bin 321kg/hh 359kg/hh

Cleanup service 90kg/hh 119kg/hh

PROVIDE: Community education to promote practices which minimise waste

Produce household waste and recycling collection booklet

Booklet produced and distributed

Booklet produced and distributed in June 2013.

Conduct Waste Wise Living workshops

90% satisfaction by workshop participants

91.37% satisfaction rate achieved over 29 workshops during 2012/13.

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PROVIDE: Review council plant requirements and equipment

Introduce green solutions to minor plant and/or equipment


Replacement program of minor plant, 2-stroke items are replaced with 4-stroke machines where possible. Five large Deutscher mowers disposed for newer smaller models which have lower db (noise levels), are more fuel efficient and have less emission.

Management of chemical base for vegetation management


Ongoing rationalisation of chemicals used operationally, and greater use of mechanical/manual vegetation management techniques.

PROVIDE: Protect native bushland and vegetation

Implement council’s Urban Tree and Bushland Policy


Native Plant Selector was launched in July 2013 - the culmination of two years of work across the organisation. This tool assists council and residents in making the most appropriate replanting selections for the persistence of native bushland in the urban setting.

Tree replanting ratio of 4:1 is well established.

$100 per tree by way of Deed of Agreement has been a highly successful strategy in collecting funds to replant off site and ensure the persistence of the native tree canopy in the urban context.

The Tree Replanting Team was engaged in June 2013 and a specification has been developed and training has taken place.

Two Masterplans have been finalised and are ready to commence replanting – Kingsway, and Lantana and Kingswood (partnership with Ausgrid) the next two masterplans are in development.

PROVIDE: Introduce and administer strategies and programs to replace lost trees*Note, figures do not include Bushcare planting activities or other council unit’s tree planting initiatives / activities, eg Greenweb

Implement tree planting program on council land


1,179 street trees planted under Parks Operations planting program*

Maintain resident tree issue program 7,846 trees issued from council Community Nursery under ratepayer giveaway program*

Regulate tree planting program on private property

5,037 Tree Management Applications were finalised, and 89% of these were approved. Furthermore there were a number of highly successful local court prosecutions for unauthorised tree removal which netted council approx $60,000 in tree replacement funds throughout the year.

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PROVIDE: Regulate and enforce environmental protection measures in the urban environment(CRMS - Customer Response Management System records)

Undertake:

• Animal control services• Community law

enforcement• Illegal dumping patrols • Parking and traffic patrol


• Animal control services - 2,790 CRMS received and actioned.• Community law enforcement - 516 CRMS received and responded.• Illegal dumping patrols - 1,256 CRMS received and responded.• Parking and traffic patrols - 2,150 CRMS received and responded.

In excess of 580 patrols conducted in high profile areas such as Cronulla mall, and surrounding foreshore areas continuing to be monitored with 2,790 reactive customer requests responded to in relation to companion animal complaints. (2011/12 – 850 patrols, 1,855 reactive customer requests)

2,212 patrols of all schools and responded to 2,150 parking related requests. (2011/12 - 1,372 patrols, 2,100 parking) The Unit has continued its school safety campaign in conjunction with NSW Police concentrating on illegal parking and speeding in and around school areas. 210 courtesy speed checks were provided to drivers in and around schools with the data collected and then provided to council’s Road Safety Officer for collation. (2011/12 – 160)

80 programmed heavy vehicle inspections occurred with a focus on correct weight limits and secure loads. (2011/12 – 155)

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

Investigate incidents of pollution


Environmental and Health Regulation:

• 289 Noise pollution complaints investigated (2011/12 – 260)• 58 Air pollution complaints investigated (2011/12 – 52)• 75 Water pollution complaints investigated (2011/12 – 82)

Environment Protection and Regulation:

• 66 pollution and illegal dumping matters investigated and prosecuted.

Conduct audits of commercial and industrial premises


48 New audits undertaken (2011/12 – 39)

33 existing audit reinspections undertaken (2011/12 – 91)

None of the premises inspected had air related issues. 4 of the premises inspected had water related issues with none of the 4 complying after reinspection. (2011/12 - 2 premises inspected had air related issues with neither premises complying after reinspection. 8 of the premises inspected had water related issues with 2 of the 8 complying after reinspection)

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PROVIDE: Investigate options for council to reduce greenhouse gasses and explore opportunities to explore carbon credits

Pursue further vehicle fleet emission reduction options


Purchase of 10 new recycling waste vehicles and 4 new operational trucks equivalent to Euro 5 stated CO2 reduction is a further 25% and a particulate reduction of 90%. Council continues to invest in the renewal of fleet assets, introducing modern clean technologies and fuel efficient assets.

PROVIDE: Manage and promote the management of pest species

Implement Feral Animal Policy


Pest Species captured / controlled: 2012/13 2011/12

Deer 52 70

Rabbit 114 194

Foxes 146 117

Indian Myna birds 378 432

Cane Toads 182 w/ 300 tadpoles 984, tadpoles 4300

Treatment of rats 9 sites 6 sites

Treatment of cats 6 sites -

Treatment of carp 3 sites

PROVIDE: Local community groups, business, industry and residents initiatives which protect and/or enhance nature

Manage ongoing Bushcare Program


1,513 registered Bushcare volunteers with 632 regular Bushcare volunteers dedicating 11,213 hours.

(2011/12 - 690 active volunteers. Total Bushcare volunteer hours = 16,167)

Catchment Management Programs


1. Restoration of the vegetative corridors of the Kurnell Peninsula

2. Protection and restoration of the headwaters of the Mill Creek Catchment

3. Protection of the littoral rainforest of Hacking River Catchment

4. Restoration of the coastal reserves of Hacking River

5. Noxious weed control (Crown lands) Georges River and Hacking River Catchments

6. Vertebrate pest control programs Georges River and Hacking River Catchments (SSC and Crown lands)

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Implement corporate partnerships for Bushcare (as appropriate) No annual

target

Bushcare corporate partnerships not applicable for this period.

Continue Greenweb Program and Greenweb Schools

604 properties participating in Greenweb Program. (2011/12 – 566)

Schools continue to participate in Greenweb and this financial year saw 11 schools participate in ‘Schools in Greenweb’. (2011/12 – 16)

LOBBY: For changes to legislation, infrastructure or programs to conserve natural resources

Changes to container deposit legislation

No annual target

! Council supports this position.

Extended producer responsibility of e-waste Sita has opened an e-waste free drop off site at Lucas Height facility.

Waste infrastructure for processed material In progress as part of $465.7M Waste Less/Recycle more iniative.

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STRATEGY 5

STRENGTHENING OUR COMMUNITY

Facilitating community connections and providing the social services to support the people who make up the Sutherland Shire community is fundamental to our quality of life and success in all domains of Shire life. Making sure people feel safe to live, work and enjoy the Shire and their life is part of strengthening our social fabric.

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PROVIDE: Quality and responsive childhood education and care

Operate: 11 long day care centres, 1 OOSH and 4 vacation care programs

Manage Family Day Care Scheme

At minimum meet national quality sandards

Occupancy of 95%

Revenue neutral status

The Early Education Centres and Family Day Care all have current Quality Improvement Plans which are reflected on monthly. Seven services (6 Early Education Centres and the Family Day Care scheme) have commenced and/or completed the Assessment and Rating process by the legislative body. Allison Crescent, Hobart Place and Moore Street Child Care Centres have undergone their visit and are awaiting the final report; Canberra Road and Dianella Street received an overall rating of Exceeding the National Quality Standard; Fauna Place received working towards, however this is due to sustainability and all other elements were rating at either meeting or exceeding. Family Day Care received an overall rating of Meeting the National Quality Standard.

Early Education Centres maintained occupancy above 95% The average between January – June was 98.79%. This is a decrease of 1.78% from the previous 6 months 0.82% decrease from the same reporting period in 2012. The occupancy outcome resulted in an increase in the budget estimate for revenue, hence maintaining cost neutrality

!MOOSH maintained occupancy above 70% (budget estimate). The average between January – June was 79.95%, which is an increase of 15.50% on June - December 2012 and an increase of 16.56% from the same reporting period in 2012. The occupancy outcome recorded a surplus which will be put towards capital improvements.

Family Day Care January-June 2013 charged hours av 88.10% a decrease of 13.31% on July - December 2012. The decrease resulted from a group of educators leaving the scheme and moving to a private provider. The occupancy outcome meant a shortfall which has been covered from previous reserve funds.

Vacation Care occupancy was below the budget estimate of 82.80%. The average recorded between January – June was 66.61%. This is a decrease from July – December by 5.95% and a decrease of 0.57% from the same reporting period in 2012.

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Support vulnerable children and families


Special Child Care Benefit (SCCB) is administered for vulnerable families. During Jan-Jun, 13 children received fee relief via SCCB. This is an increase of two from July - Dec 2012 & a decrease of two from the same reporting period in 2012.

11 children were enrolled in June 2013 who are registered under the Strengthening Families Program which is an increase of 5 from December 2012.

There has been a slight increase in children with additional needs receiving Inclusion Support Subsidy with 15 children as at 30 June 2013, which is an increase of 1 from December 2012, however a significant decrease from 30 reported in the same period in 2012. The decrease is a result of the funding having much tighter restrictions on who is eligible for funding & what it can be used for.

Children’s Services facilitates the State funded inclusion support program. The funding under this program is based per calander year. In 2013, 35 children received funding compared to 15 in 2012. The dramatic increase was a result of promoting the funding.

Services have accessed Bicultural support for children which has aided in their ability to settle & feel secure within the environment

During the period from Jan- June, training was provided to staff on attachment & relationships with children as well as the required accredited child protection training ‘Identify and respond to Children & Young People at Risk of Harm’. These courses were offered through the training unit of Children’s Services, with the Child Protection course delivered by an internal staff member. An online child protection course was developed to enable all staff including casuals to keep abreast of their legislative requirements.

The training unit also facilitated parent workshops during this period which included ‘Triple P Parenting Program’ and an Information forum which involved external support agencies and the services available for families.

Individual Family Service plans were facilitated when required, involving all external services who have involvement with the child.

Liaison with external agencies continues to occur to support children’s development & placement at the service. These include speech therapist, Occupational therapists and transition to school programs etc

A number of referrals were made to support agencies, diagnostic services & paediatricians to assist families to identify & manage concerns with their child’s development and behaviour.

The Child Protection Policy has been updated.

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PROVIDE: Training to build the capacity of child care professionals and parents

Deliver quality early childhood care training

Satisfaction with Children’s Services remains at or above 80%

The overall satisfaction for the professional development training sessions reported by both internal & external staff averaged at 96.2% satisfaction during the period January - June, compared to 89.9% in the previous 6 months.Children’s Services has had 53 learners enrolled between January to June in either Certificate III in Children’s Services, Certificate IV in Children’s Services (Outside school hours care), Diploma of Children’s Services (Outside school hours care) or the Diploma in Children’s Services (Early childhood education and care). This figure represents a 29.2% increase from the previous 6 months & a 72% increase from the same period in 2012. During January – June 9 learners graduated, which is the same as the number recorded in 2012. The training unit delivered 13 professional development workshops with 231 attendees, a 31% decrease in workshops delivered & 27% decrease in the number of attendees from the previous 6 months. This reflects a 35% decrease in the number of workshops delivered & a 44% decrease in attendees from the same reporting period in 2012. There were 7 parenting workshops conducted with a total of 123 attendees, the number of workshops decreased by 12.5%, the number of attendees decreased by 45.09% from the previous 6 months. The number of workshops delivered increased from the same reporting period in 2012 by 2, however the attendees were still significantly less (25%). The Children’s Services unit was sought from external service providers to deliver 3 customised training sessions, this is a 25% decrease from the previous 6 months, however an increase from the same reporting period in 2012.

PROVIDE: Life Guard services and initiatives at the Shire’s beaches

Patrols, surf education programs and events at beaches

No loss of life between the flags

Winter: 1 July 2012 – 21 September 2012, Winter: 22 April 2013 – 30 June 2013During this period lifeguards patrolled both North and Cronulla beaches. North Cronulla beach was patrolled via surveillance from 10:30am – 3:30pm and opened whilst schools attend the beach between 12 – 2pm. Cronulla beach was patrolled from 7:30am - 3:30pm. Surf education programs including Surf Awareness and Surf Safety resulted in 26 schools with a total of 1144 students. This is an increase on last years student numbers (previous period 33 schools/705 students). Rescues 31, Preventative Actions 1356, First Aids 725 (previous period: Rescues 28, Preventative Actions 1281, First Aids 675 ) These stats are slightly up due to extended patrols at Nth Cronulla on weekends.Summer: 22nd September 2012 – 21st April 2013During this period lifeguards patrolled all of the Bate Bay beaches including Wanda, Elouera, North Cronulla and Cronulla. Daily patrol hours were between 8am-4:30pm and 8am- 5:30pm during day light savings. Surf education programs including Surf Awareness and Surf Safety resulted in 69 schools with a total of 3157 students this is comparable to this period last year (68 schools/3248 students). Rescues 319, Preventative Actions 14017 First Aids 3335 (previous period: Rescues 199, Preventative Actions 10,176, First Aids 3838 )20 local community organisations were supported to run recreational and leisure activities on our beaches. A total of 1047 individual bookings for beach areas were placed into the events booking system during the period. Previously only major events were counted, but this figure gives a more accurate account of the beach unit’s involvement with the community.

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PROVIDE: Professional expertise and support to community agencies servicing the Shire community

Resource local service inter-agencies to build community capacity


Provided support and convened 10 interagency meetings. Participated in 2 Neighbourhood Centres Forums, Multicultural Interagency, Domestic Violence Interagency, Mental Health Interagency, Caringbah Hub Steering Committee and support to Caringbah Women’s Heath and Info Service.

Deliver training and education to the community sector

Delivered 6 training sessions with 108 in attendance from service providers. Session topics include: Developing Organisational Partnerships, Work Health and Safety, Homelessness, Alcohol and Other Drug Use, Child Protection, and Grant Writing.

PROVIDE: Community initiatives which respond to local social issues

Implement Ageing Well Strategy

100% of planned activities completed

Ageing Well Strategy – 100% of planned activities completed, highlights include: successful workshop with Directors, Staff and Community reps to prioritise Ageing Well strategies, $25,000 Grant from NSW Govt – Ageing Friendly Public Places(Caringbah),Probus Club Ageing Well Promotion (300 participants), Linking Generations Art Project, highly popular Cross Divisional Seniors Week activities, Can Do seminar - strategic approach to managing change in the sector with 50 services and Govt agencies, Squalor and Hoarding Seminar encouraging cooperation across agencies.

Finalise and implement Youth Strategy

!

Youth Strategy- Draft Youth Strategy completed, consultation with council staff and local service providers concluded. Scheduled for exhibition first half of 2013/14. Youth events include: Youth Week Event April 2013, local youth arts organisation developing Cronulla Laneways project, Anti-graffiti mosaic in Engadine (EDYS), 3 Youth Council meetings developing local leaders, 3 Youth Network Interagency meetings linking services to local state and national youth initiatives, partner on Headspace steering group a one stop shop health service for young people, Schools and Services forum linking Department of Education and local service providers.

Provide financial subsidies and grants to facilitiate a range of social support


Administer Clubs Grants Program - $350,000 allocated to 39 groups. There were 141 applications with a value $1.1m in requests.

Annual Community Services and Arts Grants - $189,561 allocated to 29 groups to enable local organisations to develop projects which progress the Community Strategic Plan and other plans of council.

Information provided to and referral of residents to local community services


Extensive referral to community directory, website development and Facebook Pages (eg Greenhills Skate Facility), hard copy Seniors Directory distributed,Youth Info card, Homelessness Accommodation card and

Mental Health card reprinted & distributed.

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PROVIDE: Community safety and public place improvement initiatives

Implement Crime Prevention Plan

100% of planned activities completed

100% completed

Respond to crime and malicious hot spots


8 GRIP sessions attended, 10 Hotspots, removal kits continued, Skate Facility Anti-Graffiti project, Menai Safety, 2 graffiti removal projects with 5 squads and 20 volunteers, Engadine Community Services Volunteer Graffiti Removal Project in partnership with Dunlea for the three month period (17 students 2 teachers),CCTV’s (Sutherland & Engadine), Green screening project completed, Sutherland Overpass.

Remove graffiti 80% of reported graffiti incidents cleaned and removed within 7 days

1126 graffiti incidents reported. 84% of reported graffiti incidents cleaned and removed within 7 days. (2011/12 – 92%)

Review Access Policy Adopted Access Policy

Access Policy adopted. Action plan in development, 10 Access Audits undertaken.

PROVIDE: Community events which facilitate people connecting at the local and Shire-wide level and encourage local economic activity

Conduct community based events

100% of planned events undertaken

100% of planned events undertaken. The following events conducted: Opening of Bate Bay Lifeguards HQ, Handover of Cronulla Surf Club Records, NAIDOC Week Celebrations, Oak Park Expansion Opening, Shiprock Stairs Upgrade Launch, 10-Year Bali Memorial, Debating Finals, Public Speaking Finals, Seniors Christmas Concert, Citizen of the Year, Bushcare Volunteers Thankyou BBQ, Len Waters Memorial Opening, Australia Day, International Women’s Day, Gymea Baths Upgrade Opening, Seniors Lunch, Seniors Concert, Lakewood 35th Anniversary Event, Cook’s Landing (Meeting of Two Cultures), Cinema Under the Stars, The Ridge Golf Course Opening, Mayoral Ball.

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Conduct events in Cronulla CBD, Fiesta at the Beach and Coffee at Peace Park to stimulate economic activity

100% of planned events undertaken

Cronulla CBD: 100% of planned events undertaken, highlight as follows:School Holiday Activities – Cronulla Clue Challenge & Cosmodome (2 to 13 Jul 2012)Cronulla Spring Festival (8 to 9 Sep 2012)School Holiday Activities – International Gymnastics Competition & Dinosaur Activities (24 Sep to 7 Oct 2012)Summer Santa Photos (26 Nov to 24 Dec 2012)Christmas Creche (3 to 21 Dec 2012) New eventToddler Tuesday (Feb to Jul 2013 –during school terms) New eventGift Card Giveaway (11 to 24 Mar 2013)Cronulla Easter Show (29 Mar to 1 Apr 2013)Mother’s Day Shoppers Competition (29 Apr to 12 May 2013)Fiesta @ the Beach - increased visitor numbers from across the Sutherland Shire and Greater Metropolitan Sydney. Attendance estimated at 8,000 people. Multicultural program of song and dance and cuisine from around the world, celebrating Australia’s cultural diversity. Retailers and cafes in Cronulla benefited from increased trade.Coffee @ Peace - increased visitor numbers to well over 10,000 people in Peace Park. Sutherland Rotary raised money for charity through its ‘cook off’ and local businesses and coffee shops raised profile and benefited financially through stalls and foot traffic.

PROVIDE: Quality and responsive library services and spaces

Provide community and online library facilities and services that encourage library participation by diverse groups

Nil reduction in participation in library services from 2011/12

!

Visits per capita 5. 8 (6.0– 2011/12)

Physical visits were down by -8% but electronic visits were up by 4%. The total number of visits was down by 5%. This trend is evident in public libraries across the world. Changes in usage of collections will be addressed with heavy weeding of those areas no longer in demand.

Implement a new library management system

Library management system operational

System live and operational from June 2012.

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PROVIDE: Community facilities and spaces for neighbourhood and Shire wide community and small business activity

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

Nil reduction in no. of users of community hall facilities from 2011/12.

!

2012/13 users = 525, 855. Decrease from 2011/12 = 551,020

2012/13 meetings = 24,848. Increase from 2011/12 = 24,094

2012/13 hours = 81,109. Increase from 2011/12 = 72,613

Per capita cost/revenue per visitor to council managed community halls.

Net revenue 33 cents per visitor

s.356 subsidies as % of total revenue.

2012/13 = 6.41%. Decrease from 2011/12 = 7.88%

PROVIDE: Initiatives which support the local economy and tourism

Monitor and respond to trends and changes in the local economy


Co-ordinated feedback from business networks and the Economic Development Committee on ‘red tape’ to be included as part of council’s red tape review.

Worked with Environmental Operations Unit to develop fact sheets for business on the Change of Use DA Process to assist with customer expectations.

Development of a Home Base Business Guide commenced.

Further analysis of results from November 2012 Business Survey – ‘What 3 things can Council do to help Business and Red Tape review?’

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Implement economic and tourism related activities and events


Economic Development: Shared opportunities for local business to attend events and workshops via SSC website, Shire Business Facebook page and emails to our database.Tourism: Sutherland Shire hosted the Greater Sydney Tourism Awards in July. Council won the Local Government in Tourism category, our Tourism Manager (Jenny-Lee Stefas) won the individual contribution category. and local businesses won three gold and four highly commended awards. Seven local entries went on to be finalists in the NSW Tourism Awards with our Tourism Manager taking the gold award for regional contribution to tourism in NSW, and Sydney Coast Walks the bronze award for Eco Tourism. These were the first NSW awards to the Shire in over a decade.A new edition of the Shire Visitor Guide was launched in January, featuring over 100 things to see and do. The 76 page guide was supported by over 75 local business advertisements. The guide is distributed locally, through the VIC network and via the informed tourist in Sydney hotels and accommodation facilities. Shire Tourism ran a business development conference in March. ‘Put the Shire on the Map’ was attended by 50 people from the local business community.Council engaged consultancy firm 2T in March to identify opportunities for accommodation development in the Shire. A draft report with recommendations was received in June.Tourism partnered with Understand Down Under, Natures Tours and Cronulla & National Park Ferry Cruises to represent the Shire at the 2013 Australian Tourism Exchange in April. This international trade show resulted in 150+ leads with both international wholesalers and Australian inbound tour operators. The Visit the Shire website received over 108,000 visitors for the year and the ‘Visit the Shire’ Facebook page hit 3,000 likes as a result of the Show the Shire photo comp. The Shire Tourism Awards were held in June at the Hospitality Establishment.

PROVIDE: Opportunities for local businesses, community agencies and education/training providers to connectCoordinate, facilitate and refer business networks for local business to connect


Marine Network – attend and coordinated 3 network meetings, network event 27 March to discuss council Boat Ramp upgrades and gauge interest in the 2013 Marine and Boat Show. Manufacturing network – Manager Economic Development elected on Board of Directors for Southern Strength Agile Manufacturing Network – attended and coordinated 6 network meetings. Commercial Centres – developed a Commercial Centres Program to be piloted in Gymea and Engadine – program centred on business development, centre marketing and events and centre cleaning and maintenance. Health and Wellbeing – commenced discussions with Kogarah and Hurstville City Councils to merge our networks to become the Southern Sydney Health and Wellbeing Network to open further referral opportunities for business.

PROVIDE: Opportunities to assist the growth of small businessManage the SSHED to support the development of small business in the Shire

70% or above occupancy at the SSHED

!

Average of 66% with 6 months of the year at 71%. Measures to increase the occupancy level include; introduction of business assessment workshops, SSHED commercial lease, ongoing marketing using a range methodologies.

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PROVIDE: A range of leisure and recreation opportunities in council facilities

Provide programs at council’s leisure centre facilities

Nil reduction in school participation rates from 2011/12Increase in senior participation rates from 2011/12

Achieved increase in school participation rates across Leisure Centres from last year.

Continued strong participation rates for seniors with an increase across the Leisure Centres.

Programs offered include: learn to swim and stroke correction, squad programs, aquatics inflatables, swim club, Spa, Steamroom, Fitness classes to suit all ages and fitness levels including Aerobic, Spin, Boxing, Circuit and Aquarobics as well as a Cardio and Weights room, Boot Camp, Pilates and Personal Trainers,Creche and Pool Parties. Disabled access facilities.

PROVIDE: Equitable support to sporting groups to provide sport and leisure opportunities in the Shire

Provide active open space for registered sporting groups to operate on


889,440 sqm of active open space was available for approximately 49,476 registered sporting players. 17,997 sqm per person with 205 sporting playing fields.

PROVIDE: Regulation program that protects and improves community health

Ensure all registered businesses comply with prescribed health-related standards

Meet or exceed statutory inspection requirements

2012/13 2011/12No. Inspections % Complete % Target No. Inspections % Complete % Target

Food businesses 940 1,780 99.66% 95% 940 1,797 98.9% 95%Skin Penetration 107 105 98.13% 1 inspection

per business123 123 100%

Premises with cooling systems

55 55 100% 1 inspection per premises

56 53 98.2%

Brothels 5 5 100% 1 inspection per brothel

4 4 100%

Caravan parks 4 4 100% 1 inspection per caravan park

4 4 100%

Mortuary 1 1 100% 1 inspection per mortuary

1 1 100%

Mobile food vendors

8 8 100% 1 inspection per mobile food vendor

8 8 100%

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PARTNER: Education and training providers to fill local gaps to support local industryEstablish partnership with TAFE for the recognition of Certificate 4 and small business management accreditation No annual

target. 6 monthly reporting

TAFE reviewed SSHEDprogram and have identified four activities that would be recognised as credits toward Certificate 4 in Small Business Management Course.This course has 10 units. Further evidence based assessment of business management activities promoted by the SSHED program would likely result in the recognition of up to an additional four or five unit credits.Any SSHEDprogram business would need to enroll in the Loftus TAFE Certificate 4 in Small Business Management course and complete the minimum class time requirement.There are no current tenants engaged in this program.

Partnerships with education/training providers and other government agencies to identify gaps and facilitate solutions

Manager Economic Development on Board of Sutherland Business Education Network (includes representatives from TAFE, local schools, etc)Participated in the University of Wollongong’s Univative Program – working with teams of students to provide a report with recommendations on a real business problem – briefed, mentored and judged university teams for this program.

PARTNER: Local emergency services to prepare for, respond and manage natural disastersProvide support to the Rural Fire Service and State Emergency Service as required

As appropriate. 6 monthly reporting

Support provided as appropriate. Position of Local Emergency Management Officer (LEMO) taken up by Michael O’Leary (Manager Civil Operations) following retirement of Director Engineering.

PARTNER: Local business, government and other councils and organisations to promote economic growthPartnership projects with government agencies, industry peak and community based organisations


Sponsored F1 in Schools Program – an initiative that is part of the high school curriculum exposing students to develop an interest and learn skills in engineering/manufacturing.Combined Chambers of Commerce – co-ordinated and met with all 6 Shire Chambers Of Commerce (Menai, Bundeena, Cronulla, Miranda, Gymea and Engadine) to discuss local issues.

PARTNER: Local community groups and agencies to build strong community connectionsPartnership projects with government agencies, industry peak and community based organisations


Liquor Accords, Sutherland Shire Crime Prevention and Community Safety Precinct Committee, Safer Suburbs Safe Taxi Rank project (Federal Govt funding), Ageing Friendly Communities project (State Govt funding)

LOBBY: For appropriate services and programs to support local human service needsLobby for services and programs

As required. 6 monthly reporting

Lobby Ministers and Dept of Community Services & Health for Caringbah Women’s Health and Info Centre, Centrelink regarding defunding Homeless Persons Outreach Service, 7 support letters for Capital Assistance funding for local organisations.

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STRATEGY 6

RESPECT AND VALUE ALL HERITAGE AND CULTURE

Natural, manmade, historical and diverse people’s culture and heritage – it is all part of what enriches the Sutherland Shire and makes it unique. Valuing it in our individual and corporate actions is essential to its appreciation and celebration now and well into the future.

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PROVIDE: Local cultural, arts and entertainment opportunities

Provide events, classes and space at Hazelhurst Regional Gallery and Arts Centre


Hazelhurst: 182,148 visitors, 284 holiday workshops, 28 master classes, 163 schools tours/visits, 209 term classes (2011/12: 153,679 visitors, 282 holiday workshops, 35 master classes, 112 school tours/visiting, 192 term classes)

Provide entertainment at the Sutherland Entertainment Centre which is otherwise not provided locally

Total attendance at SEC for the year was 152,141 (Up from 147,266 for 2011/12).

PROVIDE: Community cultural events which celebrate the range of cultures in the Shire

Provide financial subsidies and grants to facilitate a range of arts, cultural activities and heritage

Heritage and Cultural Grants Programs delivered

8 Heritage Building Grants were awarded for the total amount of $25,111.00.

Cultural Grants as follows:

Annual Community Services and Arts Grants Guidelines reviewed as identified in Mayoral Minute.

Annual Community Services and Arts Grants allocated $189,561 to 29 groups to enable local organisations to develop projects which progress the Community Strategic Plan and other plans of council.

Annual Community Arts subsidies review process commenced as identified in Mayoral Minute.

2012/13 Arts and Cultural Subsidies allocated $87,288 to 21 groups.

PROVIDE: Support for community based arts and cultural activities

Provide assistance to community groups and organisations conducting community cultural events


Cook Community Classic Sutherland to Surf Boree Regatta Festival of KurnellGymea Village Fair MS Gong Ride Cops & Rodders Shirelive CarolsGunnamatta Festival Volleyball Championships Phil Bates Cycling Red Nose Day WalkathonSounds of the Suburbs Light the Night One Foot Forward Family Fun Day RegattaReclaim the Night Veteran’s Health Week 3 circuses.

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CIVIC LIFE

Essential to carrying out this Delivery Program and Operational Plan is having efficient and effective council operations that are underpinned by good corporate governance.

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Community SatisfactionUndertake and report on Community Satisfaction Survey (every two years)

Score of > 7 on ‘overall satisfaction’

Satisfaction maintained at 7.3 from Community Satisfaction Survey 2011. Community Satisfaction Survey 2013 is under review. (compared with previous 2009 satisfaction result of 7.4).

Develop and implement communications campaigns for council programs and initiatives

No annual target. 6 monthly reporting -

A number of communications campaigns were undertaken during this period: Draft LEP and Housing Strategy, On Call Clean Up, Gymea Village Marketing Plan, Seniors Activity and Australia Day events, Animal Shelter, Report It App, Garage Sale Trail, and Change Management Plan.

Produce council newsletter ‘Our Shire’

6 times/year - % who read ‘Our Shire’ is at least 90% (from Community Satisfaction Survey)

Council newsletter Our Shire printed and distributed through the Leader newspaper to 75,000 households. Published on council’s website and electronic edition available. Readers invited to subscribe by email.

Of the people who received ‘Our Shire’, 92% read it. (Community Satisfaction Survey 2011)

Undertake community engagement to assist in decision making


Research/community engagement was undertaken to support 45 council plans, infrastructure & community projects, and policy updates using a variety of methodologies including surveys, workshops, information sessions and online communication. Your Shire Your Say Residents Panel currently has 249 members with a relatively even gender balance.

Use the web to communicate with the community

> 2010/11 visitors (595,300)

980,942 visitors (2011/12 – 720,928)

> 64% who regard quality of web information as ‘good or excellent’ (from Community Satisfaction Survey)

63.8% (Community Satisfaction Survey 2011)

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

Telephone: Average telephone waiting time < 15 secs

6 secs (2011/12 – 6 secs)

% answered within 15 secs is > 70%

82.8% (2011/12 – 82.8%)

Abandonment rate <2% 0.5% (2011/12 – 0.6%)Counter: % rating service as ‘excellent or good’ is > 95%

97.9% (98.5%)

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Respond to formal access requests for information, in accordance with Government Information (Public Access) Act 2009

100% of GIPA requests processed within the statutory timeframe

100% of GIPA requests processed within the statutory timeframe.(2011/12 – 100%)

Management by fact

Undertake long term planning

Community Strategic Plan review complete within 9 months of council election

Completed.

Undertake research projects


The main research project that commenced during this period was the update of the State of the Shire report, however, this has been put on hold pending review. Other research-related projects are referred to earlier in the community engagement activity indicator.

Provide community statistics to council staff and the community

Total number of visitors > 2010/11 figure (7,335)

!The number of visits is 5,844. (2011/12 - 19,825 and 2010/11 - 7,335).

Continuous improvement

Maintain a financially sustainable organisation

Equal or exceed industry financial unrestricted current ratio and debt service ratio

• Unrestricted Current Ratio: 1.37 :1• Debt Service Ratio: 2.53%Both ratios are better than industry benchmark standards.

Participate in SSROC procurement and shared services projects


Council currently participates in 18 procurement contracts negotiated by SSROC. At this stage their have been no shared service projects.

Continue to implement organisation change and review program


Strategic Review Implementation Steering Committee established to oversee implementation of PwC Review recommendations. Divisional restructure completed and recruitment of new Directors currently in progress. A process for developing a new Long Term Strategy, reviews of duplication and fragmentation and improving customer service are underway.

EthicsTrain council staff in ethical practice

100% of all new staff trained All staff trained as required.

Manage formal complaints to Internal Ombudsman Unit

95% of complaints received are finalised ! As reported to council on 26/08/13, 11 matters carried into 3rd quarter, 49 new matters received and

39 matters finalised through quarters 3 & 4.

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

100% of program completed Audit program undertaken and completed in accordance with Internal Audit Committee’s direction.

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


Legal Services: Land & Environment Court cases = Class 1,2&3 – 18, Class 4 – 0, Class 5 - 2 (2011/12 Class 1,2&3 – 21,Class 4 – 1,Class 5 – 0)

Local Court prosecutions (development matters) = 24 (2011/12 – 21)

Environmental & Building Compliance:

The following investigations were finalised;

• Non compliance with Development Consent: 397 (2011/12 – 411)• Pollution – Development site: 31 (2011/12 – 39)• Unauthorised Development: 457 (2011/12 – 514)• Swimming Pool Fencing: 154 (2011/12 – 233)• Development Controls, Building Complaints, PCA : 22 (2011/12 – 25)• Other (mix of request types finalised by Compliance Unit): 550 (2011/12 – 457)• Illegal/Pruning Removal: 267 (2011/12 – 256)• Fire Safety Statements: 1,546 (2011/12 – 1,543)

The total value of PINS issued for the period was $153,800.Our commitment to our staffUndertake staff satisfaction survey (every 4 years)

Score of > 7 on staff satisfaction survey

2011 Survey Overall Staff Satisfaction: The overall level of satisfaction for the Directors is 8.83 (up from 8.38 in 2004), 7.97 for the Managers (up from 7.86 in 2004) and 7.51 for the staff (up from 7.23 in 2004).

Ensure a safe workplace WHS incidents per 100 workers is decreasing.

Trend from 2006/07 to 2012/13 is decreasing to 13.72. (2011/12 - 16.28)

Workers compensation claims incident rate per 100 workers is decreasing

Trend from 2006/07 to 2012/13 is decreasing to 3.53. (2011/12 - 4.99)

Lost time injury rate is decreasing. Trend from 2006/07 to 2012/13 is decreasing to 14.58. (2011/12 – 32.24)

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Implement Equal Employment Opportunity Management Plan

No annual target.

The EEO Management Plan, September 2012 - September 2016 continues to be implemented across the organisation with a variety of initiatives, projects and programs. Examples of some of the achievements include; all senior management attendance at bullying prevention training, Continuation of recording of all grievances and annual reporting to Directors, our identified EEO trainees completing studies and work, training and refresher information to staff for Fair Workplace, diversity events held and completion of external mentoring program for six women.

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


Gender: 6 females completed the Springboard Women’s Development Program with support from six mentors. Creation by Personnel of an internal Mentoring Program and four formal pairings to date. International Women’s Day event celebrated within the community, with event managed by council. International Women’s Day acknowledged internally with an educative update via Corporate News article and offering of support avenues for violence against women. Keeping in Touch Program created.

Youth: For the period 1/7/12 to 30 June 2013 council employed 37 trainees and apprentices made up of 10 apprentices and 27 trainees consisting of 23 males and 14 females with all but 2 under the age of 25.

People with a disability: 3 positions maintained and supported through a TAFE qualification. Visually impaired employee moved from outdoor work to call centre role with support from Vision Australia, Personnel, FWP Co-ordinator and Management. Working with Communities unit to ensure coverage in Access and Disability Action Plan. Online Business Development Team working towards relevant industry targets for ensuring website accessibility.

Aboriginal & Torres Strait Islander people: Trainee in ESD completed qualifications and additional work experience. The 12 month Elsa Dixon funded temporary internal secondment position maintained, ending December 2013. Three successful applications received for funding for temporary positions through the Elsa Dixon Program for 2013/14. Attendance at Aboriginal Advisory Committee meetings and/or information supplied. Exploration of an external cultural training program, to be re-considered 2013/14.

Provide a supportive working environment

Number of grievances referred to Fair Workplace is decreasing

!

There has been a slight increase of 4 in the number of contacts to FWP in comparison to 2011/12, however, still a reduction since the peak in 2010/11.

Advice sought increased by 5 from 2011/12. The levels where the FWP contact is coming from shows an increase in manager and supervisor contact to FWP for advice on managing a concern in their team, this is proactive and to be encouraged. The end action has remained fairly consistent over the past two years, particularly the 40% taking independent action themselves. This is a reflection of the changed FWP procedures and the focus on addressing any concerns early.In 2012/13, 1 division saw an increase in their specific incidents from 1% to 3% of their total headcount. The areas where these came from have been supported and managed and it is not anticipated will be of concern in future.


OTHER STATUTORY INFORMATIONThis section contains information required under various legislation and which is not covered elsewhere.A complete index for all statutory information in this report is on page 219.

INFORMATION REQUESTS UNDER GIPA (GOVERNMENT INFORMATION (PUBLIC ACCESS) ACT 2009)

Access applications received

2012/13 2011/12

Customer services Open applications 481 590

Records management Open applications 1218 1050

Epa 19 1237 442 1492

Governance Open applications 32 32

Proactive release 3

Informal applications 19 37

Formal applications 87 42

Invalid formal applications 11 12

Other applications 5 15

Internal review 1 1

Subpoenas/notice to produce 18 13

Through other legislation 10 6

Withdrawn formal 1 2

Duplicate 4 -

Gipa enquiry - preapplication 1 192 - 160

Total applications 1910 2242

PUBLIC INTEREST DISCLOSURES (PID) INTERNAL REPORTING POLICY

PID information category July 2012 to June 2013

2 (a) Total number of disclosures made 0

2 (b) Total number of disclosures received 0

2 (b) (i) Disclosure re corrupt conduct 0

2 (b) (ii) Disclosure re maladministration 0

2 (b) (iii) Disclosure re waste of public money 0

2 (b) (iv) Disclosure re government information contraventions

0

2 (b) (v) Disclosure re pecuniary interest conventions 0

2 (c) Number of disclosures finalised 0

2 (d) PID Policy in place Yes, since 10 October 2011

2 (e) Action taken by General Manager to ensure awareness

NSW Department of Local Government circulars 11-13,11-31 and 11-43 circulated by email to all staff.

Report about new PID Policy presented to Directors meeting September 2011.

Memo sent to all staff and councillors via council’s internal web site on 18 July 2011.

At induction all new staff trained in council’s PID Policy.


LEGAL REPORTING (LOCAL GOVT ACT CLAUSE 217(1)(A3))LAND AND ENVIRONMENT COURT MATTERS

Party Matter Progress/result

Zervos Appeal against refusal of DA for a residential flat building

Appeal upheld (proposal amended)

Sammut Developments Appeal against refusal of DA for a mixed use development

Appeal discontinued

Zreika Appeal against refusal of DA for subdivision Appeal upheld following submission of further information

Coneliano Appeal against refusal of DA for ancillary development to dwelling

Appeal dismissed

Kelly Appeal against refusal of DA for subdivision Appeal discontinued

Amed Appeal against refusal of DA for subdivision Appeal discontinued

Integrated Packaging Group Pty Ltd

Appeal against an Order Appeal discontinued

Panayi Appeal against refusal of DA for a dwelling Matter resolved by Section 34 Agreement

Betts Appeal against refusal of DA for subdivision Appeal dismissed

Imbree Class 4 proceedings against council Appeal discontinued

Imbree Appeal against refusal of DA for a dwelling and subdivision

Appeal dismissed

Imbree Appeal against refusal of DA for alterations and additions to dwelling

Appeal dismissed

Imbree Section 56A appeal against the detemination of the Senior Commissioner of the Land and Environment Court

Appeal dismissed

Imbree Section 56A appeal against the detemination of the Senior Commissioner of the Land and Environment Court

Appeal dismissed

Rosenthal Appeal against refusal of DA for garage Appeal dismissed

Heathcote Gospel Trust Appeal against refusal of DA for a meeting hall


Magiros Appeal against refusal of DA for a dwelling Matter resolved by Consent Orders

Mihajlov Appeal against refusal of DA for ancillary development to dwelling

Matter resolved by Section 34 Agreement

Dimovski Appeal against refusal of DA for a dwelling Matter resolved by Section 34 Agreement

Benson Appeal against refusal of DA for alterations and additions to dwelling


McLaren Appeal against refusal of DA for waterfront development


Sutherland District Trade Union Limited

Appeal against refusal of DA to modify trading hours


Cordon Investments Pty Ltd

Appeal against deemed refusal of DA for a boarding house


Elassal Appeal against refusal of DA for a child care centre




Maguire Appeal against refusal of DA for a child care centre

Appeal upheld

Furia Pty Ltd Appeal against refusal of DA for a child care centre


H & J Standen Pty Limited

Appeal against the refusal of DA for a marina

Appeal dismissed

H & J Standen Pty Limited

Section 56A appeal against the detemination of the Senior Commissioner of the Land and Environment Court

Continuing

Sud Appeal against the refusal of an application for a building certificate

Appeal dismissed

Benedict Industries Pty Ltd

Class 5 proceedings in the Land and Environment Court

Continuing

Benedict Industries Pty Ltd

Class 5 proceedings in the Land and Environment Court

Continuing

(Note: DA = development application)

LOCAL COURT MATTERS

Party Matter Progress/result Fine and legal costs/fees awarded

Thomas Biggart Fail to comply with order no.21 (safety of land)

Convicted Fine $1,200

Legal costs/fees awarded $483

Thomas Biggart Fail to comply with order no.27 (remove article etc)

Withdrawn and dismissed

Fine $Nil

Legal costs/fees awarded $Nil

Scott Hall Not comply with notice - laden mass exceeds by >3 <=4 tonnes

Convicted Fine $300


Marina Rettenbeck Stop on path/strip in built-up area

Convicted Fine $100


Peter Gibson In charge of dog that attacks - not dangerous dog

Convicted Fine $500


Peter Gibson Dog owner fail to comply with destruction/control order

Convicted Fine $500


Sue Brown In charge of dog that attacks - not dangerous dog

Convicted Fine $550


Sue Brown In charge of dog that attacks - not dangerous dog

Convicted Fine $550


Gumbusters-Bye-Gum Pty Ltd [ACN 080 569 964]

Stop in bus zone (in school zone)

Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Dimitria Dimitriev Fail to comply with order no.21 (safety of land)


Fine $Nil


Vineta Dimitriev Fail to comply with order no.21 (safety of land)


Fine $Nil




Adam Titcume Stop within 10 metres of an intersection without traffic lights


Fine $Nil


Ian Baas Disobey no stopping sign Convicted Fine $200


Christopher Hennessy Disobey no parking sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Seongeun Nam Not park rear to kerb where indicated

Convicted Fine $88


Noisi Pty Ltd Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Darren Gould Owner of dog uncontrolled in public place - not dangerous dog

Convicted Fine $300


John Hayes Development without development consent



Mina Boctor Disobey no stopping sign Withdrawn and dismissed

Fine $Nil


Craig Dillon Stop on/across driveway etc to/from land (in school zone)

Convicted Fine $200


Paul Edwards Stop in bus zone (in school zone)


Fine $Nil


Stuart Gilliland Stop in bus zone (in school zone)


Fine $Nil


Morteza Mahdilar Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Yuri Tyurikov Disobey no stopping sign Convicted Fine $50


Bhupinder Singh Not comply with notice - laden mass exceeds by >3 <=4 tonnes

Convicted Fine $300


Susana De Valle Parallel park close to dividing line/strip

Withdrawn by consent

Fine $Nil




Corey Villagrand Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Kenneth Irving Not comply with notice - laden mass exceeds by >2 <=3 tonnes

Convicted Fine $800

Legal costs/fees awarded $1,380

Nickolas Bozionelos Not comply with notice - laden mass exceeds by >2 <=3 tonnes



Nathan Karpenko Owner of dog uncontrolled in public place - not dangerous dog

Convicted Fine $150


Nathan Karpenko Owner of dog uncontrolled in public place - not dangerous dog

Convicted Fine $150


Chris Voukidis Cause/permit/transport waste to unlawful waste facility - Annulment Application



Eureka Operations Pty Ltd [ACN 104 811 216]

Development without development consent


Fine $Nil


Urban Maintenance Systems Pty Ltd [ACN 005 251 954]

Development without development consent

Offence proven – no conviction recorded – Section 10(1)(b) 12 month good behaviour bond

Fine $Nil


Jennifer Gibson Appeal against Dangerous Dog Declaration


Fine $Nil


Gregory O’Donnell Stop in bus zone (not clearway or transit/bus lane)

Offence not proven

Fine $Nil


Kylie Smith Stop in parking area for disabled without current disability permit displayed

Convicted Fine $50


Raymond Castany Not comply with notice - laden mass exceeds by >3 <=4 tonnes



Adam Wixx Owner of dog that attacks - not dangerous dog

Offence not proven

Fine $Nil


Sean Fennell District Court appeal against conviction of ‘In charge of dog which attacked person or animal - not dangerous dog’


Fine $Nil


Jane Muddle Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil




Kristina Stewart Stand vehicle in area when area closed to public


Fine $Nil




Fine $Nil




Fine $Nil


Jerry Brindley Park continuously for longer than permitted


Fine $ Nil


Robert Hankinson Disobey no parking sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $ Nil


Jeremiah Hurley Disobey no stopping sign Convicted Fine $85


Ronald Gadd Not comply with notice - laden mass exceeds by >3 <=4 tonnes


Fine $ Nil


Adam Hucker Double park Convicted Fine $ Nil


Stephen Cartwright Owner of dog attacks - not dangerous dog


Fine $ Nil


Supabarn Supermarkets Pty Ltd [052 318 395]

Sell unsafe food Convicted Fine $3,000


Meryl Ings Fail to comply with order no.21 (safety of land)


Fine $ Nil


David Barber Park continuously for longer than permitted

Convicted Fine $99


James Greenham Stop on/near intersection (no traffic lights)

Convicted Fine $150


Milad Gadallah Stand vehicle in disabled persons parking space without authority


Fine $Nil


Joan Smith Stop in loading zone Withdrawn and dismissed

Fine $Nil




Mark Christopher Disobey no stopping sign Withdrawn and dismissed

Fine $Nil


Basil Boutros Not comply with notice - laden mass exceeds by <=1 tonne

Convicted Fine $298


Profile Plaster And Metal Pty Ltd [ACN 062 411 616]

Stop heavy/long vehicle longer than 1 hour


Fine $Nil


Seth Brennan Development without development consent


Fine $Nil


Network Consumer Finance Pty Ltd [ACN 003 644 264]



Fine $Nil


Sasha Gassin Parallel park close to dividing line/strip


Fine $Nil


Stuart Hansman Park continuously for longer than permitted

Offence not proven

Fine $Nil


Sandra Rix Stop in bus zone (not clearway or transit/bus lane)


Fine $Nil


Helen Boulmetis Stop in bus zone - School Zone


Fine $Nil


Jeanette Brennan Development without development consent


Fine $Nil





Fine $Nil





Fine $Nil


Vasilios Delfakis Stop in bus zone (not clearway or transit/bus lane)

Convicted Fine $300


Stan Bury Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


SJR Logistics Pty Ltd Not comply with notice - laden mass exceeds by >3 <=4 tonnes


Fine $Nil




Vanessa Oros Stop in parking area for disabled without current disability permit displayed


Fine $Nil


Wing Ha Stop in parking area for disabled without current disability permit displayed

Convicted Fine $600


Trevor Hall Stop in bus zone (in school zone)


Fine $Nil


Julie Anderson Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Karen Inman Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Jennifer Hawkes Not park rear to kerb where indicated


Fine $Nil


Kelly O’brien Disobey no parking sign Convicted Fine $99


Geoffrey Gooch Stop in bus zone (not clearway or transit/bus lane)


Fine $Nil


Licha Sarkis Development not in accordance with consent


Fine $Nil



Continuing Fine $ To be determined

Legal costs/fees awarded $ To be determined



Fine $Nil


Faale Vaotuua Development without development consent


Fine $Nil





Licha Sarkis Development without development consent





Samira Dib Development without development consent



Neil East Development without development consent



Greg Hay Park continuously for longer than permitted

Convicted Fine $300


Greg Hay Disobey no stopping sign Convicted Fine $300


Paul Haslam Disobey no parking sign Convicted Fine $99


Jason Dean Rowe Disobey no stopping sign - school zone


Fine $Nil


Gee Kui Chen Not park rear to kerb where indicated


Fine $Nil


Christopher Spring Stop heavy/long vehicle longer than 1 hour

Convicted Fine $175


Lee Strawbridge Stop heavy/long vehicle longer than 1 hour


Fine $Nil




Fine $Nil




Fine $Nil


Licha Sarkis Fail to cease specified building work



Samira Dib Development without development consent



George Dib Development without development consent



Matthew Cavill Development without development consent



Michael Badaoui Development without development consent



Clayton Browne Stand vehicle in area longer than allowed

Convicted Fine $88




Reynaldo Villavicencio Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Ahmad Harmouche Double Park Withdrawn and dismissed

Fine $Nil


Glen Carter Disobey no stopping sign Withdrawn and dismissed

Fine $Nil


Charles Hasson Interfere/hinder/obstruct authorised person


Fine $Nil


Michelle Hasson Interfere/hinder/obstruct authorised person


Fine $Nil


Shaun Gordon Deposit litter from vehicle Convicted Fine $200


Movete Pale Stop on path/strip in built up area

Convicted Fine $50


Robert Carnegie Not comply with notice - laden mass exceeds by >3 <=4 tonnes

Convicted Fine $300


Ingrid Van Beek Own dog in prohibited place - not dangerous dog


Fine $Nil


Tony Intonato Stop on/across driveway/other access to/from land

Convicted Fine $300


Xiao Huang Disobey no stopping sign Convicted Fine $500


Paul Haynes Stop in bus zone (not clearway or transit/bus lane)

Convicted Fine $200


Danielle Davey Disobey no parking sign (in school zone)


Fine $Nil


Dheeraj Guptaa Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Pauline Maroney Disobey no stopping sign Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil




Ramy Elads Double park Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Neale Constantinou Disobey no stopping sign (in school zone)

Offence not proven

Fine $Nil


David Kennedy Stop within 10 metres of an intersection without traffic lights

Convicted Fine $250


Kim Mccormack Park continuously for longer than permitted


Fine $Nil


James Bailey Not stand vehicle in marked parking space


Fine $Nil


Gary Fordham Stop on path/strip in built-up area


Fine $Nil


David Kennedy Double park Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Nigel Francisco Stop in bus zone (not clearway or transit/bus lane)


Fine $Nil


Hayley Henson Parallel park close to dividing line/strip


Fine $Nil


Theresa Simpson Disobey no stopping sign in school zone


Fine $Nil


Brendan Johansen Stop on/across driveway etc to/from land (in school zone)


Fine $Nil


Steven Cheetham Disobey no stopping sign Withdrawn and dismissed

Fine $Nil


Qiao Wang Not park rear to kerb where indicated

Convicted Fine $65


Menios Mitakidis Stop on/across driveway/other access to/from land


Fine $Nil


Martin Beudeker Double park in school zone Withdrawn and dismissed

Fine $Nil


Kim Maree Tudjman Double park in school zone - Annulment Application


Fine $Nil


Elaine Attenborough Stop in parking area for disabled without current disability permit displayed


Fine $Nil




James Leutogi Development without development consent



Hizkia Oktavianus Stop on/near intersection (no traffic lights)

Convicted Fine $150


Joel Gedeon Not park rear to kerb where indicated


Fine $Nil


William Hamilton Double park Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Zoe Foote Stop on/near pedestrian crossing


Fine $Nil


Bella Orgad Double park Offence proven – no conviction recorded – Section 10 dismissal

Fine $Nil


Luke O’shea Stop in parking area for disabled without current disability permit displayed

Convicted Fine $250


Richard Wakeling Stand vehicle in area when area closed to public


Fine $Nil


Steve Du Casse Stop in bus zone (in school zone)

Convicted Fine $150


Angela Genas Stop on/near pedestrian crossing (in school zone)


Fine $Nil


Yingte Chen Disobey no stopping sign Withdrawn and dismissed

Fine $Nil


Anthony English Stop in bus zone (not clearway or transit/bus lane)


Fine $Nil



Other cOurt matters


Ismail District Court proceedings Settled on confidential terms

Comacho District Court proceedings Settled on confidential terms

Hebbron District Court proceedings Verdict for council

Boskovski District Court proceedings Settled on confidential terms

Lapham District Court proceedings Settled on confidential terms

Mathai District Court proceedings Ongoing

Collum District Court proceedings Ongoing

Major District Court proceedings Ongoing

Driscoll District Court proceedings Verdict for council

summary Of the amOunts incurred by cOuncil during the year in relatiOn tO legal prOceedings taken by Or against cOuncil

• Land and Environment Court Proceedings – $615,488

• Local Court proceedings – $20,265

• Other Court proceedings – $109,492

industrial staff matters

• Costs relating to staff industrial matters - $29,754.20. Status: Finalised.

OVerseas Visits representing cOuncilIn August 2012 whilst overseas, the Manager Library and Information Services attended the International Federation of Library Associations conference in Helsinki, Finland. Total cost to council was $1,180 for registration and accommodation.

In October 2012, council’s Environmental Asssessment Officer Architect attended the Royal Australian Institute of Architects Country Division Conference in New Zealand. Total cost to council was $528.

Whilst on an international exchange study program (paid for by the League of California Cities City Managers) council’s Privacy and Access Officer attended a conference January/February 2013 in Calfornia USA. Total cost to council was $1,483.25 for meals, accommodation, petrol and misc. expenses.

cOntractsInformation about council’s contracts is available on the Register of Council Contracts, which is on our website at www.sutherlandshire.nsw.gov.au/Register_of_Council_Contracts.

in this register, class 1 contracts are those that have, or are likely to have, a value of $150,000.

rates and charges Written Off (2012/13 year)Pensioner rebates – mandatory (Section 575 of the Local Government Act) .................. -$2,551,919.84

Pensioner rebates – voluntary (Section 582 of the Local Government Act) .................... -$1,056,802.96

Rates – other ............................................................................................................. -$22,359.55

Interest ....................................................................................................................... -$6,176.15

Legal costs ................................................................................................................ -$41,070.96

Domestic waste charges ............................................................................................... -$3,177.45

total ....................................................................................................................... -$3,681,506.91


GRANTS UNDER LOCAL GOVERNMENT ACT SECTION 356

2010/11 2011/12 2012/13

General subsidies program 48,647.00 27,622.38 28,323.76

Sutherland Entertainment Centre hire subsidies 67,143.00 92,724.50 86,218.43

Community services / seniors grants

Caringbah Community Resources Centre Subsidy 55,981.00 58,620.19 59,118.36

Engadine Community Resources Centre Subsidy 55,981.00 51,333.00 53,248.09

Gymea Community Resources Centre Subsidy 55,981.00 60,304.31 60,950.01

Sutherland Community Resources Centre Subsidy 7,000.00 -

Sutherland Community Resources Centre Subsidy 55,981.00 64,660.00 65,655.00

Annual Community Services Grants Program 137,987.00 140,942.00 189,436.00

Annual Seniors Grants Program 3,230.00 - -

Men’s Shed 14,648.00 5,352.00 -

Childrens Services 2,340.00

Outreach Youth Works 42,614.00

Cultural planning and events grants

Annual Community Arts Grants Program 39,468.00 40,446.95 34,600.00

Menai Australia Day celebrations organisation 24,738.00 38,270.81 46,577.20

Bundeena Art of Living Festival Grant 10,300.00 18,828.00 10,000.00

Sutherland Shire Symphony Orchestra Conductors fee 3,425.00 3,528.00 3,500.00

Sutherland Shire Symphony Orchestra Concert rental 17,641.00 18,170.00 18,170.00

Sutherland Shire Symphony Orchestra Rehearsal rental 3,057.00 3,149.00 3,149.00

Miranda Musical Society 7,057.00 7,269.00 7,269.09

Seniors Group Subsidy - 26,190.00 25,398.05

Sutherland Shire Creative Writing Group 1,906.00 - 600.00

Bundeena Youth Vacation Program - 12,115.00

Toy Library - 6,530.00

Heritage Festival - 10,000.00

YOUTHS - Youth Music Awards Grant 2,450.00 2,328.20

Property Management

Annual Hall hire subsidies 69,917.00 67,978.49 64,943.27

Heritage Grants

Heritage Grants - Publications 11,525.00 - -

Heritage Grants - Buildings 8,264.00 45,128.00 -

TOTAL 699,877.00 772,966.63 833,083.46


SPECIAL VARIATION EXPENDITUREThere was no special variation expenditure in 2012/13.

CAPITAL EXPENDITURE REPORTINGNo Capital Expenditure reviews were presented to council for consideration in 2012/13.

COMPLIANCE WITh ThE COMPANION ANIMALS ACT AND REGULATIONLodgement of pound data returns with the Department of Local Government.

COUNCIL SEIzE ACTIVITY

Cats Dogs Total

Seized 2 453 455

Returned to owner 0 170 170

Transferred to council’s facility 215 283 498

COUNCIL ANIMAL CARE FACILITY ACTIVITY

Animals in and arriving at council’s facility

Cats Dogs Total

Animals in council’s facility 219 289 508

From seizures 2 15 283 498

Dumped 0 0 0

Surrendered by owners 4 6 10

Animals leaving council’s facility

Released to owners 3 196 199

Euthanased 11 10 21

Sold 176 64 240

Released to organisation to re-home

1 5 6

Died at council facility 4 0 4

Stolen from council facility 0 0 0

Escaped from council facility 0 0 0

LODGEMENT OF DATA RELATING TO DOG ATTACkS WITh DEPARTMENT OF LOCAL GOVERNMENT

Status Incidents entered Attacking dogs Victims (human and animal)

Commenced 22 27 27

Finalised 100 115 124

Under investigation 10 12 11

Total 132 154 162


AMOUNT OF FUNDING SPENT RELATING TO COMPANION ANIMAL MANAGEMENT AND ACTIVITIES

The total amount of salaries and expenses associated with council’s companion animal management and activities is $668,821.00 of which $347,666.20 is the operational cost of the animal shelter and veterinary services.

COMPANION ANIMAL COMMUNITY EDUCATION PROGRAMS CARRIED OUT

Throughout the year council provides general information to the public through newspaper articles, council’s website, and social media including facebook and general publications that are provided to all households, local businesses and schools throughout the Local Government area on a bi-monthly basis. Council also runs open days and discount microchipping weeks at its animal shelter facility and attends many local community events through each year.

STRATEGIES COUNCIL hAS IN PLACE TO PROMOTE AND ASSIST ThE DE-SEXING OF DOGS AND CATS

Council organises a mail out to identified companion animal owners every month providing information on a companion animal owner’s requirement to have their dogs micro-chipped and registered. This is also endorsed by the sending of SMS messages to the listed mobile phone numbers of the identified companion animal owners reminding of their requirement.

The information reminds companion animal owners that their pets must be registered at six months of age. The advantage for owners is that once micro-chipped, companion animals that stray or become lost can be returned to their owners. It also reminds them of the benefits of desexing and the reduced financial implication for registration in doing so.

Similarly, owners of dangerous dogs can be readily located in the event of a dog attacking a member of the public. The information provided in the monthly mail out also covers the de-sexing of dogs, with the enclosed registration form advising the difference in fees for an unsexed versus a de-sexed animal.

Council seeks to rehouse the dogs and cats at its Animal Shelter. All dogs and cats rehoused are de-sexed, lifetime registered, vaccinated and micro chipped.

They also leave the shelter with a collar and council made-tag.

Council participates in the promotion of National De-sexing Month held in August of each year with the National De-sexing Network.

STRATEGIES IN PLACE TO COMPLY WITh ThE REQUIREMENT UNDER SECTION 64 (COMPANION ANIMALS ACT) TO SEEk AN ALTERNATIVE TO EUThANASIA OR UNCLAIMED ANIMALS

The shelter operates under a ‘low euthanasia’ policy, whereby only those dogs or cats assessed to be either dangerous/restricted or as having an illness that would affect its quality of life are euthanased.

In some circumstances dogs that have been declared ‘dangerous’ are euthansed at the request of their owners as the shelter is unable to rehome or sell them.

To this end the shelter recorded a 4.13% euthanase rate out of a total 508 animals that entered the shelter facility. The strategies employed by Sutherland are clearly the best in NSW (Council) operated facilities.

SPECIALIzED OFF- AND ON-LEASh AREAS PROVIDED IN ThE COUNCIL AREA

• Wanda Beach, Wanda• Wanda Reserve, Wanda• Greenhills, Wanda• Gunyah Beach, Bundeena• Horderns Beach – Bundeena• Carina Bay Reserve - Tivoli Esplanade, Como• Helena Street Reserve - Helena Street, Kirrawee• Silver Beach – Kurnell

Council continues to work with animal welfare and re-homing organisations in order to provide greater exposure for the animals in finding new owners.


STORMWATER MANAGEMENTCouncil levies an annual charge for its stormwater management services. Under the Local Government Regulation 2005, the annual report must include statement detailing the stormwater management services provided by the council during that year.

Stormwater Management 2012/13

Category Total budget estimate Actual expenditure

Drainage construction $1,790,067 $1,422,468

Drainage studies $631,824 $235,147

Stormwater maintenance $867,369 $760,746

Stormwater reuse $40,000 $0

Water quality $458,816 $247,034

Total $3,788,076 $2,665,395

SENIOR STAFF REMUNERATION 2012/13Senior staff as defined by the Local Government Act are the General Manager and Directors.

Total remuneration

Salary component

Non-cash benefits

Running cost of vehicle

Total non-cash benefits

Superannuation (inclusive of salary sacrifice)

FBT payable

General Manager $354,112 $309,686 $2,301 $3,566 $5,867 $25,000 $5,860

Directors $1,366,760 $1,157,566 $31,649 $137,979 $41,413

VOLUNTARY PLANNING AGREEMENTSThe following agreements were in force in 2012/13.

Land Parties to the

Agreement

Agreement Status

The land to which the agreement applies comprises: lot 1 in DP1101922; lot 111 in DP 777967; proposed lot 1 of the Consolidated Development Pty Ltd lots as identified in plan 2 in Schedule 1; proposed lot 1059 of the Australand Kurnell Pty Ltd lots in plan 2 in Schedule 1; proposed lot 2 of the Consolidated Development Pty Ltd lots in plan 2 in Schedule 1; lot 1122 in DP 794114; proposed lots 3 and 4 of the

Consolidated Development Pty Ltd lots in plan 2 in Schedule 1. The land is currently identified as: Lot 1122 DP 794114, Lot 22 DP 226424, Lot C DP 370539, Lot 111 DP 777967, Lot 116 DP 777967, Lot 1123 DP 794114, Lot 2 DP

1101922, Lot 1 DP 1101922, Lot 1054 DP 1140838, Lot 1055 DP 1140838, Lot 1056 DP 1140838, Lot 1057 DP 1140838, Lot 1058 DP 1140838, Lot 1059 DP 1140838.

Sutherland Shire Council, Australand

Kurnell Pty Ltd, Breen Holdings Pty Ltd.

The agreement was entered into on 3 June 2010. The planning agreement sets out provisions for how approximately 91 hectares of open space will be embellished with playing fields, associated amenities, and landscaping and then dedicated to council.

Ongoing

The land to which the agreement applies comprises: lot 42 and 43 in DP1061416.

Sutherland Shire Council and Gandangara Local Aboriginal Land Council.

The agreement was entered into on 16 December 2009. The planning agreement sets out provisions for how open space will be embellished and dedicated to council.

Ongoing


WORk ON PRIVATE LANDThere were no resolutions by council in 2012/13 concerning work on private land, as per Section 67(3) of the Local Government Act and Clause 217(1) of the Local Government (General) Regulation.

ENVIRONMENTAL UPGRADE AGREEMENTSNo environmental upgrade agreements were entered into (under Section 406) in 2012/13.

COASTAL PROTECTION SERVICESNo annual charge was levied for coastal protection services in 2012/13.

EXTERNAL BODIES ThAT EXERCISED FUNCTIONS DELEGATED BY COUNCILCouncil does not have any external bodies such as county councils exercising functions delegated by council. Community management committees manage many council functions such as halls, but report through council’s own standing committee system.

CORPORATIONS AND OThER BODIES IN WhICh COUNCIL hELD A CONTROLLING INTEREST OR PARTICIPATEDCronulla Promotions Ltd, a company limited by guarantee, was set up by council in 1988 to manage the operation of Cronulla Plaza in promoting business activity for the Cronulla Business District. There are five directors: four are nominees of the Cronulla Chamber of Commerce and the fifth is an employee of council. Council controls the company in that it has to approve the company’s annual budget and supplies the company’s major source of income through a special rate levied on property owners in the area.

See also ‘Note 19: Controlled Entities, Associated Entities and Interests in Joint Ventures ‘in the Financial Statements on page 181.


FINANCIAL INFORMATION

All councils have a legal requirement to produce an audited financial statement each financial year.

These statements show how council performed financially during the past 12 months.

Understanding the annual financial reports ................................................................... 106

General purpose financial statements ........................................................................... 108

Special purpose financial statements ............................................................................ 191

Special schedules....................................................................................................... 206


FINANCIAL INFORMATION

106 - SUTHERLAND SHIRE COUNCIL ANNUAL REPORT

UNDERSTANDING THEANNUAL FINANCIAL REPORTS

INTRODUCTIONAll councils have a legal requirement to produce an audited financial statement each financial year. These statements show how council performed financially during the past 12 months through an income statement, and also on the overall financial position at the end of that period through a balance sheet. Council operates as a ‘not-for-profit’ organisation providing services and replacing assets for the community on a balanced budget approach each year.

Council is committed to accountability. This ‘Understanding the Annual Financial Reports guide has been developed to help readers understand and analyse the financial reports as part of that accountability.

WHAT IS IN THE ANNUAL FINANCIAL REPORT?Council’s financial report is presented in the following sections:

• Principal Financial Statements• Notes to, and forming part of, the Principal

Financial Statements• Special Purpose Financial Reports• Special Schedules.

All sections are prepared by council staff. The first three sections are audited by council’s appointed external auditor. After audit approval we adopt the reports as a true and fair representation of council’s financial position and performance.

PRINCIPAL FINANCIAL STATEMENTS

These are the four statements included in the first few pages of the financial report. They are the Income Statement, Balance Sheet, Statement of Changes in Equity and Cash Flow Statement. Individual line items within these statements will be referenced to a Note to provide more detailed information.

INCOME STATEMENT

The Income Statement is sometimes referred to as a Profit and Loss Statement or Operating Statement in many business sectors. In local government it shows:

• the sources of council’s revenue, including capital grants and contributions, received or accrued within the financial year

• the expenses incurred in council delivering services to the community during the year.

The key figure to look at is the Operating Result from Continuing Operations. This can be a surplus, or deficit, for the year that is the equivalent to the profit, or loss, of council for the year. A surplus means that the revenue was greater than the expenses.

For the year ended 30 June 2013 this is a surplus of $4.685 million.

This has reduced by $47.824 million compared to 2011/12 and is a result mainly attributable to $44 million being dedicated to council by the state government for Land Under Roads in 2011/12. Under accounting standards this must be shown as an income item.

BALANCE SHEET

This one-page summary is a snapshot of the financial situation as at 30 June. It shows what council owns as assets and what it owes as liabilities. The bottom line of this statement is Net Assets. This is the net worth of council, which has been built up since council’s inception.

The assets and liabilities are separated into current and noncurrent. Current means those assets or liabilities that will fall due in the next 12 months whilst non-current is greater than the 12 months.

The total of current and non-current assets is the Total Assets held by council. For the year ended 30 June 2013 the total is $1.542 billion. For the year ended 30 June 2013 total liabilities is $ 82.899 million.

Net Assets is the term used to describe the difference between the value of Total Assets and the value of Total Liabilities.

It represents the net worth, or equity, of council as at 30 June. For the year ended 30 June 2013 this is $1.459 billion.

Total Equity is the net worth of council and is always equal to Net Assets.

Council’s total equity has increased by $ 228 million since last financial year and is attributable to the following movements:

• A revaluation of council’s Operational Land and Drainage Assets :$223.591 million

STATEMENT OF CHANGES IN EQUITY

During the course of the year the value of Total Equity as set out in the Balance Sheet will move according to financial activity. The Changes in Equity Statement

SUTHERLAND SHIRE COUNCIL ANNUAL REPORT - 107

UNDERSTANDING THEANNUAL FINANCIAL REPORTS

shows the values of such changes and how these changes arose.

The main reasons for a change in equity stem from:

• the profit or loss from operations as described in the Income Statement as Result from Continuing Operations for the year.

• the revaluation of assets that takes place on a regular basis to ensure the most up-to-date value is included in council’s books; it also occurs when existing assets are taken up in the books for the first time.

CASH FLOW STATEMENT

The Cash Flow Statement summarises council’s cash payments and cash receipts for the year. The values usually differ from those shown in the Income Statement because that statement is prepared on an accrual accounting basis, whilst the Cash Flow Statement shows pure cash movements during the year. Essentially

it is the movement of cash in and out of council’s bank account during the year.

Council’s cash arises from, and is used in, three main areas:

Operating Activities

• Receipts – all cash received into council’s bank account except the costs associated with the sale of assets, or capital.

• Payments – All cash paid by council from its bank account except costs associated with the creation of assets, or capital.

Investing Activities

• Cash invested in infrastructure, property, plant and equipment assets and the cash received from the sale of these assets.

Financing Activities

• Receipt and repayment of borrowed funds and advances. The bottom line of the Cash Flow Statement is the cash held at the end of financial year.

For the year ended 30 June 2013 this is $41.079 million.

NOTES TO, AND FORMING PART OF, THE PRINCIPAL FINANCIAL STATEMENTS

There are 20 specific Notes detailing council’s accounting policies and the detailed makeup of the amounts shown in the Principal Financial Statements. The Notes are numbered 1 to 20 and are specifically referenced to individual line items on the Principal Financial Statements.

Note 1 is very important as it outlines the details of council’s accounting policies to complement the treatment of the Australian equivalents to International Financial Reporting Standards (AIFRS). Some AIFRS are not prescriptive on subjects, therefore it is necessary to establish local government prescribed codes and regulations and also council accounting policies to follow and also convey to the reader. The Notes read in conjunction with the Principal Financial Statements should provide a much clearer picture of the accounts and financial performance.

SPECIAL PURPOSE FINANCIAL REPORTS

These reports show the financial position and performance of council’s declared Business Activities under the National Competition Policy guidelines. Council has five declared activities: Long Day Child Care, Operational Property, Sutherland Entertainment Centre, Commercial Waste and the Certification Unit.

SPECIAL SCHEDULES

Council prepares four Special Schedules to assist the reader and the NSW Department of Local Government with more financial information. These Schedules are not audited by the appointed external auditor. The Schedules completed by council are:

• Special Schedule 1 – Net Cost of Services (by function or activity)

• Special Schedule 2 (a) – Statement of Long Term Debt (All Purpose)

• Special Schedule 7 – Condition of Public Works• Special Schedule 8 – Financial Projections (next 4

years forecast).


Sutherland Shire Council GENERAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2013

“Sutherland Shire, in Sydney’s south, shaped bybays, rivers, beaches and national parks…”


Financial Statements 2013

page 1

Sutherland Shire Council

General Purpose Financial Statements for the financial year ended 30 June 2013

Contents

1. Understanding Council's Financial Statements

2. Statement by Councillors & Management

3. Primary Financial Statements:

- Income Statement- Statement of Comprehensive Income- Statement of Financial Position- Statement of Changes in Equity- Statement of Cash Flows

4. Notes to the Financial Statements

5. Independent Auditor's Reports:

- On the Financial Statements (Sect 417 [2]) - On the Conduct of the Audit (Sect 417 [3])

Overview

(i) These financial statements are General Purpose Financial Statements and cover the consolidated operationsfor Sutherland Shire Council.

(ii) Sutherland Shire Council is a body politic of NSW, Australia - being constituted as a Local Government areaby proclamation and is duly empowered by the Local Government Act (LGA) 1993 of NSW.

Council's Statutory Charter is detailed in Paragraph 8 of the LGA and includes giving Council;

the ability to provide goods, services & facilities, and to carry out activities appropriate to the current & futureneeds of the local community and of the wider public,

the responsibility for administering regulatory requirements under the LGA and

a role in the management, improvement and development of the resources in the area.

A description of the nature of Council's operations and its principal activities are provided in Note 2(b).

(iii) All figures presented in these financial statements are presented in Australian Currency.

(iv) These financial statements were authorised for issue by the Council on 23/10/13.Council has the power to amend and reissue these financial statements.

Page

4

67

5

2

3

8

9

7981


Financial Statements 2013_

Sutherland Shire Council Notes to the Financial Statements for the financial year ended 30 June 2013 Understanding Council's Financial Statements

page 2

Introduction Each year, individual Local Governments across NSW are required to present a set of audited financial statements to their Council & Community. What you will find in the Statements The financial statements set out the financial performance, financial position & cash flows of Council for the financial year ended 30 June 2013. The format of the financial statements is standard across all NSW Councils and complies with both the accounting & reporting requirements of Australian Accounting Standards and requirements as set down by the NSW Division of Local Government. About the Councillor/Management Statement The financial statements must be certified by Senior staff as "presenting fairly" the Council's financial results for the year, and are required to be adopted by Council - ensuring both responsibility for & ownership of the financial statements. About the Primary Financial Statements The financial statements incorporate 5 "primary" financial statements: 1. The Income Statement

Summarises Council's financial performance for the year, listing all income & expenses. This statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred. 2. The Statement of Comprehensive Income

Primarily records changes in the fair values of Council's Infrastructure, Property, Plant & Equipment. 3. The Statement of Financial Position

A 30 June snapshot of Council's financial position indicating its Assets, Liabilities & “Net Wealth”. 4. The Statement of Changes in Equity

The overall change for the year (in dollars) of Council's "Net Wealth".

5. The Statement of Cash Flows

Indicates where Council's cash came from and where it was spent. This statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred.

About the Notes to the Financial Statements The Notes to the financial statements provide greater detail and additional information on the 5 primary financial statements. About the Auditor's Reports Council's financial statements are required to be audited by external accountants (that generally specialize in Local Government). In NSW, the Auditor provides 2 audit reports: 1. An opinion on whether the financial statements

present fairly the Council's financial performance & position, &

2. Their observations on the conduct of the Audit

including commentary on the Council's financial performance & financial position.

Who uses the Financial Statements ? The financial statements are publicly available documents & must be presented at a Council meeting between 7 days & 5 weeks after the date of the Audit Report. Submissions from the public can be made to Council up to 7 days subsequent to the public presentation of the financial statements. Council is required to forward an audited set of financial statements to the Division of Local Government.



This Statement should be read in conjunction with the accompanying Notes. page 4


Income Statement for the financial year ended 30 June 2013

$ '000

Income from Continuing OperationsRevenue:Rates & Annual ChargesUser Charges & FeesInterest & Investment RevenueOther RevenuesGrants & Contributions provided for Operating PurposesGrants & Contributions provided for Capital PurposesOther Income:Investment Revaluation IncreasesNet Share of interests in Joint Ventures & AssociatedEntities using the equity method

Total Income from Continuing Operations

Expenses from Continuing OperationsEmployee Benefits & On-CostsBorrowing CostsMaterials & ContractsDepreciation & AmortisationImpairmentOther ExpensesNet Losses from the Disposal of Assets

Total Expenses from Continuing Operations

Operating Result from Continuing Operations

Discontinued Operations

Net Profit/(Loss) from Discontinued Operations

Net Operating Result for the Year

Net Operating Result attributable to CouncilNet Operating Result attributable to Non-controlling Interests

Net Operating Result for the year before Grants andContributions provided for Capital Purposes

Original Budget as approved by Council - refer Note 16

4a

4d

1,034

243,316

93,268 1,669

34,179 24,033

52,509

-

4e

Budget (1)

-

-

4c

3e,f

36,624

52,509

52,509

40,461

4d

4b

24

5

19

7,822 14,775 16,729

4,830 14,152

94,535

201,721

16,268 54,010

-

-

123,150 125,732 28,491

-

2013

4,265

11,652

28,838

17,892 11,239

3b

Notes

3a

3d3c

3e,f

(1)

7,261

-

(4,391)

7,261

1,429 34,634

125,381

-

-

192,951

7,261

500

200,212

96,005

23,459 -

36,924

945

(7,563)

197,036

4,685

4,685

-

4,685

579

-

26,830

190,807

Actual 2012

(1,501)

-

26,182 -

34,158

Actual 2013

1,121

12,248





Statement of Comprehensive Income for the financial year ended 30 June 2013

$ '000

Net Operating Result for the year (as per Income statement)

Other Comprehensive Income:

Amounts which will not be reclassified subsequently to the Operating Result

Gain (loss) on revaluation of I,PP&ETotal Items which will not be reclassified subsequentlyto the Operating Result

Amounts which will be reclassified subsequently to the Operating Resultwhen specific conditions are met

Nil

Total Other Comprehensive Income for the year

Total Comprehensive Income for the Year

Total Comprehensive Income attributable to CouncilTotal Comprehensive Income attributable to Non-controlling Interests

Notes

20b (ii)

2013

223,591

4,685

228,276

- 228,276

Actual

223,591

223,591

34,754

Actual

-

2012

34,754

52,509

34,754

87,263

87,263





Statement of Financial Position as at 30 June 2013

$ '000

ASSETSCurrent AssetsCash & Cash EquivalentsInvestmentsReceivablesInventoriesOtherNon-current assets classified as "held for sale"Total Current Assets

Non-Current AssetsInvestmentsReceivablesInventoriesInfrastructure, Property, Plant & EquipmentInvestments accounted for using the equity methodInvestment PropertyIntangible AssetsTotal Non-Current Assets

TOTAL ASSETS

LIABILITIESCurrent LiabilitiesPayablesBorrowingsProvisionsTotal Current Liabilities

Non-Current LiabilitiesPayablesBorrowingsProvisionsTotal Non-Current Liabilities

TOTAL LIABILITIES

Net Assets

EQUITYRetained EarningsRevaluation ReservesCouncil Equity InterestNon-controlling Interests

Total Equity

6b

8

7

Notes

8

1,459,058 -

-

8

1,542,057

18,097

6b

10

85,316

2013

1,456,741

14,368

10

10

20

10

20

6,945

Actual

1,230,782 1,459,058

1,230,782

1,088,691

61,891

-

1,093,376

21,108 22,465

83,033

60,568

4,755

1,230,782 82,999

1,459,058

-

16,353 5,550

142,091

16,915

1,213,63225

10

365,682

10

9,368

-

3,847 7

14199

2012Actual

17,588

-

7,399 35,581 36,849

-

- 48,052

1,151,829

100,183-

1,313,815

-

4,838 5,269

21,269 13,949

23,317 55,991

12,582

22

6a 45,207

- 50,447

1,390,474

1,420

1,988

1,657 -




Statement of Changes in Equity for the financial year ended 30 June 2013

$ '000

Opening Balance (as per Last Year's Audited Accounts)

a. Losses Realisedb. Changes in Accounting Policies (prior year effects)

Revised Opening Balance (as at 1/7/12)

c. Net Operating Result for the Year

d. Other Comprehensive Income - Revaluations : IPP&E Asset Revaluation Rsve - Revaluations: Other Reserves - Transfers to Income Statement - Impairment (loss) reversal relating to I,PP&E - Other Movements (enter details here)

Other Comprehensive Income

Total Comprehensive Income (c&d)

e. Distributions to/(Contributions from) Non-controlling Interests

f. Transfers between Equity

Equity - Balance at end of the reporting period

$ '000

Opening Balance (as per Last Year's Audited Accounts)

a. Correction of Prior Period Errorsb. Changes in Accounting Policies (prior year effects)

Revised Opening Balance (as at 1/7/11)

c. Net Operating Result for the Year

d. Other Comprehensive Income - Revaluations : IPP&E Asset Revaluation Rsve - Revaluations: Other Reserves - Transfers to Income Statement - Impairment (loss) reversal relating to I,PP&E - Other Movements (enter details here)

Other Comprehensive Income

Total Comprehensive Income (c&d)

e. Distributions to/(Contributions from) Non-controlling Interests

f. Transfers between Equity

Equity - Balance at end of the reporting period

-

- -

Interest

-

52,509

Earnings

Non-

Notes

2013

- 20b (ii)

20b (ii)

- 20 (c)

-

1,088,691

-

4,685

1,088,691 - 20 (d)

20b (ii)

- -

4,685

20b (ii)

2012

- 52,509

1,036,182

- 107,337

107,337 -

20 (d) -

Earnings (Refer 20b)

-

- 20b (ii) -

- -

Interest

- - -

34,754

- -

34,754

-

-

- -

-

34,754 87,263

20b (ii)

20b (ii)

20b (ii)

-

1,230,782

52,509

20b (ii)

141,716

Retained

20b (ii) -

Notes

1,036,182

20 (c) -

- -

1,093,376

-

1,088,691 142,091 -

- -

- - - -

-

142,091

223,591

- -

-

223,591

375

Interest(Refer 20b)

1,230,782

1,230,407 375

-

- -

-

- -

228,276

-

- -

-

- -

- -

Equity

34,754

1,143,519

-

-

1,143,519

1,143,519 -

-

34,754

-

-

-

-

223,591

-

-

- 223,591

1,230,782 -

- 223,591

-

Equity

365,682

-

Reserves

-

87,263 -

1,230,782

-

- -

4,685

1,230,407

Council controlling

-

223,591

-

-

34,754

52,509

-

1,143,519

-

-

34,754

-

-

223,591

1,459,058

-

-

controllingInterest

- - -

- 375 -

Non-

228,276

Council

1,459,058

4,685 -

Total

Retained Reserves Total






Statement of Cash Flows for the financial year ended 30 June 2013

$ '000

Cash Flows from Operating ActivitiesReceipts:Rates & Annual ChargesUser Charges & FeesInvestment & Interest Revenue ReceivedGrants & ContributionsOtherPayments:Employee Benefits & On-CostsMaterials & ContractsBorrowing CostsOtherNet Cash provided (or used in) Operating Activities

Cash Flows from Investing ActivitiesReceipts:Sale of Investment SecuritiesSale of Infrastructure, Property, Plant & EquipmentOther Investing Activity ReceiptsPayments:Purchase of Investment SecuritiesPurchase of Investment PropertyPurchase of Infrastructure, Property, Plant & EquipmentNet Cash provided (or used in) Investing Activities

Cash Flows from Financing ActivitiesReceipts:Proceeds from Borrowings & AdvancesProceeds from Finance LeasesPayments:Repayment of Borrowings & AdvancesRepayment of Finance Lease LiabilitiesNet Cash Flow provided (used in) Financing Activities

Net Increase/(Decrease) in Cash & Cash Equivalents

plus: Cash & Cash Equivalents - beginning of year

Cash & Cash Equivalents - end of the year

(1,400) (1,669) (1,121) (32,491) (95,175)

(7,634)

2,300

41,079

(516)

67

19,264

21,815

(1,090) (876)

19,264

(21,953)

14,836

(13,060)

4,428

(35,923) 11b

1,452 -

30,539 31,035

146,200 100,320

(122,900)

- 476

869

(38,310)

(70,120)

(33,079) - (5,220)

(13,547)

8,900

(2,941)

(93,998)

27,380

Budget

124,127

22,891

2013

28,838 4,222

(34,288)

(2,516)

14

(253)

17,713

8,000

31,919 (36,186)

11a

-

4,752

(2,792)

(616) (900)

7,544

(34,095)

11a

2,800

(42,856)

1,000

-

Actual

28,492

(40,497)

4,234 26,906 5,183

(90,359)

16,525 23,532

121,817

(34,977)

13,162

Notes

126,555

20122013Actual



page 9


Notes to the Financial Statements for the financial year ended 30 June 2013

Contents of the Notes accompanying the Financial Statements

Details

Summary of Significant Accounting PoliciesCouncil Functions / Activities - Financial InformationCouncil Functions / Activities - Component DescriptionsIncome from Continuing OperationsExpenses from Continuing OperationsGains or Losses from the Disposal of AssetsCash & Cash Equivalent AssetsInvestmentsRestricted Cash, Cash Equivalents & Investments - DetailsReceivablesInventories & Other AssetsInfrastructure, Property, Plant & EquipmentExternally Restricted Infrastructure, Property, Plant & EquipmentInfrastructure, Property, Plant & Equipment - Current Year ImpairmentsPayables, Borrowings & ProvisionsDescription of (and movements in) ProvisionsStatement of Cash Flows - Additional InformationCommitments for ExpenditureStatement of Performance Measures:13a (i) Local Government Industry Indicators (Consolidated)13a (ii) Local Government Industry Graphs (Consolidated)13b Local Government Industry Indicators (by Fund)Investment PropertiesFinancial Risk ManagementMaterial Budget VariationsStatement of Developer ContributionsContingencies and Other Liabilities/Assets not recognisedControlled Entities, Associated Entities & Interests in Joint VenturesEquity - Retained Earnings and Revaluation Reserves

Financial Result & Financial Position by Fund"Held for Sale" Non Current Assets & Disposal GroupsEvents occurring after the Reporting PeriodDiscontinued OperationsIntangible AssetsReinstatement, Rehabilitation & Restoration Liabilities

Additional Council Disclosures

Council Information & Contact Details

n/a - not applicable

2(a)

32(b)

6(b)

5

48

41

4244

54

52

53

49

23

26

Note

22

14

10(a)10(b)

17

6(a)

4

6(c)

9(c)

11

24

Page

1

25

19

1516

20

21

58

56

51

52 n/a

18

1213

10303132

78

9(a)9(b)

27

37

42

55

71

61

78

7776 n/a

76 n/a

n/a59

76 n/a

60

74

66

76 n/a

68

76 n/a

75



Sutherland Shire Council Notes to the Financial Statements for the financial year ended 30 June 2013 Note 1. Summary of Significant Accounting Policies

page 10

The principal accounting policies adopted by Council in the preparation of these consolidated financial statements are set out below in order to assist in its general understanding. Under Australian Accounting Standards (AASBs), accounting policies are defined as those specific principles, bases, conventions, rules and practices applied by a reporting entity (in this case Council) in preparing and presenting its financial statements. (a) Basis of preparation (i) Background These financial statements are general purpose financial statements which have been prepared in accordance with; Australian Accounting Standards and

Interpretations issued by the Australian Accounting Standards Board,

the Local Government Act (1993) & Regulation,

and the Local Government Code of Accounting

Practice and Financial Reporting. For the purpose of preparing these financial statements, Council has been deemed to be a not-for-profit entity. (ii) Compliance with International Financial Reporting Standards (IFRSs) Because AASBs are sector neutral, some standards either:

(a) have local Australian content and prescription that is specific to the Not-For-Profit sector (including Local Government) which are not in compliance with IFRS’s, or

(b) specifically exclude application by Not for Profit entities.

Accordingly in preparing these financial statements and accompanying notes, Council has been unable to comply fully with International Accounting Standards, but has complied fully with Australian Accounting Standards.

Under the Local Government Act (LGA), Regulations and Local Government Code of Accounting Practice & Financial Reporting, it should be noted that Councils in NSW only have a requirement to comply with AASBs. (iii) New and amended standards adopted by Council None of the new standards and amendments to standards that are mandatory for the first time for the financial year beginning 1 July 2013 affected any of the amounts recognised in the current period or any prior period and are not likely to affect future periods. (iv) Early adoption of Accounting Standards Council has not elected to apply any pronouncements before their operative date in the annual reporting period beginning 1 July 2013. Refer further to paragraph (ab) relating to a summary of the effects of Standards with future operative dates. (v) Basis of Accounting These financial statements have been prepared under the historical cost convention except for: (i) financial assets and liabilities at fair value

through profit or loss, available-for-sale financial assets and investment properties which are all valued at fair value,

(ii) the write down of any Asset on the basis of Impairment (if warranted) and

(iii) certain classes of Infrastructure, property, plant

& equipment that are accounted for at fair valuation.

The accrual basis of accounting has also been applied in their preparation. (vi) Changes in Accounting Policies Council’s accounting policies have been consistently applied to all the years presented, unless otherwise stated.




page 11

There have also been no changes in accounting policies when compared with previous financial statements unless otherwise stated [refer Note 20(d)].

(vii) Critical Accounting Estimates The preparation of financial statements requires the use of certain critical accounting estimates (in conformity with AASBs). Accordingly this requires management to exercise its judgement in the process of applying the Council's accounting policies. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the entity and that are believed to be reasonable under the circumstances. Critical accounting estimates and assumptions Council makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year are set out below. (i) Estimated fair values of investment properties

(ii) Estimated fair values of infrastructure, property,

plant and equipment.

(iii) Estimated tip remediation provisions.

Critical judgements in applying the entity's accounting policies (i) Impairment of Receivables - Council has made

a significant judgement about the impairment of a number of its receivables in Note 7.

(ii) Projected Section 94 Commitments - Council

has used significant judgement in determining future Section 94 income and expenditure in Note 17.

(b) Revenue recognition Council recognises revenue when the amount of revenue can be reliably measured, it is probable that future economic benefits will flow to the entity and specific criteria have been met for each of the Council’s activities as described below. Council bases any estimates on historical results, taking into consideration the type of customer, the type of transaction and the specifics of each arrangement. Revenue is measured at the fair value of the consideration received or receivable. Revenue is measured on major income categories as follows: Rates, Annual Charges, Grants and Contributions Rates, annual charges, grants and contributions (including developer contributions) are recognised as revenues when the Council obtains control over the assets comprising these receipts. Control over assets acquired from rates and annual charges is obtained at the commencement of the rating year as it is an enforceable debt linked to the rateable property or, where earlier, upon receipt of the rates. A provision for the impairment on rates receivables has not been established as unpaid rates represent a charge against the rateable property that will be recovered when the property is next sold. Control over granted assets is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured, and is valued at their fair value at the date of transfer. Revenue from Contributions is recognised when the Council either obtains control of the contribution or the right to receive it, (i) it is probable that the economic benefits comprising the contribution will flow to the Council and (ii) the amount of the contribution can be measured reliably. Where grants or contributions recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the




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unused grant or contribution is disclosed in Note 3(g). Note 3(g) also discloses the amount of unused grant or contribution from prior years that was expended on Council’s operations during the current year. The Council has obligations to provide facilities from contribution revenues levied on developers under the provisions of S94 of the EPA Act 1979. Whilst Council generally incorporates these amounts as part of a Development Consents Order, such developer contributions are only recognised as income upon their physical receipt by Council, due to the possibility that individual Development Consents may not be acted upon by the applicant and accordingly would not be payable to Council. Developer contributions may only be expended for the purposes for which the contributions were required but the Council may apply contributions according to the priorities established in work schedules. A detailed Note relating to developer contributions can be found at Note 17. User Charges, Fees and Other Income User charges, fees and other income (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs. A provision for the impairment of these receivables is recognised when collection in full is no longer probable. A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided as at balance date.

Sale of Infrastructure, Property, Plant and Equipment The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

Interest and Rents Rents are recognised as revenue on a proportional basis when the payment is due, the value of the payment is notified, or the payment is received, whichever first occurs. Interest Income from Cash & Investments is accounted for using the Effective Interest method in accordance with AASB 139. (c) Principles of Consolidation These financial statements incorporate (i) the assets and liabilities of Council and any Entities (or operations) that it controls (as at 30 June 2013) and (ii) all the related operating results (for the financial year ended the 30th June 2013). The financial statements also include Council’s share of the assets, liabilities, income and expenses of any Jointly Controlled Operations under the appropriate headings. In the process of reporting on Council’s activities as a single unit, all inter-entity year end balances and reporting period transactions have been eliminated in full between Council and its controlled entities. (i) The Consolidated Fund

In accordance with the provisions of Section 409(1) of the LGA 1993, all money and property received by Council is held in the Council’s Consolidated Fund unless it is required to be held in the Council’s Trust Fund. The Consolidated Fund and other entities through which the Council controls resources to carry on its functions have been included in the financial statements forming part of this report. The following entities have been included as part of the Consolidated Fund: General Purpose Operations Hazelhurst Regional Art Gallery Cronulla Plaza Management and Promotions Sutherland, Engadine and Caringbah Leisure

Centres Sutherland Entertainment Centre Commercial (Business) Waste Certification Unit




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Long Day Care Centres Operational Property Domestic Waste Management Due to their immaterial value and nature, the following Committees, Entities & Operations have been excluded from consolidation: Como School of Arts EG Waterhouse National Camellia Gardens Gymea Community Hall Loftus Community Hall Maianbar Community Hall Marton Hall Community Oyster Bay Oval Sandy Point Community Hall Sutherland Multipurpose Centre The (i) total income and expenditure from continuing operations and (ii) the net assets held by these excluded Committees & Operations is as follows:

Total incomefrom continuing operations $130,533 Total expenditurefrom continuing operations $106,436 Total net assets held (ie Equity) $285,871

Note: Where actual figures are not known, best estimates have been applied. (ii) The Trust Fund In accordance with the provisions of Section 411 of the Local Government Act 1993 (as amended), a separate and distinct Trust Fund is maintained to account for all money and property received by the Council in trust which must be applied only for the purposes of or in accordance with the trusts relating to those monies. Trust monies and property subject to Council’s control have been included in these statements. Trust monies and property held by Council but not subject to the control of Council, have been excluded from these statements. A separate statement of monies held in the Trust Fund is available for inspection at the Council office by any person free of charge.

(iii) Joint Ventures

Jointly Controlled Assets & Operations The proportionate interests in the assets, liabilities and expenses of a Joint Venture Activity have been incorporated throughout the financial statements under the appropriate headings. Jointly Controlled Entities

Any interests in Joint Venture Entities & Partnerships are accounted for using the equity method and is carried at cost. Under the equity method, the share of the profits or losses of the partnership is recognised in the income statement, and the share of movements in retained earnings & reserves is recognised in the balance sheet. (iv) Associated Entities Where Council has the power to participate in the financial and operating decisions (of another entity), ie. where Council is deemed to have “significant influence” over the other entities operations but neither controls nor jointly controls the entity, then Council accounts for such interests using the equity method of accounting – in a similar fashion to Joint Venture Entities & Partnerships. Such entities are usually termed Associates.

(v) County Councils

Council is not a member of any County Councils.

(vi) Additional Information Note 19 provides more information in relation to Joint Venture Entities, Associated Entities and Joint Venture Operations where applicable. (d) Leases All Leases entered into by Council are reviewed and classified on inception date as either a Finance Lease or an Operating Lease.




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Finance Leases Leases of property, plant and equipment where the Council has substantially all the risks and rewards of ownership are classified as finance leases. Finance leases are capitalised at the lease’s inception at the lower of the fair value of the leased property and the present value of the minimum lease payments. The corresponding rental obligations, net of finance charges, are included in borrowings. Each lease payment is allocated between the liability outstanding and the recognition of a finance charge. The interest element of the finance charge is costed to the income statement over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. Property, plant and equipment acquired under finance leases is depreciated over the shorter of each leased asset’s useful life and the lease term.

Operating Leases Leases in which a significant portion of the risks and rewards of ownership are retained by the lessor are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are charged to the income statement on a straight-line basis over the period of the lease. Lease income from operating leases is recognised in income on a straight-line basis over the lease term.

(e) Cash and Cash Equivalents Cash and cash equivalents includes; cash on hand, deposits held at call with financial institutions, other short-term, highly liquid investments with

original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value, and

bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities on the balance sheet but are incorporated into Cash & Cash Equivalents for presentation of the Cash Flow Statement. (f) Investments and Other Financial Assets Council (in accordance with AASB 139) classifies each of its investments into one of the following categories for measurement purposes: financial assets at fair value through profit or

loss, loans and receivables, held-to-maturity investments, and available-for-sale financial assets. Each classification depends on the purpose/intention for which the investment was acquired & at the time it was acquired. Management determines each Investment classification at the time of initial recognition and re-evaluates this designation at each reporting date. (i) Financial assets at fair value through profit or loss Financial assets at fair value through profit or loss include financial assets that are “held for trading”. A financial asset is classified in the “held for trading” category if it is acquired principally for the purpose of selling in the short term. Derivatives are classified as held for trading unless they are designated as hedges. Assets in this category are primarily classified as current assets as they are primarily held for trading &/or are expected to be realised within 12 months of the balance sheet date.




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(ii) Loans and receivables Loans and receivables are non derivative financial assets with fixed or determinable payments that are not quoted in an active market. They arise when the Council provides money, goods or services directly to a debtor with no intention (or in some cases ability) of selling the resulting receivable. They are included in current assets, except for those with maturities greater than 12 months after the balance sheet date which are classified as non-current assets. (iii) Held-to-maturity investments Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturities that the Council’s management has the positive intention and ability to hold to maturity. In contrast to the “Loans & Receivables” classification, these investments are generally quoted in an active market. Held-to-maturity financial assets are included in non-current assets, except for those with maturities less than 12 months from the reporting date, which are classified as current assets. (iv) Available-for-sale financial assets Available-for-sale financial assets are non-derivatives that are either designated in this category or not classified in any of the other categories. Investments must be designated as available-for-sale if they do not have fixed maturities and fixed or determinable payments and management intends to hold them for the medium to long term. Accordingly, this classification principally comprises marketable equity securities, but can include all types of financial assets that could otherwise be classified in one of the other investment categories. They are generally included in non-current assets unless management intends to dispose of the investment within 12 months of the balance sheet

date or the term to maturity from the reporting date is less than 12 months.

Financial Assets – Reclassification Council may choose to reclassify a non-derivative trading financial asset out of the held-for-trading category if the financial asset is no longer held for the purpose of selling it in the near term. Financial assets other than loans and receivables are permitted to be reclassified out of the held-for-trading category only in rare circumstances arising from a single event that is unusual and highly unlikely to recur in the near term. Council may also choose to reclassify financial assets that would meet the definition of loans and receivables out of the held-for-trading or available-for-sale categories if it has the intention and ability to hold these financial assets for the foreseeable future or until maturity at the date of reclassification. Reclassifications are made at fair value as of the reclassification date. Fair value becomes the new cost or amortised cost as applicable, and no reversals of fair value gains or losses recorded before reclassification date are subsequently made. Effective interest rates for financial assets reclassified to loans and receivables and held-to-maturity categories are determined at the reclassification date. Further increases in estimates of cash flows adjust effective interest rates prospectively.

General Accounting & Measurement of Financial Instruments: (i) Initial Recognition Investments are initially recognised (and measured) at fair value, plus in the case of investments not at “fair value through profit or loss”, directly attributable transactions costs Purchases and sales of investments are recognised on trade-date - the date on which the Council commits to purchase or sell the asset. Financial assets are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and the Council has




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transferred substantially all the risks and rewards of ownership. (ii) Subsequent Measurement Available-for-sale financial assets and financial assets at fair value through profit and loss are subsequently carried at fair value. Loans and receivables and held-to-maturity investments are carried at amortised cost using the effective interest method. Realised and unrealised gains and losses arising from changes in the fair value of the financial assets classified as “fair value through profit or loss” category are included in the income statement in the period in which they arise. Unrealised gains and losses arising from changes in the fair value of non monetary securities classified as "available-for-sale" are recognised in equity in the available-for-sale investments revaluation reserve. When securities classified as "available-for-sale" are sold or impaired, the accumulated fair value adjustments are included in the income statement as gains and losses from investment securities.

Impairment Council assesses at each balance date whether there is objective evidence that a financial asset or group of financial assets is impaired. A financial asset or a group of financial assets is impaired and impairment losses are incurred only if there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset (a ‘loss event’) and that loss event (or events) has an impact on the estimated future cash flows of the financial asset or group of financial assets that can be reliably estimated. If there is evidence of impairment for any of Council’s financial assets carried at amortised cost (eg. loans and receivables), the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s original effective interest rate.

(iii) Types of Investments Council has an approved Investment Policy in order to undertake its investment of money in accordance with (and to comply with) Section 625 of the Local Government Act and S212 of the LG (General) Regulation 2005. Investments are placed and managed in accordance with the Policy and having particular regard to authorised investments prescribed under the Ministerial Local Government Investment Order. Council maintains its investment Policy in compliance with the Act and ensures that it or its representatives exercise care, diligence and skill that a prudent person would exercise in investing Council funds. Council amended its policy following revisions to the Ministerial Local Government Investment Order arising from the Cole Inquiry recommendations. Certain investments that Council holds are no longer prescribed (eg. managed funds, CDOs, and equity linked notes), however they have been retained under grandfathering provisions of the Order. These will be disposed of when most financially advantageous to Council. (g) Fair value estimation The fair value of financial assets and financial liabilities must be estimated for recognition and measurement or for disclosure purposes. The fair value of financial instruments traded in active markets is based on quoted market prices at the balance sheet date. The fair value of financial instruments that are not traded in an active market is determined using valuation techniques. Council uses a variety of methods and makes assumptions that are based on market conditions existing at each balance date. Quoted market prices or dealer quotes for similar instruments are used for long-term debt instruments held.




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If the market for a financial asset is not active (and for unlisted securities), the Council establishes fair value by using valuation techniques. These include reference to the fair values of recent arm’s length transactions, involving the same instruments or other instruments that are substantially the same, discounted cash flow analysis, and option pricing models refined to reflect the issuer’s specific circumstances. The nominal value less estimated credit adjustments of trade receivables and payables are assumed to approximate their fair values. The fair value of financial liabilities for disclosure purposes is estimated by discounting the future contractual cash flows at the current market interest rate that is available to the Council for similar financial instruments.

(h) Receivables Receivables are initially recognised at fair value and subsequently measured at amortised cost, less any provision for impairment. Receivables (excluding Rates & Annual Charges) are generally due for settlement no more than 30 days from the date of recognition. The collectibility of receivables is reviewed on an ongoing basis. Debts which are known to be uncollectible are written off in accordance with Council’s policy. A provision for impairment (ie. an allowance account) relating to receivables is established when there is objective evidence that the Council will not be able to collect all amounts due according to the original terms of each receivable. The amount of the provision is the difference between the asset’s carrying amount and the present value of estimated future cash flows, discounted at the effective interest rate. Impairment losses are recognised in the Income Statement within other expenses. When a receivable for which an impairment allowance had been recognised becomes

uncollectible in a subsequent period, it is written off against the allowance account. Subsequent recoveries of amounts previously written off are credited against other expenses in the income statement. (i) Inventories Raw Materials and Stores, Work in Progress andFinished Goods Raw materials and stores, work in progress and finished goods in respect of business undertakings are all stated at the lower of cost and net realisable value. Cost comprises direct materials, direct labour and an appropriate proportion of variable and fixed overhead expenditure, the latter being allocated on the basis of normal operating capacity. Costs are assigned to individual items of inventory on the basis of weighted average costs. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale. Inventories held in respect of non-business undertakings have been valued at cost subject to adjustment for loss of service potential. Land Held for Resale/Capitalisation of Borrowing Costs Land held for resale is stated at the lower of cost and net realisable value. Cost is assigned by specific identification and includes the cost of acquisition, and development and borrowing costs during development. When development is completed borrowing costs and other holding charges are expensed as incurred. Borrowing costs included in the cost of land held for resale are those costs that would have been avoided if the expenditure on the acquisition and development of the land had not been made.




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Borrowing costs incurred while active development is interrupted for extended periods are recognised as expenses.

(j) Infrastructure, Property, Plant and Equipment (I,PP&E)

Acquisition of assets Council’s non current assets are continually revalued (over a 5 year period) in accordance with the fair valuation policy as mandated by the Division of Local Government. At balance date, the following classes of I,PP&E were stated at their Fair Value; - Investment Properties – refer Note 1(p), - Water and Sewerage Networks

(External Valuation)

- Operational Land (External Valuation)

- Buildings – Specialised/Non Specialised (External Valuation)

- Plant and Equipment

(as approximated by depreciated historical cost)

- Roads Assets incl. roads, bridges & footpaths (Internal Valuation)

- Drainage Assets (/Internal Valuation) - Bulk Earthworks (Internal Valuation)

- Community Land (External Valuation)

- Land Improvements

(as approximated by depreciated historical cost)

- Other Structures (as approximated by depreciated historical cost)

- Other Assets (as approximated by depreciated historical cost)

The 2013 revaluations for Operational Land were based on independent revaluations made by McLennan Steege Smith and Associates.

Initial Recognition On initial recognition, an assets cost is measured at its fair value, plus all expenditure that is directly attributable to the acquisition. Where settlement of any part of an asset’s cash consideration is deferred, the amounts payable in the future are discounted to their present value as at the date of recognition (ie. date of exchange) of the asset to arrive at fair value. The discount rate used is the Council’s incremental borrowing rate, being the rate at which a similar borrowing could be obtained from an independent financier under comparable terms and conditions. Where infrastructure, property, plant and equipment assets are acquired for no cost or for an amount other than cost, the assets are recognised in the financial statements at their fair value at acquisition date - being the amount that the asset could have been exchanged between knowledgeable willing parties in an arm’s length transaction. Subsequent costs Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to Council and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the income statement during the financial period in which they are incurred.

Asset Revaluations (including Indexation) In accounting for Asset Revaluations relating to Infrastructure, Property, Plant & Equipment: Increases in the combined carrying amounts of

asset classes arising on revaluation are credited to the asset revaluation reserve.

To the extent that a net asset class increase

reverses a decrease previously recognised via the profit or loss, then increase is first recognised in profit or loss.

Net decreases that reverse previous increases of

the same asset class are first charged against revaluation reserves directly in equity to the




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extent of the remaining reserve attributable to the asset, with all other decreases charged to the Income statement.

Water and sewerage network assets are indexed annually between full revaluations in accordance with the latest indices provided in the NSW Office of Water - Rates Reference Manual. For all other assets, Council assesses at each reporting date whether there is any indication that a revalued asset’s carrying amount may differ materially from that which would be determined if the asset were revalued at the reporting date. If any such indication exists, Council determines the asset’s fair value and revalues the asset to that amount. Full revaluations are undertaken for all assets on a 5 year cycle. Capitalisation Thresholds Items of infrastructure, property, plant and equipment are not capitalised unless their cost of acquisition exceeds the following;

Land- council land 100% Capitalised - open space 100% Capitalised

Plant & EquipmentOffice Furniture > $1,000 Office Equipment > $1,000 Other Plant &Equipment > $1,000

Buildings & Land ImprovementsPark Furniture & Equipment > $1,000 Building - construction/extensions 100% Capitalised - renovations > $5,000

Stormwater AssetsDrains & Culverts > $10,000 Other > $10,000

Transport AssetsRoad construction & reconstruction > $10,000 Reseal/Re-sheet & major repairs: > $10,000 Bridge construction & reconstruction > $10,000

Depreciation Depreciation on Council's infrastructure, property, plant and equipment assets is calculated using the straight line method in order to allocate an assets cost (net of residual values) over its estimated useful life. Land is not depreciated. Estimated useful lives for Council's I,PP&E include:

Plant & Equipment- Office Equipment 10 years - Office furniture 10 years - Computer Equipment 3 years - Heavy Vehicles 4 to 5 years - Heavy Plant/Road Making equip. 5 to 8 years - Other plant and equipment 5 to 15 years

Other Equipment- Playground equipment 10 years - Benches, seats etc 10 years

Buildings- Buildings 50 years

Stormwater Drainage- Drains 100 years - Culverts 100 years

Transportation Assets- Sealed Roads: Surface 40 years - Sealed Roads: Structure 75 years - Bridges 80 years

- Road Pavements 20 years - Kerb, Gutter & Paths 70 years - Footpaths 50 years

Other Infrastructure Assets - Bulk earthworks Infinite All asset residual values and useful lives are reviewed and adjusted (where appropriate), at each balance sheet date. An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying amount is greater than its estimated recoverable amount – refer Note 1(s) on Asset Impairment.




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The last full revaluation for Council’s Investment Properties was dated 30 June 2013. (q) Provisions for close down, restoration

and for environmental clean up costs – including Tips and Quarries Close down, Restoration and Remediation costs include the dismantling and demolition of infrastructure, the removal of residual materials and the remediation of disturbed areas. Estimated close down and restoration costs are provided for in the accounting period when the obligation arising from the related disturbance occurs, whether this occurs during the development or during the operation phase, based on the net present value of estimated future costs. Provisions for close down and restoration costs do not include any additional obligations which are expected to arise from future disturbance. Costs are estimated on the basis of a closure plan. The cost estimates are calculated annually during the life of the operation to reflect known developments, eg updated cost estimates and revisions to the estimated lives of operations, and are subject to formal review at regular intervals. Close down, Restoration and Remediation costs are a normal consequence of tip and quarry operations, and the majority of close down and restoration expenditure is incurred at the end of the life of the operations. Although the ultimate cost to be incurred is uncertain, Council estimates the respective costs based on feasibility and engineering studies using current restoration standards and techniques. The amortisation or ‘unwinding’ of the discount applied in establishing the net present value of provisions is charged to the income statement in each accounting period. This amortisation of the discount is disclosed as a borrowing cost in Note 4(b). Other movements in the provisions for Close down, Restoration and Remediation costs including those

resulting from new disturbance, updated cost estimates, changes to the estimated lives of operations and revisions to discount rates are capitalised within property, plant and equipment. These costs are then depreciated over the lives of the assets to which they relate. Where rehabilitation is conducted systematically over the life of the operation, rather than at the time of closure, provision is made for the estimated outstanding continuous rehabilitation work at each balance sheet date and the cost is charged to the income statement. Provision is made for the estimated present value of the costs of environmental clean up obligations outstanding at the balance sheet date. These costs are charged to the income statement. Movements in the environmental clean up provisions are presented as an operating cost, except for the unwind of the discount which is shown as a borrowing cost. Remediation procedures generally commence soon after the time the damage, remediation process and estimated remediation costs become known, but may continue for many years depending on the nature of the disturbance and the remediation techniques. As noted above, the ultimate cost of environmental remediation is uncertain and cost estimates can vary in response to many factors including changes to the relevant legal requirements, the emergence of new restoration techniques or experience at other locations. The expected timing of expenditure can also change, for example in response to changes in quarry reserves or production rates. As a result there could be significant adjustments to the provision for close down and restoration and environmental clean up, which would affect future financial results. Specific Information relating to Council's provisions relating to Close down, Restoration and Remediation costs can be found at Note 26.




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(r) Non-Current Assets (or Disposal Groups) “Held for Sale” & DiscontinuedOperations

Non-current assets (or disposal groups) are classified as held for sale and stated at the lower of either (i) their carrying amount and (ii) fair value less costs to sell, if their carrying amount will be recovered principally through a sale transaction rather than through continuing use. The exception to this is plant and motor vehicles which are turned over on a regular basis. Plant and motor vehicles are retained in Non Current Assets under the classification of Infrastructure, Property, Plant and Equipment - unless the assets are to be traded in after 30 June and the replacement assets were already purchased and accounted for as at 30 June. For any assets or disposal groups classified as Non-Current Assets “held for sale”, an impairment loss is recognised at any time when the assets carrying value is greater than its fair value less costs to sell. Non-current assets “held for sale” are not depreciated or amortised while they are classified as “held for sale”. Non-current assets classified as “held for sale” are presented separately from the other assets in the balance sheet. A Discontinued Operation is a component of the entity that has been disposed of or is classified as “held for sale” and that represents a separate major line of business or geographical area of operations, is part of a single co-ordinated plan to dispose of such a line of business or area of operations, or is a subsidiary acquired exclusively with a view to resale. The results of discontinued operations are presented separately on the face of the income statement. (s) Impairment of assets All Council's I,PP&E is subject to an annual assessment of impairment. Assets that are subject to amortisation are reviewed for impairment whenever events or changes in

circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. Where an asset is not held principally for cash generating purposes (for example Infrastructure Assets) and would be replaced if the Council was deprived of it then depreciated replacement cost is used as value in use, otherwise value in use is estimated by using a discounted cash flow model. Non-financial assets (other than goodwill) that suffered a prior period impairment are reviewed for possible reversal of the impairment at each reporting date. Goodwill & other Intangible Assets that have an indefinite useful life and are not subject to amortisation are tested annually for impairment. (t) Payables These amounts represent liabilities and include goods and services provided to the Council prior to the end of financial year which are unpaid. The amounts for goods and services are unsecured and are usually paid within 30 days of recognition. (u) Borrowings

Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently measured at amortised cost. Amortisation results in any difference between the proceeds (net of transaction costs) and the redemption amount being recognised in the Income Statement over the period of the borrowings using the effective interest method.




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Borrowings are removed from the balance sheet when the obligation specified in the contract is discharged, cancelled or expired. Borrowings are classified as current liabilities unless the Council has an unconditional right to defer settlement of the liability for at least 12 months after the balance sheet date. (v) Borrowing costs Borrowing costs are expensed except to the extent that the they are incurred during the construction of qualifying assets. Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to complete and prepare the asset for its intended use or sale. (w) Provisions Provisions for legal claims, service warranties and other like liabilities are recognised when: Council has a present legal or constructive

obligation as a result of past events; it is more likely than not that an outflow of

resources will be required to settle the obligation; and

the amount has been reliably estimated. Provisions are not recognised for future operating losses. Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small. Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the present obligation at the reporting date.

The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as interest expense. (x) Employee benefits (i) Short Term Obligations Short term employee benefit obligations include liabilities for wages and salaries (including non-monetary benefits), annual leave and vesting sick leave expected to be settled within the 12 months after the reporting period. Leave liabilities are recognised in the provision for employee benefits in respect of employees’ services up to the reporting date with other short term employee benefit obligations disclosed under payables.. These provisions are measured at the amounts expected to be paid when the liabilities are settled. Liabilities for non vesting sick leave are recognised at the time when the leave is taken and measured at the rates paid or payable, and accordingly no Liability has been recognised in these reports. Wages & salaries, annual leave and vesting sick leave are all classified as Current Liabilities. (ii) Other Long Term Obligations The liability for all long service and annual leave in respect of services provided by employees up to the reporting date (which is not expected to be settled within the 12 months after the reporting period) are recognised in the provision for employee benefits. These liabilities are measured at the present value of the expected future payments to be made using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service.




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Expected future payments are then discounted using market yields at the reporting date based on national government bonds with terms to maturity and currency that match as closely as possible the estimated future cash outflows. Due to the nature of when and how Long Service Leave can be taken, all Long Service Leave for employees with 4 or more years of service has been classified as Current, as it has been deemed that Council does not have the unconditional right to defer settlement beyond 12 months – even though it is not anticipated that all employees with more than 4 years service (as at reporting date) will apply for and take their leave entitlements in the next 12 months. (iii) Retirement benefit obligations All employees of the Council are entitled to benefits on retirement, disability or death. Council contributes to various defined benefit plans and defined contribution plans on behalf of its employees. Defined Benefit Plans A liability or asset in respect of defined benefit superannuation plans would ordinarily be recognised in the balance sheet, and measured as the present value of the defined benefit obligation at the reporting date plus unrecognised actuarial gains (less unrecognised actuarial losses) less the fair value of the superannuation fund’s assets at that date and any unrecognised past service cost. The present value of the defined benefit obligation is based on expected future payments which arise from membership of the fund to the reporting date, calculated annually by independent actuaries using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. However, when this information is not reliably available, Council can account for its obligations to defined benefit plans on the same basis as its obligations to defined contribution plans – i.e. as an expense when they become payable.

Council is party to an Industry Defined Benefit Plan under the Local Government Superannuation Scheme, named the “Local Government Superannuation Scheme – Pool B” This Scheme has been deemed to be a “multi employer fund” for the purposes of AASB 119. Sufficient information is not available to account for the Scheme as a defined benefit plan (in accordance with AASB 119) because the assets to the scheme are pooled together for all Councils. The last valuation of the Scheme was performed by Mr Martin Stevenson BSc, FIA, FIAA on 24 February 2013 and covers the period ended 30 June 2013. However the position is monitored annually and the Actuary has estimated that as at 30 June 2013 the prior period deficit still exists. Effective from 1 July 2009, employers are required to contribute additional contributions to assist in extinguishing this deficit. The amount of employer contributions to the defined benefit section of the Local Government Superannuation Scheme and recognised as an expense and disclosed as part of Superannuation Expenses at Note 4(a) for the year ending 30 June 2013 was $2,998,750.09. The amount of additional contributions included in the total employer contribution advised above is $1,276,224.96. The share of this deficit that can be broadly attributed to Council is estimated to be in the order of $ 5,933,608 as at 30 June 2013. Council’s share of that deficiency cannot be accurately calculated as the Scheme is a mutual arrangement where assets and liabilities are pooled together for all member councils. For this reason, no liability for the deficiency has been recognised in these financial statements. Council has, however, disclosed a contingent liability in Note 18 to reflect the possible obligation that may arise should the Scheme require immediate payment to correct the deficiency.




page 25

Defined Contribution Plans Contributions to Defined Contribution Plans are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available.

(iv) Employee Benefit On-Costs Council has recognised at year end the aggregate on-cost liabilities arising from employee benefits, and in particular those on-cost liabilities that will arise when payment of current employee benefits is made in future periods. These amounts include Superannuation and Workers Compensation expenses which will be payable upon the future payment of certain Leave Liabilities accrued as at 30/6/13.

(y) Self insurance Council has determined to self-insure for various risks including public liability and professional indemnity. A provision for self-insurance has been made to recognise outstanding claims the amount of which is detailed in Note10. Council also maintains cash and investments to meet expected future claims and these are detailed in Note 6(c).

(z) Allocation between current andnon-current assets & liabilities

In the determination of whether an asset or liability is classified as current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next 12 months, being the Council’s operational cycle. Exceptions In the case of liabilities where Council does not have the unconditional right to defer settlement beyond 12

months (such as vested long service leave), the liability is classified as current even if not expected to be settled within the next 12 months. In the case of inventories that are “held for trading”, these are also classified as current even if not expected to be realised in the next 12 months. (aa) Taxes

The Council is exempt from both Commonwealth Income Tax and Capital Gains Tax. Council does however have to comply with both Fringe Benefits Tax and Goods and Services Tax (GST).

Goods & Services Tax (GST)

Income, expenses and assets are all recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office (ATO). In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of the revenue / expense.

Receivables and payables within the Balance Sheet are stated inclusive of any applicable GST. The net amount of GST recoverable from or payable to the ATO is included as a current asset or current liability in the Balance Sheet. Operating cash flows within the Cash Flow Statement are on a gross basis, ie. they are inclusive of GST where applicable. Investing and Financing cash flows are treated on a net basis (where recoverable form the ATO), ie. they are exclusive of GST. Instead, the GST component of investing and financing activity cash flows which are recoverable from or payable to the ATO are classified as operating cash flows. Commitments and contingencies are disclosed net of the amount of GST recoverable from (or payable to) the ATO.




page 26

(ab) New accounting standards and UIG interpretations

Certain new (or amended) accounting standards and interpretations have been published that are not mandatory for reporting periods ending 30 June 2013. Council has not adopted any of these standards early. Council’s assessment of the impact of these new standards and interpretations is set out below. Applicable to Local Government with implications: AASB 9 Financial Instruments, associated standards, AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 and AASB 2012-6 Amendments to Australian Accounting Standards – Mandatory Effective Date of AASB 9 and transitional disclosures (effective from 1 January 2015) AASB 9 Financial Instruments addresses the classification, measurement and de-recognition of financial assets and financial liabilities. The standard is not applicable until 1 January 2015 but is available for early adoption. When adopted, the standard will affect in particular Council’s accounting for its available-for-sale financial assets, since AASB 9 only permits the recognition of fair value gains and losses in other comprehensive income if they relate to equity investments that are not held for trading. Fair value gains and losses on available-for-sale debt investments, for example, will therefore have to be recognised directly in profit or loss although there is currently a proposal by the IASB to introduce a Fair value through Other Comprehensive Income category for debt instruments. There will be no impact on Council’s accounting for financial liabilities, as the new requirements only affect the accounting for financial liabilities that are designated at fair value through profit or loss and Council does not have any such liabilities.

The de-recognition rules have been transferred from AASB 139 Financial Instruments: Recognition and Measurement and have not been changed. AASB 13 Fair Value Measurement and AASB 2011-8 Amendments to Australian Accounting Standards arising from AASB 13 (effective 1 January 2013) AASB 13 explains how to measure fair value and aims to enhance fair value disclosures. Council has yet to determine which, if any, of its current measurement techniques will have to change as a result of the new guidance. It is therefore not possible to state the impact, if any, of the new rules on any of the amounts recognised in the financial statements. However, application of the new standard will impact the type of information disclosed in the notes to the financial statements. Council does not intend to adopt the new standard before its operative date, which means that it would be first applied in the annual reporting period ending 30 June 2014. Applicable to Local Government but no implications for Council; AASB 2012-2 Amendments to Australian Accounting Standards – Disclosures – Offsetting Financial Assets and Financial Liabilities [AASB 132 & AASB 7] (effective 1 January 2013) This Standard amends the required disclosures in AASB 7 to include information that will enable users of an entity’s financial statements to evaluate the effect or potential effect of netting arrangements, including rights of set-off associated with the entity’s recognised financial assets and recognised financial liabilities, on the entity’s financial position. This Standard also amends AASB 132 to refer to the additional disclosures added to AASB 7 by this Standard. The adoption of this standard will not change the reported financial position and performance of the




page 27

entity, there are no impact on disclosures as there are no offsetting arrangements currently in place. AASB 2012-3 Amendments to Australian Accounting Standards – Offsetting Financial Assets and Financial Liabilities [AASB 132] (effective 1 January 2014). This Standard adds application guidance to AASB 132 to address inconsistencies identified in applying some of the offsetting criteria of AASB 132, including clarifying the meaning of “currently has a legally enforceable right of set-off” and that some gross settlement systems may be considered equivalent to net settlement. The adoption of this standard will not change the reported financial position and performance of the entity, there are no impact on disclosures as there are no offsetting arrangements currently in place.

Applicable to Local Government but not relevant to Council at this stage;

AASB 10 Consolidated Financial Statements, AASB 11 Joint Arrangements, AASB 12 Disclosure of Interests in Other Entities, revised AASB 127 Separate Financial Statements andAASB 128 Investments in Associates and Joint Ventures and AASB 2011-7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint Arrangements Standards (effective 1 January 2013) This suite of five new and amended standards address the accounting for joint arrangements, consolidated financial statements and associated disclosures. AASB 10 replaces all of the guidance on control and consolidation in AASB 127 Consolidated and Separate Financial Statements, and Interpretation 12 Consolidation – Special Purpose Entities. The core principle that a consolidated entity presents a parent and its subsidiaries as if they are a single economic entity remains unchanged, as do the mechanics of consolidation. However, the standard introduces a single definition of control that applies to all entities.

It focuses on the need to have both power and rights or exposure to variable returns. Power is the current ability to direct the activities that significantly influence returns. Returns must vary and can be positive, negative or both. Control exists when the investor can use its power to affect the amount of its returns. There is also new guidance on participating and protective rights and on agent/principal relationships. Council does not expect the new standard to have a significant impact on its composition. AASB 11 introduces a principles based approach to accounting for joint arrangements. The focus is no longer on the legal structure of joint arrangements, but rather on how rights and obligations are shared by the parties to the joint arrangement. Based on the assessment of rights and obligations, a joint arrangement will be classified as either a joint operation or a joint venture. Joint ventures are accounted for using the equity method, and the choice to proportionately consolidate will no longer be permitted. Parties to a joint operation will account their share of revenues, expenses, assets and liabilities in much the same way as under the previous standard. AASB 11 also provides guidance for parties that participate in joint arrangements but do not share joint control. Council's investment in the joint venture partnership will be classified as a joint venture under the new rules. As Council already applies the equity method in accounting for this investment, AASB 11 will not have any impact on the amounts recognised in its financial statements. AASB 12 sets out the required disclosures for entities reporting under the two new standards, AASB 10 and AASB 11, and replaces the disclosure requirements currently found in AASB 127 and AASB 128.




page 28

Application of this standard by Council will not affect any of the amounts recognised in the financial statements, but will impact the type of information disclosed in relation to Council's investments. Amendments to AASB 128 provide clarification that an entity continues to apply the equity method and does not remeasure its retained interest as part of ownership changes where a joint venture becomes an associate, and vice versa. The amendments also introduce a “partial disposal” concept. Council is still assessing the impact of these amendments. Council does not expect to adopt the new standards before their operative date. They would therefore be first applied in the financial statements for the annual reporting period ending 30 June 2014.

Revised AASB 119 Employee Benefits, AASB 2011-10 Amendments to Australian Accounting Standards arising from AASB 119 (September 2011) and AASB 2011-11 Amendments to AASB 119 (September 2011) arising from Reduced Disclosure Requirements (effective 1 January 2013) This revised standard on accounting for employee benefits requires the recognition of all re-measurements of defined benefit liabilities/assets immediately in other comprehensive income (removal of the so-called 'corridor' method) and the calculation of a net interest expense or income by applying the discount rate to the net defined benefit liability or asset. This replaces the expected return on plan assets that is currently included in profit or loss. The standard also introduces a number of additional disclosures for defined benefit liabilities/assets and could affect the timing of the recognition of termination benefits. The amendments will have to be implemented retrospectively.

Council does not recognise defined benefit assets and liabilities for the reasons set out in paragraph (x) (iii) and so these changes will not have an impact on its reported results. Not applicable to Local Government per se; AASB 2012-5 Amendments to Australian Accounting Standards arising from Annual Improvements 2009–2011 Cycle (effective 1 January 2013) AASB 1 - this standard clarifies that an entity can apply AASB 1 more than once. An entity can elect to apply AASB 123 from the transition date or an earlier date. AASB 101 - clarifies that a third statement of financial position is required when the opening statement of financial position is materially affected by any adjustments. AASB 116 - clarifies the classification of servicing equipment. AASB 132 and Interpretation 2 - clarifies that income tax relating to distributions to holders of an equity instrument and to transaction costs of an equity transaction shall be accounted for in accordance with AASB 112 Income Taxes AASB 134 - provides clarification about segment reporting. The amendments arising from this standard are not expected to change the reported financial position or performance of the Council. There are no other standards that are not yet effective and that are expected to have a material impact on the entity in the current or future reporting periods and on foreseeable future transactions.

(ac) Rounding of amounts Unless otherwise indicated, amounts in the financial statements have been rounded off to the nearest thousand dollars.




page 29

(ad) Comparative Figures To ensure comparability with the current reporting period’s figures, some comparative period line items and amounts may have been reclassified or individually reported for the first time within these financial statements and/or the notes.

(ae) Disclaimer Nothing contained within these statements may be taken to be an admission of any liability to any person under any circumstance.


Sut

herla

nd S

hire

Cou

ncil

Not

es to

the

Fina

ncia

l Sta

tem

ents

for t

he fi

nanc

ial y

ear e

nded

30

June

201

3

Not

e 2(

a). C

ounc

il Fu

nctio

ns /

Act

iviti

es -

Fina

ncia

l Inf

orm

atio

n

1. G

over

nanc

e (O

pera

ting

Exp

ense

s) to

talli

ng $

4,99

8,20

8.95

are

incl

uded

in th

e E

xecu

tive

Offi

ce a

nd C

orpo

rate

Ser

vice

s di

visi

on a

bove

. Ope

ratin

g R

even

ues

tota

lling

$16

,419

.15

are

attri

buta

ble

to th

is a

ctiv

ity.

2. In

clud

es: R

ates

& A

nnua

l Cha

rges

(inc

l. E

x-G

ratia

), U

ntie

d G

ener

al P

urpo

se G

rant

s &

Unr

estri

cted

Inte

rest

& In

vest

men

t Inc

ome.

1,31

3,81

5

-

-

1,31

3,81

5

Tota

l Ass

ets

held

(C

urre

nt &

Non

-cur

rent

)

Inco

me,

Exp

ense

s an

d A

sset

s ha

ve b

een

dire

ctly

attr

ibut

ed to

the

follo

win

g Fu

nctio

ns /

Act

iviti

es.

Det

ails

of t

hese

Fun

ctio

ns/A

ctiv

ities

are

pro

vide

d in

Not

e 2(

b).

2013

Act

ual

2012

Act

ual

103,

315

51

4,16

1

-

54,5

29

637,

558

42

4,11

0

100

88,0

89

743,

217

-

55,0

30

649,

528

1,19

5

4,

282

717

1,54

2,05

8

-

-

-

-

11,3

92

52,5

09

21

,616

-

-

1,54

2,05

8

8,06

4

19,4

56

54

-

Pro

ject

Del

iver

y-

17

5

-

-

2,68

7

-

-

(2

,512

)

2013

Act

ual

2012

Act

ual

2012

2013

$ '0

00

Inco

me

from

Con

tinui

ng

Ope

ratio

nsEx

pens

es fr

om C

ontin

uing

O

pera

tions

Fun

ctio

ns/A

ctiv

ities

2013

2012

Act

ual

Act

ual

Gra

nts

incl

uded

in

Inco

me

from

C

ontin

uing

Ope

ratio

ns

Ope

ratin

g R

esul

t fro

m

Con

tinui

ng O

pera

tions

Orig

inal

Bud

get

Orig

inal

Act

ual

2013

2012

2013

2013

Act

ual

Orig

inal

Bud

get

2013

Act

ual

Bud

get

Act

ual

7,26

1

-

4,68

5

108,

772

(12,

183)

(8,8

73)

(9

,434

)

-

(60,

194)

(6,5

76)

(9,4

67)

(8,9

01)

41,0

68

-

(104

,087

)

91,1

66

T

otal

Fun

ctio

ns &

Act

iviti

es

112,

703

10

9,04

6

201,

721

200,

212

19

7,03

619

2,95

124

3,31

5

-

-

-

-

-

-

130,

612

19

2,95

1

197,

036

page 30

92,9

49

S

hare

of g

ains

/(los

ses)

in A

ssoc

iate

s &

Gen

eral

Pur

pose

Inco

me

(2)

Con

tinui

ng O

pera

tions

108,

772

J

oint

Ven

ture

s (u

sing

the

Equ

ity M

etho

d)

Ope

ratin

g R

esul

t fro

m

-

Non

Div

isio

nal

23

11

,025

4,86

4

4,

830

5,74

1

11

,440

(4,8

07)

5,28

4

E

ngin

eerin

g42

,639

29,2

91

30

,526

83,3

79

78

,234

78,5

22

(4

0,74

0)

(48,

943)

25,9

68

39

,687

36,9

03

38

,151

(13,

911)

(8

,299

)


(47,

996)

4,

794

6,07

6

-

9,78

9

11,8

27

190,

806-

-

190,

806

(101

,785

)

4,90

9

4,

617

112,

703

10

9,04

6

Pro

perty

Ser

vice

s11

,990

11,2

60

58

,280

17,6

97

25

,881

17,2

12

(5

,707

)

(1

4,62

1)

1,31

9

83

6

Com

mun

ity &

Rec

reat

ion

25,7

76

28

,604

202

90

Cor

pora

te S

ervi

ces

(1)

6,45

6

6,

905

6,73

0

25

,062

24,4

32

22

,930

(18,

606)

(1

7,52

7)

(16,

200)

70

183

Env

ironm

enta

l Ser

vice

s4,

120

4,04

8

3,

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13,5

87

12

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44

25

Exe

cutiv

e O

ffice

(1)

162

1,

641

406

8,

709

10,2

09

9,

840

(8,5

47)

(8,5

68)

12,7

11



page 31



Note 2(b). Council Functions / Activities - Component Descriptions

Details relating to the Council's functions / activities as reported in Note 2(a) are as follows:

EXECUTIVE OFFICE

CORPORATE SERVICES

ENVIRONMENTAL SERVICES

PROJECT DELIVERY

PROPERTY SERVICES

COMMUNITY & RECREATION

ENGINEERING SERVICES

Responsibilities include Leisure Centres, Beaches, Tennis Complexes, Golf Courses, Sporting Facilities andGrounds, Child Care Services, Libraries, Community Development, Cultural Planning & Events, HazelhurstRegional Gallery & Arts Centre, Sutherland Entertainment Centre and Tourism.

Responsibilities include General Managers office, Communications Unit, Strategic Planning Unit, CorporateDevelopment, Regulation and Enforcement, and the Internal Ombudsman.

Responsibilities include Corporate Governance, Corporate Support, Records & Archives, AdministrationServices, Customer Service Centre, Customer Call Centre, Personnel, Legal Services / Public Officer, Risk &Insurance Management, Occupational Health and Safety Administration, Information Systems and Services,Finance, Procurement and Land Information.

Responsibilities include Environmental Planning, Environmental Assessment and Application determination,Environmental Health, Certification Unit, Compliance Unit, Science and Policy.

Responsibilities include Commercial and Community Property, Property Management, Management of CronullaPlaza, Economic Development, Business Incubator, Lucas Heights Project and Building Asset Management,Maintenance and Construction, and Energy Sustainability.

Responsibilites include the planning and delivery of all Infrastructure related works.

Responsibilities include Civil Works maintenance and construction, Traffic Management, Consulting Services,Waste Services, Parks maintenance and construction, Building maintenance and construction, CleansingServices, Emergency Management, Fleet and Stores, and Mechanical Workshop.



page 32



Note 3. Income from Continuing Operations

$ '000

(a) Rates & Annual Charges

Ordinary RatesResidentialBusinessTotal Ordinary Rates

Special RatesCronulla Beach CBDTotal Special Rates

Annual Charges (pursuant to s.496, s.496A, s.496B, s.501 & s.611)Domestic Waste Management ServicesStormwater Management ServicesSection 611 ChargesTotal Annual Charges

TOTAL RATES & ANNUAL CHARGES

Council has used 2011 year valuations provided by the NSW Valuer General in calculating its rates.

Note (1) : Pensioner rebates granted under provisions of the Local GovernmentAct 1993 have been netted off against Residential Rates andDomestic Waste Charges as follows:

Residential RatesGross Residential RatesLess: Rebates under Section 575Less: Rebates under Section 582Net Residential Rates

Domestic Waste Management ChargesGross Domestic Waste ManagementLess: Rebates under Section 575 & 582Net Domestic Waste Management Charges

479

24,126 2,021

83

123,150

23,49677

99,175

21,381

89,808 (2,578)

499 479

(1,069)

Notes 2013 2012

86,161 13,014

Actual

86,116 12,887

Actual

499

99,003

86,161

22,432 (1,051)

2,038

(2,552) (1,057) 86,116

21,381

89,725

26,230

125,732

25,269 (1,142) 24,127



page 33



Note 3. Income from Continuing Operations (continued)

$ '000

(b) User Charges & Fees

Specific User Charges (per s.502 - Specific "actual use" charges)

Waste Management Services (non-domestic)Total User Charges

Other User Charges & Fees(i) Fees & Charges - Statutory & Regulatory Functions (per s.608)

Building ControlLifetime RegistrationsRegulatory/ Statutory FeesTown PlanningOtherTotal Fees & Charges - Statutory/Regulatory

(ii) Fees & Charges - Other(incl. General User Charges (per s.608)

Administration and Inspection - HealthBeach ControlBuilding ControlBuilding CleaningBusiness UndertakingsChild CareCommunity CentresEngineering WorksFamily Day CareLibrariesOther Cultural ActivitiesOther Family and GardenParks and GardensPrivate WorksPublic HallsRestoration ChargesSport and RecreationSporting GroundsSwimming PoolsOtherTotal Fees & Charges - Other

TOTAL USER CHARGES & FEES

22,105

7,887 7,635

28,491

23,562

341 298 674 533

434 4,086

955

694

11

436 32

381

409 159 172 235 233

1,672 1,426 644 628

41 29

859 892 1,168

816

941 276

355 364

755

Actual

6,674

3,970

2,349 2,294

2012

101

Actual

843843

26,830

356

755

2013

23

356

417

76

487

992

43

1,030

6,839

55

Notes

-

1 -



page 34




$ '000

(c) Interest & Investment Revenue (incl. losses)

Interest & Dividends - Interest on Overdue Rates & Annual Charges (incl. Special Purpose Rates)

- Interest earned on Investments (interest & coupon payment income)

Fair Value Adjustments - Fair Valuation movements in Investments (at FV or Held for Trading)

OtherTOTAL INTEREST & INVESTMENT REVENUE

Interest Revenue is attributable to:Unrestricted Investments/Financial Assets:Overdue Rates & Annual Charges (General Fund)

General Council Cash & InvestmentsRestricted Investments/Funds - External:Development Contributions - Section 94Domestic Waste Management operationsRestricted Investments/Funds - Internal:Internally Restricted AssetsTotal Interest & Investment Revenue Recognised

(d) Other Revenues

Fair Value Adjustments - Investment PropertiesRental Income - Investment PropertiesEx Gratia RatesFinesLegal Fees Recovery - Rates & Charges (Extra Charges)Legal Fees Recovery - OtherArtworksBus SheltersBusiness UndertakingsCompensationCronulla Beach CBD Festivals Casual LearningDiesel RebateFinancial Assistance ConsultancyInsurance Claim RecoveriesLease RentalsSales - GeneralSES ReimbursementSupplier Rebates

(continued on the next page)

3,883

34

319

141

435

2012Actual

2013

397 4,626

Actual

467

78

339

23

9

7,822

4,713

3,118

1,181

239

77

2,481

3,592

4,830

435

75

73 741 516

(1,085) 3,421

(2,395)

77

27

4,830

813 397

4,654

7,822374

172

1414

478

Notes

2,722

1,438

97

-

2,175

13

3,688

115

90

1,522

83

397

152 145

2,163

159 114

92 -



page 35




$ '000

(d) Other Revenues (continued)

Recycling Disposal Fee RebateTipping of Bulk Fill at the RidgeBonus PoolArt Gallery MerchandisePublic LiabilityWorkers CompensationSponsorshipsArt ExhibitionsDisposal FeesGeographical InformationOtherTOTAL OTHER REVENUE

$ '000

(e) Grants

General Purpose (Untied)Financial Assistance - General ComponentFinancial Assistance - Local Roads ComponentPensioners' Rates Subsidies - General Component

Total General Purpose

Specific PurposeChild CareDredgingEngineering and WorksFamily Day CareLibrariesLibrary - per capitaOther InfrastructureParks and GardensRMS WorksStreet LightingTransport (Other Roads & Bridges Funding)Urban Stormwater DrainageWharves and SeawallsOtherTotal Specific PurposeTotal Grants

Grant Revenue is attributable to:- Commonwealth Funding- State Funding- Other Funding

4,780

4,964

453 -

1,223

210

9,789

-

232 -

920

-

5,933

1,002

270

1,223 1,640

983

4,780

11,069

(8)

5,933

1,835 1,349

4,780

37 3,565

5,933

4,023

120

-

481

-

- -

539

-

735

130

-

1,640

-

-

26

3,203

408

-

-

806 293

-

- 53

- - 246

-

-

351

4,344

-

8,064- 1,811

478 408

2,377 5,601

294 102

Capital

14,152 384

-

1,868 1,852

108 343

15,683

-

3,499

14,676

9,635 4,577

2012Actual Actual

Notes 2013

150 349

2012

33 94

150

107 510

-

-

-

5,894

77

-

125

170

Operating

- -

Capital

14,775 704

-

- 109

-

36

20122013

36 144

349

-

Operating 2013

25

14,676

1,303 6,612

-

15,683

112

-

-



page 36




$ '000

(f) Contributions

Developer Contributions:(s93 & s94 - EP&A Act, s64 of the LGA):S 94 - Contributions towards amenities/servicesTotal Developer Contributions

Other Contributions:Australand (Sand Dune Rehabilitation)Land Dedications (other than by S94)

Other Councils - Joint Works/ServicesOther CulturalParks and GardensParkingRMS Contributions (Regional Roads, Block Grant)

Sporting GroundsUrban Roads - DedicationsWaste Board (Lucas Heights): Facility ConstructionOtherTotal Other ContributionsTotal Contributions

TOTAL GRANTS & CONTRIBUTIONS

$ '000

(g) Restrictions relating to Grants and Contributions

Certain grants & contributions are obtained by Council on conditionthat they be spent in a specified manner:

Unexpended at the Close of the Previous Reporting Periodadd: Grants & contributions recognised in the current period but not yet spent:less: Grants & contributions recognised in a previous reporting period now spent:

Net Increase (Decrease) in Restricted Assets during the Period

Unexpended and held as Restricted Assets

Comprising: - Specific Purpose Unexpended Grants - Developer Contributions - Other Contributions

2,842

- - 151

Capital

10

- -

16,729

3,655

38,839

158

5,649

-

-

136

1,004

38,317

54,010

48,077

106

673

30,879 5,154

30,339

931

Actual

-

(11,772)

39,543

41

220

2012

46,515220

12,248

-

20122013

3,510

(9,352)

Actual

Capital

1,562

- - 1,609

1,5621,819

1,226

10,578

39,543

7,468

2013

44,225 6

39,543

17 -

2013Operating

-

Operating

- 1,819

16,268

1,592376 401

1,046

-

2012

-

- 39

967

-

80 80

516

-

1,592 1,046

4,845

38,839

3,655

(704)

6 - - -

5 - - -



page 37



Note 4. Expenses from Continuing Operations

$ '000

(a) Employee Benefits & On-Costs

Salaries and WagesTravellingEmployee Leave Entitlements (ELE)SuperannuationWorkers' Compensation InsuranceFringe Benefit Tax (FBT)Training Costs (other than Salaries & Wages)

Total Employee Costsless: Capitalised CostsTOTAL EMPLOYEE COSTS EXPENSED

Number of "Equivalent Full Time" Employees at year end

(b) Borrowing Costs

(i) Interest Bearing Liability CostsInterest on LoansCharges relating to Finance LeasesTotal Interest Bearing Liability Costs Expensed

(ii) Other Borrowing CostsNil

TOTAL BORROWING COSTS EXPENSED

16,879

2012Actual

95,815

1,090

(2,367)

1,121

68

36

1,669

96,902

60

8,450

595

(2,547) 94,535

1,557

93,268

1,061

68,210

1,121

112 1,669

2013

71,371 69

8,594

131 (455)

16,676

Notes

516

Actual

1,108

1,577



page 38



Note 4. Expenses from Continuing Operations (continued)

$ '000

(c) Materials & Contracts

Raw Materials & ConsumablesContractor & Consultancy CostsAuditors Remuneration (1)

Legal Expenses: - Legal Expenses: Planning & Development - Legal Expenses: Debt Recovery - Legal Expenses: OtherOperating Leases: - Operating Lease Rentals: Minimum Lease Payments (2)

Total Materials & Contractsless: Capitalised CostsTOTAL MATERIALS & CONTRACTS

1. Auditor Remuneration During the year, the following fees were incurred for services provided by the Council's Auditor (& the Auditors of other Consolidated Entities):

(i) Audit and Other Assurance Services - Audit & review of financial statements: Council's AuditorRemuneration for audit and other assurance services

(iii) Other Services - Strategic ReviewRemuneration for other services

Total Auditor Remuneration

2. Operating Lease Payments are attributable to:ComputersMotor Vehicles, Plant and EquipmentOther

-

10,268

363

32

-

414

274

3,655 156

64 261

3,843

17,695

Notes

378

9,426

2013Actual Actual

3,913

19,709

34,179

-

102

34,179

1,052

-

274

104104

34,158

34,158

11

4,287

4,287

378

3,843

102

102

777

2012

61

102



page 39




$ '000

(d) Depreciation, Amortisation & Impairment

Plant and EquipmentOffice EquipmentFurniture & FittingsProperty, Plant & Equipment - LeasedLand Improvements (depreciable)Buildings - Non SpecialisedBuildings - SpecialisedInfrastructure: - Roads, Bridges & Footpaths - Stormwater DrainageOther Assets - Library BooksTotal Depreciation & Impairment Costsless: Capitalised CostsTOTAL DEPRECIATION &IMPAIRMENT COSTS EXPENSED

96

8,149

24,033

896 24,258

846

(225)

2,586

4,467

538

26,366

1,428

877

102

Actual

2,524

6,007

8,481

2012

(184)

2013

1,153 4,129

1,460

Actual

1,573

26,182

Impairment Costs Actual Actual

-

-

- -

- -

-

--

--

- -

Notes

- -

-

-

- -

2013

-

-

-

2012

-

-

-

536

4,248 528

Depreciation/Amortisation

-



page 40




$ '000

(e) Other Expenses

Other Expenses for the year include the following:

AdvertisingArtist Fees - HazelhurstBank ChargesBuilding MaintenanceCompanion Animals PaymentsComputer OperationsContributions to TourismContributions/Levies to Other Levels of Government - Department of Planning - Dust Disease Board - NSW State Emergency Services - NSW Fire and Rescue - NSW Rural Fire Service - WorkcoverCouncillor Expenses - Mayoral FeeCouncillor Expenses - Councillors' FeesElection ExpensesDonations, Contributions & Assistance to other organisations (Section 356)

Utilities - Electricity - Gas - WaterEntertainment Hire / ServicesFamily Day Care PaymentsHire of Plant, Vehicles & EquipmentInsuranceOffice Expenses (including computer expenses)PostagePrinting & StationeryRepairs to EquipmentState Debt Recovery Office PaymentsStreet LightingSubscriptions and PublicationsTelephone and CommunicationsTipping FeesValuation Fees - Land and Property ManagementOtherTOTAL OTHER EXPENSES

365

123 337

52

4,025 500

55

2,881 242

2,457

696 729

24

319 255

52 332

137

413

26

324

93

351

107 454

378

573

1 2,157

1,725

465 117

43 437

Actual 2012

151

690 916

2013

128

378

123

863

311

439

13,633

839

66

11,993 313

47 41

356

424 423

2,551

533

517

40,461

614

36,624

2,761

2,853

694 1,227

2,139

437

Actual

-

298

4,515 567

57

Notes

1,971 1,972



page 41



Note 5. Gains or Losses from the Disposal of Assets

$ '000

Property (excl. Investment Property)Proceeds from Disposal - Propertyless: Carrying Amount of Property Assets Sold / Written OffNet Gain/(Loss) on Disposal

Plant & EquipmentProceeds from Disposal - Plant & Equipmentless: Carrying Amount of P&E Assets Sold / Written OffNet Gain/(Loss) on Disposal

Financial Assets*Proceeds from Disposal / Redemptions / Maturities - Financial Assetsless: Carrying Amount of Financial Assets Sold / Redeemed / MaturedNet Gain/(Loss) on Disposal

NET GAIN/(LOSS) ON DISPOSAL OF ASSETS

(56)

(2,430)

Actual

(56)

(146,200) 146,200

- -

(1,034)

-

1,452

(978)(507)

2012

(72)

(983)

(72)

(100,320)

Actual

476

2013

(579)

100,320

-

Notes



page 42



Note 6a. - Cash Assets and Note 6b. - Investments

$ '000

Cash & Cash Equivalents (Note 6a)Cash on Hand and at BankCash-Equivalent Assets1

- Deposits at CallTotal Cash & Cash Equivalents

Investments (Note 6b)- Long Term Deposits- Equity Linked Notes- NCD's, FRN's (with Maturities > 3 months)

- CDO's- Other Long Term Financial Assets

Total InvestmentsTOTAL CASH ASSETS, CASHEQUIVALENTS & INVESTMENTS

1 Those Investments where time to maturity (from date of purchase) is < 3 mths.

Cash, Cash Equivalents & Investments wereclassified at year end in accordance withAASB 139 as follows:

Cash & Cash Equivalentsa. "At Fair Value through the Profit & Loss"

Investmentsa. "At Fair Value through the Profit & Loss"- "Held for Trading"- "Designated at Fair Value on Initial Recognition"b. "Held to Maturity"c. "Loans & Receivables"d. "Available for Sale"Investments

10,368

-

45,20741,471

-

9,368

-

9,368

Non Current

10,368

-

-

-

Actual

19,750

-

-

9,368

-

-

24,791

6(b-ii)

-

-

14,368

6(b-iii)

4,786

6(b-i)

14,368 -

-

3,000

- -

18,269

21,269

-

- 14,368

1,810 7,953

3,000

45,207

66,476 14,368

- 14,368

-

-

3,720

-

3,736

- 1,698

6(b-i)

6(b-iv)21,269

-

Actual 2012

-

-

54,991

30,200

-

23,317

31,200

-

55,991

3,567

23,317

79,308

-

-

3,576

2013

Non Current

8,096 11,421

2012

Current Notes

2013Actual

Current Actual



page 43



Note 6b. Investments (continued)

$ '000

Note 6(b-i)Reconciliation of Investments classified as"At Fair Value through the Profit & Loss"Balance at the Beginning of the YearRevaluations (through the Income Statement)AdditionsDisposals (sales & redemptions)Balance at End of Year

Comprising:- NCD's, FRN's (with Maturities > 3 months)- CDO's- Listed Equity Securities- Unlisted Equity Securities- Other Long Term Financial Assets

Total

Note 6(b-ii)Reconciliation of Investmentsclassified as "Held to Maturity"Balance at the Beginning of the YearAdditionsDisposals (sales & redemptions)Balance at End of Year

Comprising:- Other Long Term Financial Assets

Total

Note 6(b-iii)Reconciliation of Investmentsclassified as "Loans & Receivables"Nil

Note 6(b-iv)Reconciliation of Investmentsclassified as "Available for Sale"Nil

-

-

-

-

-

-

- - -

10,368

2012

- 18,269

-

- -

7,000 3,368

10,368

58,120

3,00014,368

- 107,900

3,577 11,421

-

30,200 30,200

Actual

30,200

Non Current

- -

- 10,368

4,000 41,000

(85,320)

14,368

24,791

(118,700)

8,096

24,791

1,697 -

30,200 10,368

3,000

4,786 -

18,269(15,000)

8,000

6,770

-

-

-

2013

-

-

2013

Current Actual Actual

Non Current

3,000

478 24,791

2,993

3,720

14,368

-

41,569

Actual

2,722

(27,500) 8,000

2012

Current



page 44



Note 6c. Restricted Cash, Cash Equivalents & Investments - Details

$ '000

Total Cash, Cash Equivalentsand Investments

attributable to:External Restrictions (refer below)

Internal Restrictions (refer below)

Unrestricted

$ '000

Details of Restrictions

External Restrictions - Included in LiabilitiesNil

External Restrictions - OtherDeveloper Contributions - General (D)Specific Purpose Unexpended Grants (F)Domestic Waste Management (G)Stormwater Management (G)External Restrictions - OtherTotal External Restrictions

D Development contributions which are not yet expended for the provision of services and amenities in accordancewith contributions plans (refer Note 17).

F Grants which are not yet expended for the purposes for which the grants were obtained. (refer Note 1) G Water, Sewerage, Domestic Waste Management (DWM) & other Special Rates/Levies/Charges are externally

restricted assets and must be applied for the purposes for which they were raised.

External Restrictions arise pursuant to section 409(3) of the Local Government Act, the Local Government (FinancialManagement) Regulation 1999 and other applicable legislation. Further information relating to Developer Contributionsis provided in Note 17 and Unexpended Grants in Note 3. Amounts raised by special rates (eg. Water & Sewer) or forDomestic Waste Management may only be used for those purposes.

3,655

Actual Current

14,3687,558

34,364

2013 Closing Transfers from

9,368 28,254

79,308

-

2013 2012Actual

14,368

Opening

35,540

Non Current

79,308

Transfers to

9,368

Current

-

Balance

9,368-

Non Current

2012

Restrictions

(12,210)35,540

-

37,386 10,364

3,400 3,510

2,682

30,879

-

66,476

66,476

4,936

Balance

1,890

Restrictions

14,368

2013Actual

37,386

Actual

30,339 (3,255) (5,476)

747 799

(1,143) (2,336)

35,540

2,028 37,386 (12,210) 10,364 1,107



page 45



Note 6c. Restricted Cash, Cash Equivalents & Investments - Details (continued)

$ '000

Internal RestrictionsFleet and Plant (UU)Employees Leave Entitlement (L)Building Damage Deposits (M)Business Accelerator IT & Furniture (EE)Certification Unit (V)Long Day Care Operations( R)Anzac Youth & Recreation Centre Fund (O)Elections (N)Energy Audit Upgrade (CC)Family Day Care (S)Future Works Reserve (GG)Hazelhurst Gallery Cafe Equipment (DD)Hazelhurst Gallery Upgrade (JJ)Infrastructure Levy Works (MM)Kareela Oval Upgrade Works (PP)Kindergarten Upgrades (AA)Land Acquisitions / Easements (W)Leisure Facilities (NN)Loan Funds Not Utilised (LL)Long Day Care Maternity Leave (FF)Office Automation (P)Property Development (Q)Property Internal Funding Restrictions (LL)RFS Building Construction (OO)Works in Progress/Unspent All. (Z)Community Facilities Fund (QQ)Sutherland Entertainment Centre Redevelopment (RR)Before and After School CareCronulla Plaza Refurbishment (SS)Cronulla Watewater Reuse Scheme (TT)Parks Capital (VV)Tennis Facilities (WW)Total Internal Restrictions

TOTAL RESTRICTIONS

See on the page following for descriptions of internal restrictions (as identified above).

Internal Restrictions arise pursuant to resolutions of Council to set aside reserves of cash resources either relatingto liabilities recognised in these reports or to fund future expenditure for the stated purpose. Such reserves are notpermitted to exceed the amounts of cash assets and cash investments not otherwise restricted.

662

1,348 (154)

88 (489)

Balance

(16,786) 9,317

-

- 65

234 (13) -

45 (15) 123 -

9,707 (2,951)

2,651 2,624

662

763 (866)

77 (3)

138 - -

57

3,177

-

6,476 6,177

-

-

- 166

507 976

1,760 (140)

(43,372)

(33)

42,622

100

943

270

123 100 - 100

- 30 - 30 -

29

-

200

417

6

6,352 338

Closing Restrictions

338 -

-

205

-

5,480 3,472 (6,895)

166

78,162 (55,582)

2013Balance

Transfers to

161

-

1,629

7,029

1,349

293

2,243

577

43,732123

9,357 79 3

247 (75)

81,118

1,519

60

401

-

- -

80

100

2,927

42,262

29

52,626

Opening

6,165

507

66

-

Restrictions

- 153

-

(9,476) 235

2,057

235 -

-

9

(2,967) 94

562

-

-

138

Transfers from

- 200

5,629

-

(266)

15

75 417

-

-

(2,243)

381

16,973



page 46




$ '000

D Development contributions which are not yet expended for the provision of services and amenities in accordance with

contributions plans (refer Note 17).

E RTA Contributions which are not yet expended for the provision of services and amenities in accordance with those contributions.

F Grants which are not yet expended for the purposes for which the grants were obtained. (refer Note 1)

G Water, Sewerage, Domestic Waste Management (DWM) & other Special Rates/Levies/Charges are externally restricted assets

and must be applied for the purposes for which they were raised.

H Agreement between NSW Waste Recycling and Council, where the former pays Council quarterly contributions to be used solely

for sporting & recreational development facilities on the old tip site.

I Agreement between NSW Waste Recycling and Council, where the former pays Council for excess tonnage above agreed

amount (applied same as above).

J Agreement in place with loan provider that Council is to set aside funds annually until maturity of loan when principal is due in full.

K Loan funds received on 29/06/07 from the CBA to fund the Cronulla Community Centre project.

Funds are borrowed on semi-annual interest payable only with full principal to be repaid within two to three years.

L Council policy to maintain in reserve at least 10% of ELE liability for a future “buffer”.

M Reserve reoresents the accummulated bonds, deposits and retentions held by Council in relation to private building works,

contract retention to cover possible rectification works, miscellaneous bonds for activities such as hall hire.

N An amount is set aside each year for 4 years to raise sufficient funds for the quadrennial Council elections.

O Funds are set aside for Anzac Youth & Recreation Centre to assist in future upgrades & maintenance of community halls.

P Funds from IT operations & IT projects uncompleted are set aside to meet future technology upgrades.

Q Council policy to account for the property development fund separately in accordance with the property business plan.

R Conditions tied to grant funding commits any surplus to be reserved to meet future centre upgrades, improvements or major

maintenance.

S Conditions tied to grant funding commits any surplus to be reserved to meet future centre upgrades, improvements or major

maintenance.

T Conditions tied to grant funding commits any surplus to be reserved to meet future centre upgrades, improvements or major

maintenance.

U Funds from insurance proceeds as a result of a fire and risk budget set aside for future youth centre facilities at Engadine.

V Enterprise agreement condition where the nett surplus of the Certification Unit is retained as a reserve for staff bonus

distribution or future business needs.

W Balance reserved for funding recreation space land acquisitions and unidentified drainage easements when required.

X Funds from past operational savings set aside to assist funding a new or upgraded telecommunications system.

Y Represents net funds from sale of old Cronulla Library site in Surf Rd which are to be used to partially repay the Cronulla Community

Facilities financing loan.

Z The General Revenue funded portion of works in progress & unspent allocations is reserved each year & released in the next

year for continuation of works.

AA Council decision to reserve the insurance proceeds from Talara Rd Scout Hall fire to assist in funding 3 kindergarten upgrades

across the shire.

BB An initial $6 million was reserved for environmental projects, with the capital being preserved and any income earned to fund

environmental projects.

CC Funds for the purpose of undertaking energy audit upgrades to reduce energy consumption across the organisation.

DD Half the operating surplus from Hazelhurst Gallery Cafe is reserved each year to assist in funding ongoing equipment replacement.

EE A proportion of the rent paid by SSHED tennants is taken to reserve to assist with the future IT upgrades & furniture at the facility.

(continued on the next page)

2013



page 47




$ '000

The Long Day Care budgets are framed to allow for probable excessive maternity leave occurrences and this amount is set

aside for future impacts.

The surplus funds from the 2009/10 financial year are reserved to assist in meeting future budget shortfalls or specific project

funding.

The surplus funds from the 2009/10 financial year are reserved for future developments at Kareela Golf Course.

This reserve represents the balance of internal funding for projects from the Property Fund that have not been fully utilised.

funds by the finance provider.

Balance of Infrastructure levies being unspent allocations carried forward.

Council decision to set aside any surplus to budget for the Leisure Centre for future capital works/renewals to be financed from

funds derived from the facilities.

Reserve created from savings in the construction of Rural Fire Service buildings for future building works.

Reserve created from unspent funds set aside for oval drainage & irrigation works at Kareela Oval to commence in September 2012.

Funds are set aside from community management committees to assist in future upgrades & maintenance of community halls.

Reseve established from unexpended funds for the upgrade of the Sutherland Entertainment Centre.

Reserve established for the ongoing minor upgrades at Cronulla Plaza until a major upgrade is undertaken.

Reserve established for future capital works and replacements in relation to the Cronulla Wastewater Reuse Scheme.

Reserve estabished for future plant and vehicle replacements across all Council activities, along with provisions for future

mechanical workshop upgrades.

Reserve established from unspent allocations for specific parks capital works that can only be undertaken under specific

circumstances or at a particular time.

WW Reserve established for future upgrade works at Tennis facilities upon the determination of the future use and management of the

Tennis Facilities.

VV

UUTTSSRRQQPPOO

NNMM

KKHH

GG

FF

2013



page 48



Note 7. Receivables

$ '000

PurposeRates & Annual ChargesInterest & Extra ChargesAccrued Revenues - Interest on InvestmentsGovernment Grants & SubsidiesDeferred DebtorsNet GST ReceivableSection 611 (AGL/Telstra/Optus)Sundry DebtorsThe RidgeOther DebtorsTotal

less: Provision for ImpairmentRates & Annual ChargesOther DebtorsTotal Provision for Impairment - Receivables

TOTAL NET RECEIVABLES

Externally Restricted ReceivablesDomestic Waste Management - Cronulla Plaza Special RateTotal External RestrictionsInternally Restricted ReceivablesNilUnrestricted ReceivablesTOTAL NET RECEIVABLES

Notes on Debtors above:(i) Rates & Annual Charges Outstanding are secured against the property.

(ii) Doubtful Rates Debtors are provided for where the value of the property is less than the debt outstanding. An allowance for other doubtful debts is made when there is objective evidence that a receivable is impaired.

(iii) Interest was charged on overdue rates & charges at 9.00% (2012 9.00%). Interest on Deferred Rates is 7.0%Generally all other receivables are non interest bearing.

(iv) Please refer to Note 15 for issues concerning Credit Risk and Fair Value disclosures.

1,001 723

5,724

Current Non Current 2012

13,632

12,582

801

(175)

82

1,750

4,900

2013Notes

815 1,001

18

12,582

(875) -

1,046

3,847

18

40

- 4,335

41

Non Current

1,042

-

-

3,8473,847

1,98896 -

12,903

1,032

1,988

-

- -

- 5,635 - - 37 -

2,819 - 946

27

(1,050) -

-

- 3,847

(225)

13,949

(1,113) -

1,988

- -

-

865

-

- 988

13,949

14 -

1,007

922

-

Current

- 19 -

-

11,575

(888)

1,988

-

15,062

891



page 49



Note 8. Inventories & Other Assets

$ '000

InventoriesReal Estate for resale (refer below)

Stores & MaterialsTrading StockTotal Inventories

Other AssetsPrepaymentsTotal Other Assets

TOTAL INVENTORIES / OTHER ASSETS

Externally Restricted Assets

Domestic Waste ManagementPrepaymentsTotal Domestic Waste Management

OtherNil

Total Externally Restricted AssetsTotal Internally Restricted AssetsTotal Unrestricted AssetsTOTAL INVENTORIES & OTHER ASSETS

- 129 129

- 129 - -

-

-

1,420

6,258

Current

-

6,2586,129

-

-

2012Non Current

164 175

- -

-

145

1,420

-

Non Current

-

Notes

4,838

4,532 161

-

2013

-

-

6,926

5,269

1,657 -

Current

8484

84

6,842

-

-

6,926

-

-

-

-

-

1,657

-

- 4,930

-



page 50



Note 8. Inventories & Other Assets (continued)

$ '000

(i) Other Disclosures

(a) Details for Real Estate DevelopmentResidentialIndustrial/CommercialOther PropertiesTotal Real Estate for Resale(Valued at the lower of cost and net realisable value)

Represented by:Acquisition CostsDevelopment CostsOther Properties - Book ValueTotal CostsTotal Real Estate for Resale

Movements:Real Estate assets at beginning of the year - Purchases and other costsTotal Real Estate for Resale

(b) Current Assets not anticipated to be settled within the next 12 monthsThe following Inventories & Other Assets, even though classifiedas current are not expected to be recovered in the next 12 months;

Real Estate for Resale

(398) 4,936

4,930

2013Non Current

-

- - 4,930

4,532

423

4,532 -

-

-

- 160 -

4,532 4,930

159

-

4,532

2013

4,930

2012

3,772 601

-

Current

4,532 -

-

3,949

4,532

-

-4,930

- 559

- -

559 3,764

-

3,957

Current

- -

-- (6)

-4,930

4,930

-

414

Non Current

607

2012


Suth

erla

nd S

hire

Cou

ncil

Not

es to

the

Fina

ncia

l Sta

tem

ents

for t

he fi

nanc

ial y

ear e

nded

30

June

201

3

Not

e 9a

. Inf

rast

ruct

ure,

Pro

perty

, Pla

nt &

Equ

ipm

ent

At

At

Car

ryin

gA

tA

tC

arry

ing

$ '0

00C

ost

Fair

Valu

eD

ep'n

Impa

irmen

tVa

lue

Cos

tFa

ir Va

lue

Dep

'nIm

pairm

ent

Valu

e

Cap

ital W

ork

in P

rogr

ess

472

-

-

-

47

2

303

-

-

(3

42)

-

43

3

-

-

-

433

P

lant

& E

quip

men

t-

30

,778

17,8

66

-

12

,912

1,49

7

(9

34)

(1

,428

)

-

-

-

30

,836

18,7

89

-

12

,047

Offi

ce E

quip

men

t-

3,

753

2,86

3

-

89

0

116

-

(1

02)

-

-

-

3,

869

2,96

5

-

90

4

Fur

nitu

re &

Fitt

ings

-

10,3

59

7,

336

-

3,02

3

33

6

(49)

(536

)

-

-

-

10,6

44

7,

870

-

2,77

4

P

lant

& E

quip

men

t (un

der F

inan

ce L

ease

)-

2,

484

1,11

0

-

1,

374

67

-

(5

28)

-

-

-

2,

045

1,13

2

-

91

3

Lan

d:

- O

pera

tiona

l Lan

d-

10

2,05

6

-

-

102,

056

-

-

-

1,

055

9,52

8

-

11

2,63

9

-

-

112,

639

- C

omm

unity

Lan

d-

19

3,57

8

-

-

193,

578

1,

667

-

-

(655

)

-

-

194,

590

-

-

19

4,59

0

-

Land

und

er R

oads

(pre

1/7

/08)

-

-

-

-

-

-

-

-

-

-

-

57,9

38

-

-

57

,938

-

Land

und

er R

oads

(pos

t 30/

6/08

)-

57

,938

-

-

57,9

38

-

-

-

-

-

-

9,

594

-

-

9,59

4

L

and

Impr

ovem

ents

- no

n de

prec

iabl

e-

7,

948

-

-

7,94

8

1,

646

-

-

-

-

-

-

-

-

-

Lan

d Im

prov

emen

ts -

depr

ecia

ble

-

156,

259

79

,584

-

76,6

75

9,

549

-

(4,2

48)

342

-

-

16

6,14

9

83,8

31

-

82

,318

Bui

ldin

gs -

Non

Spe

cial

ised

-

77,2

03

31

,615

-

45,5

88

66

-

(1,5

73)

-

-

-

77,2

70

33

,189

-

44,0

81

B

uild

ings

- S

peci

alis

ed-

31

0,22

8

124,

917

-

18

5,31

1

2,45

4

(7

2)

(6

,007

)

-

-

-

31

2,54

7

130,

861

-

18

1,68

6

Infr

astr

uctu

re:

-

Roa

ds, B

ridge

s, F

ootp

aths

-

453,

015

14

2,11

3

-

310,

902

19

,945

-

(8,4

81)

-

-

-

472,

960

15

0,59

4

-

322,

366

- B

ulk

Ear

thw

orks

(non

-dep

reci

able

)-

5,

950

-

-

5,95

0

49

7

-

-

-

-

-

6,44

6

-

-

6,

446

-

Sto

rmw

ater

Dra

inag

e-

22

3,06

5

78,6

18

-

14

4,44

7

3,01

4

-

(2

,586

)

-

21

4,06

3

-

565,

333

20

6,39

5

-

358,

938

O

ther

Ass

ets:

-

Her

itage

Col

lect

ions

-

256

-

-

25

6

13

-

-

-

-

-

27

0

-

-

270

- Li

brar

y B

ooks

-

5,75

6

3,

548

-

2,20

8

90

6

-

(877

)

-

-

-

6,66

1

4,

425

-

2,23

6

- O

ther

-

382

81

-

301

-

-

-

-

-

-

38

2

81

-

30

1

TOTA

L IN

FRA

STR

UC

TUR

E,

PR

OP

ER

TY, P

LAN

T &

EQ

UIP

.

Addi

tions

to D

epre

ciab

le L

and

Impr

ovem

ents

, Bui

ldin

gs, O

ther

Stru

ctur

es &

Infra

stru

ctur

e As

sets

are

mad

e up

of A

sset

Ren

ewal

s ($

30,5

84,4

85.4

6) a

nd N

ew A

sset

s ($

11,4

91,8

87.9

2).

Ren

ewal

s ar

e de

fined

as

the

repl

acem

ent o

f exi

stin

g as

sets

(as

oppo

sed

to th

e ac

quis

ition

of n

ew a

sset

s).

page 51


as a

t 30/

6/20

12A

sset

Mov

emen

ts d

urin

g th

e R

epor

ting

Perio

das

at 3

0/6/

2013

Asse

t Ad

ditio

ns

WD

Vof

Ass

et

Dis

posa

ls

Dep

reci

atio

n Ex

pens

e

Rev

alua

tion

Incr

emen

tsto

Equ

ity

(AR

R)

Acc

umul

ated

Acc

umul

ated

472

1,64

1,00

848

9,65

1-

1,15

1,82

9

Adju

stm

ents

& Tr

ansf

ers

223,

591

42,0

76(1

,055

)(2

6,36

6)40

043

32,

030,

173

640,

132

-1,

390,

474



page 52



Note 9b. Externally Restricted Infrastructure, Property, Plant & Equipment

Note 9c. Infrastructure, Property, Plant & Equipment - Current Year Impairments

Council has recognised no impairment losses during the reporting period nor reversed any prior period losses.

9 Furniture & Fittings - 22 15 7 -

6,744

Actual

71,076

- -

1,0605,654

13 22

-

6,744 5,668825 1,076

Actual2012

A/Dep & Carrying ValueCost

Actual

At A/Dep &At2013

CostAt

Impairm'tFair ValueAtCarrying

ValueImpairm'tFair Value

6,714 811

8258

5,909 1

6,704

-

- -

$ '000

Class of Asset

Domestic Waste Management

Other Assets6,734

Plant & Equipment

Total DWM

- 5,893

1 8 5,668

7

-5,909TOTAL RESTRICTED I,PP&E

Actual

6,734



page 53



Note 10a. Payables, Borrowings & Provisions

$ '000

PayablesGoods & ServicesPayments Received In AdvanceSecurity Bonds, Deposits & Retentions (<12 months)

Security Bonds, Deposits & Retentions (>12 months)

OtherTotal Payables

BorrowingsBank OverdraftLoans - Secured 1

Finance Lease LiabilitiesTotal Borrowings

ProvisionsEmployee Benefits;Annual LeaveSick LeaveLong Service LeaveGratuitiesSub Total - Aggregate Employee BenefitsSelf Insurance - Workers CompensationSelf Insurance - Public LiabilityAsset Remediation/Restoration (Future Works)Other - Motor VehiclesOther - AuditTotal Provisions

Total Payables, Borrowings & Provisions

(i) Liabilities relating to Restricted Assets

Externally Restricted AssetsDomestic Waste ManagementLiabilities relating to externally restricted assets

Internally Restricted AssetsNil

Total Liabilities relating to restricted assetsTotal Liabilities relating to Unrestricted AssetsTOTAL PAYABLES, BORROWINGS & PROVISIONS

1. Loans are secured over the General Rating Income of Council Disclosures on Liability Interest Rate Risk Exposures, Fair Value Disclosures & Security can be found in Note 15.

4,064 -

3,252 - -

-

9,395

16,915

22,465 21,108

1,935

1,935

61,891 59,956

-

35,650

Current

223

52 61

1,935

3,980

61

1,192

4,053

- -

2,580

502

Non Current

21,108

183

Current 2013

903

-

-

4,755

22,465

378

-

22,465

Non Current

-

5,550

824

6,735

159

- 8,298

-

-

1,980 - -

16,091

2012

-

2,844

2012

61,891

21,108

36,849

334

Non Current

6,437 714 -

35,581

58,795

2013

-

992

485

-

34,355

- - 1,773

Current

-

54 -

60,568

1,773

-

-

15,868

2,344 1,192

Non Current Current

-

Notes

18,097

6,061 -

391

-

4,128

-

-

16,353

1,000

1,773

264

60,568

-

6,945

3,254 19,477 992

9,509

-

890

2,231

820

26

7,399

20,543

2,426

17,588



page 54



Note 10a. Payables, Borrowings & Provisions (continued)

$ '000

(ii) Current Liabilities not anticipated to be settled within the next 12 months

The following Liabilities, even though classified as current, are not expectedto be settled in the next 12 months.

Provisions - Employees BenefitsPayables - Security Bonds, Deposits & Retentions

Note 10b. Description of and movements in Provisions

Asset Remediation

a. Employees Leave Entitlements & On-Costs represents those benefits accrued and payable and an estimate of thosethat will become payable in the future as a result of past service.

b. Self Insurance Provisions represent both (i) Claims Incurred but Not reported and (ii) Claims Reported & Estimatedas a result of Council's being a self insurer up to certain levels of Excess.

c. Asset Remediation, Reinstatement & Restoration Provisions represent the Present Value estimate of future costs Council will incur in order to remove, restore & remediate assets &/or activities as a result of past operations (Note 26)

TOTAL 41,13151 Other

(2,540)

-

113 (49)

24,709

-

41,603

2013

-

915

(18,448)

5,471 - - -

Annual Leave

1,000

23,799

Asset RemediationSelf Insurance

(2,952)

2,231

(10,825)

Long Service Leave 20,669 Gratuities

Sick Leave 2,954

Additional ProvisionsClass of Provision Decrease due to

Payments

OpeningBalance

as at 1/7/12

113 2,948

22,729

9,395 3,252

10,939

1,000

(2,082) -

2012

2,344

2012

-

-

ClosingBalance

as at 30/6/13

9,509

115

1,980

3,254

-

- - -

-

Remeasurement effects due to

Discounting

Actual Actual

4,064

2013

18,920

3,846

-

-

Unused amounts reversed

-

-

27,863

21,535

-



page 55



Note 11. Statement of Cash Flows - Additional Information

$ '000

(a) Reconciliation of Cash AssetsTotal Cash & Cash Equivalent AssetsLess Bank OverdraftBALANCE as per the STATEMENT of CASH FLOWS

(b) Reconciliation of Net Operating Result to Cash provided from Operating Activities

Net Operating Result from Income StatementAdjust for non cash items:Depreciation & AmortisationNet Losses/(Gains) on Disposal of AssetsNon Cash Capital Grants and ContributionsLosses/(Gains) recognised on Fair Value Re-measurements through the P&L: - Investments classified as "At Fair Value" or "Held for Trading" - Investment PropertiesCapitalised Plant Hire / Internal Charges

+/- Movement in Operating Assets and Liabilities & Other Cash Items:Decrease/(Increase) in ReceivablesIncrease/(Decrease) in Provision for Doubtful DebtsDecrease/(Increase) in InventoriesDecrease/(Increase) in Other AssetsIncrease/(Decrease) in PayablesIncrease/(Decrease) in Other LiabilitiesIncrease/(Decrease) in Employee Leave EntitlementsIncrease/(Decrease) in Other ProvisionsNET CASH PROVIDED FROM/(USED IN)OPERATING ACTIVITIES from the STATEMENT of CASH FLOWS

30

10

291

431

1,095

30,539

1,085 (431)

Actual

970

(2,722)

41,079

2012Actual

(45,230)

(63)

(344)

26,182

236

579

4,685

(429)

(478)

(4,451)

410

(4,128)

Notes

64

31,035

(777)

913

24,033

(2,484)

23,317 (4,053)

1,034

45,207 6a

-

52,509

2,395

2013

(38)

2,079

19,264



page 56



Note 11. Statement of Cash Flows - Additional Information (continued)

$ '000

(c) Non-Cash Investing & Financing Activities

Acquisition of Plant & Equipment by means of Finance LeaseRoads DedicationsLand Dedications (Other than S94)Total Non-Cash Investing & Financing Activities

(d) Financing Arrangements

(i) Unrestricted access was available at balance date to the following lines of credit:

Bank Overdraft Facilities (1)

Credit Cards / Purchase CardsTotal Financing Arrangements

1. The Bank overdraft facility may be drawn at any time and may be terminated by the bank without notice. Interest rates on overdrafts are Interest Rates on Loans & Other Payables are disclosed in Note 15.

(ii) Secured Loan Liabilities

Loans are secured by a mortgage over future years Rate Revenue only.

Note 12. Commitments for Expenditure

(a) Capital Commitments (exclusive of GST)

Capital expenditure committed for at the reporting date but notrecognised in the financial statements as liabilities:

Property, Plant & EquipmentBuildingsPlant & EquipmentOther - incl. Works/Construction of Public Amenities

Total Commitments

These expenditures are payable as follows:Within the next yearTotal Payable

Sources for Funding of Capital Commitments:Unrestricted General FundsTotal Sources of Funding

1,609

2013

800

8,738

8,738 9,067

750 50

44,225

Actual Notes

869

Actual

Actual

67 2,842

4,518

71

9,0678,738

1,005

105

46,099

2012

9,067

8,738 9,067

6,699

2,297

Actual

1,936

6,543

855

259

8,7389,067

750



page 57



Note 12. Commitments for Expenditure (continued)

$ '000

(b) Finance Lease Commitments

(i) Commitments under Finance Leases at the Reporting Date are payable as follows:

Within the next yearLater than one year and not later than 5 yearsTotal Minimum Lease Paymentsless: Future Finance ChargesAmount Recognised as a Liability

(ii) Finance Lease Liability Recognised represent;

Current LiabilitiesNon-Current LiabilitiesTotal Finance Lease Liabilities Disclosed

(i) General Details

Council Leases the following Property, Plant & Equipment underFinance Leases:

PurchaseComputers - Carrying ValueComputers - Carrying ValueOther Equipment/AssetsOther Equipment/AssetsTotal Carrying Value at Year End

(c) Operating Lease Commitments (Non Cancellable)

a. Commitments under Non Cancellable Operating Leases at the Reporting date, but not recognised as Liabilities are payable:

Within the next yearLater than one year and not later than 5 yearsLater than 5 yearsTotal Non Cancellable Operating Lease Commitments

b. Non Cancellable Operating Leases include the following assets:Garbage Compactors, Tractors, Road Sweepers, Leisure Centre Equipment & other Plant & Equipment.Contingent Rentals may be payable depending on the condition of items or usage during the lease term.

Conditions relating to Finance & Operating Leases:- All Finance & Operating Lease Agreements are secured only against the Leased Asset.- No Lease Agreements impose any financial restrictions on Council regarding future debt etc.

Yes

(57)

Yes

6,196

141

Contingent

1,438

4,048

24

876

876

3,865

Yes

Yes

Rent ClausesYes

15

508

2013

425

1,326

34

2012Actual Actual

577

933

10,268

1,326

- 7,451

(112)

593 417

-

(Years)4

Yes

Option to

35

Term

5Yes

Yes

560

3,586

Notes

878

876

391

425

502 824

1,326

485



page 58



Note 13a(i). Statement of Performance Measurement - Indicators (Consolidated)

$ '000

Local Government Industry Indicators - Consolidated

1. Unrestricted Current RatioCurrent Assets less all External Restrictions (1)

Current Liabilities less Specific Purpose Liabilities (2,3)

2. Debt Service RatioDebt Service CostIncome from Continuing Operations(excl. Capital Items & Specific Purpose Grants/Contributions)

3. Rates & Annual Charges Coverage RatioRates & Annual ChargesIncome from Continuing Operations

4. Rates, Annual Charges, Interest & Extra Charges Outstanding PercentageRates, Annual & Extra Charges Outstanding Rates, Annual & Extra Charges Collectible

4a. Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage

The Rates and Annual charges outstanding includes an amount of $1,608,838 due but not pursued as recover due toCouncil policies. This amount can be split between Eligible Pensioners & Arrangements under financial hardship

If Council policies were discounted from the amount outstanding then the Outstanding Percentage Ratio would be:

Rates, Annual & Extra Charges OutstandingRates, Annual & Extra Charges Collectible

5. Building & Infrastructure Renewals RatioAsset Renewals(4)

Depreciation, Amortisation & Impairment

Notes

(1) Refer Notes 6-8 inclusive. Also excludes any Real Estate & Land for resale not expected to be sold in the next 12 months(2) Refer to Note 10(a).(3) Refer to Note 10(a)(ii) - excludes all payables & provisions not expected to be paid in the next 12 months (incl. ELE).

Notes continued

(4) Asset Renewals represent the replacement &/or refurbishment of existing assets to an equivalent capacity/performanceas opposed to the acquisition of new assets (or the refurbishment of old assets) that increases capacity/performance.Asset Renewals include building and infrastructure assets only.

5.56%4.89%

2011Indicator

2013

3.95%

2012

1.66

4.90%6,541

32,093

2013

201,721 62.33%

4,578

26,929 142.20%144.41%

2.53%

114.32%

1.37 : 1

60.07%

133,787

7.84%

44,108

Amounts Prior Periods

125,732

18,647

1.69

50.58%

181,269

4,932133,787

3.69%



page 59



Note 13a(ii). Local Government Industry Indicators - Graphs (Consolidated)

To assess the impact of uncollected rates and annual charges on Council's liquidity and the adequacy of

recovery efforts.

2012/13 Ratio 1.37 : 1

2012/13 Ratio 4.89%

Commentary on 2012/13 Result

This ratio is better than the industry recognised benchmark of 1.00:1. A

movement of $5 million for cash investments from current assets to non-

current has resulted in the majority of the downturn in this ratio.


Ths ratio is 2012 was impacted by $43 million in land dedications being identified

as income. This caused the ratio to be lower than normal years. The 2013 figure has returned to reflect the normal trend in

previous years.


2012/13 Ratio 2.53%

This ratio is better than the industry recognised benchmark of 5%

This ratio shows that Council is spending more on asset renewals than consumed

through the depreciation charged.

Purpose of Unrestricted Current

Ratio

This ratio is well below the industry recognised benchmark of 10%. Council continues to liquidate debt without any

further major borrowings.


To assess the rate at which these assets are being renewed

relative to the rate at which they are depreciating.

Purpose of Debt Service Ratio

To assess the impact of loan principal &

interest repayments on the discretionary revenue of council.

Purpose of Asset Renewals Ratio

Purpose of Rates & Annual Charges Coverage Ratio

2012/13 Ratio 144.41%

To assess the degree of Council's

dependence upon revenue from rates and annual charges and to assess the

security of Council's income.

To assess the adequacy of working capital and its ability to satisfy obligations in the short term for

the unrestricted activities of Council.


Purpose of Rates & Annual Charges

Outstanding Ratio

2012/13 Ratio 62.33%

1.53 1.69 1.66 1.37

0.0

0.5

1.0

1.5

2.0

2.5

3.0

2010 2011 2012 2013

Rat

io :

1

1. Unrestricted Current Ratio

4.11%

7.84%

3.95%2.53%

0%

2%

4%

6%

8%

10%

12%

2010 2011 2012 2013

Rat

io %

2. Debt Service Ratio

58.72% 60.07%50.58%

62.33%

0%

20%

40%

60%

80%

100%

2010 2011 2012 2013

Rat

io %

3. Rates & Annual Charges Coverage Ratio

4.72% 4.90%5.56%

4.89%

0%

2%

4%

6%

8%

10%

2010 2011 2012 2013

Rat

io %

4. Rates, Annual Charges, Interest & Extra Charges Outstanding Percentage

89.09%

142.20%114.32%

144.41%

0%

50%

100%

150%

200%

2010 2011 2012 2013

Rat

io %

5. Building & Infrastructure Renewals Ratio



page 60



Note 14. Investment Properties

$ '000

(a) Investment Properties at Fair value

Investment Properties on Hand

Reconciliation of Annual Movement:Opening Balance- Acquisitions- Net Gain/(Loss) from Fair Value AdjustmentsCLOSING BALANCE - INVESTMENT PROPERTIES

Externally Restricted Investment Properties (included above)

Section 94

(b) Valuation Basis

The basis of valuation of Investment Properties is Fair Value, being the amounts for which the properties couldbe exchanged between willing parties in arms length transaction, based on current prices in an active marketfor similar properties in the same location and condition and subject to similar leases.

The 2013 revaluations were based on Independent Assessments made by:Alan Seege of McLennan Steege Smith and Associates.

(c) Leasing Arrangements

Details of leased Investment Properties are as follows;

Future Minimum Lease Payments receivable undernon-cancellable Investment Property Operating Leasesnot recognised in the Financial Statements are due:Within 1 yearLater than 1 year but less than 5 yearsLater than 5 yearsTotal Minimum Lease Payments Receivable

(d) Investment Property Income & Expenditure - summary

Rental Income from Investment Properties:- Minimum Lease PaymentsDirect Operating Expenses on Investment Properties:- that generated rental incomeNet Revenue Contribution from Investment Propertiesplus:

Fair Value Movement for yearTotal Income attributable to Investment Properties

7,907

Actual

50,447

(2,395)

2012

5,220

Actual

50,447

-

(283) 3,339

Notes 2013

(1,085)

(1,085)

46,312

3,138

5,220

90,232 9,031

105,234

3,421

(253)

2,053

92,825

3,592

944

3,047

48,052

(2,395)

5,220

101,186

50,447

3,378

48,052



page 61



Note 15. Financial Risk Management

$ '000

Risk Management

Council's activities expose it to a variety of financial risks including (1) price risk, (2) credit risk, (3) liquidity riskand (4) interest rate risk.

The Council's overall risk management program focuses on the unpredictability of financial markets and seeksto minimise potential adverse effects on the financial performance of the Council.

Council does not engage in transactions expressed in foreign currencies and is therefore not subject to foreigncurrency risk.

Financial risk management is carried out by Council's Finance Section under policies approved by the Council.

A comparison by category of the carrying amounts and fair values of Council's Financial Assets & FinancialLiabilities recognised in the financial statements is presented below.

Financial AssetsCash and Cash EquivalentsInvestments - "Held for Trading" - "Held to Maturity"ReceivablesTotal Financial Assets

Financial LiabilitiesBank OverdraftPayablesLoans / AdvancesLease LiabilitiesTotal Financial Liabilities

Fair Value is determined as follows:

- Cash & Cash Equivalents, Receivables, Payables - are estimated to be the carrying value which approximates mkt value.

- Borrowings & Held to Maturity Investments - are based upon estimated future cash flows discounted by the current market interest rates applicable to assets & liabilities with similar risk profiles, unless quoted market prices are available.

- Financial Assets classified (i) "at fair value through profit & loss" or (ii) Available for Sale - are based upon quoted market prices (in active markets for identical investments) at the reporting date or independent valuation.

41,188

17,194

8,096 18,269 18,269

2013Carrying Value

45,207

4,128

876

14,991

18,935

4,053

1,326

16,874

17,368

18,294 18,935 18,294

57,263 17,368

97,273

4,128

97,27316,429

103,667

8,096

41,18840,492

23,317

2013 2012

103,667

40,492876

4,053

2012Fair Value

14,991 57,263

16,874

45,207 23,317

17,194

16,429

1,326



page 62



Note 15. Financial Risk Management (continued)

$ '000

(a) Fair Value Measurements

The fair value of financial assets and financial liabilities must be estimated in accordance with AccountingStandards for either recognition and measurement requirements or for disclosure purposes.

AASB 7 Financial Instruments: Disclosures, requires the disclosure of how fair valuations have been arrived atfor all financial assets and financial liabilities that have been measured at fair value.

Arriving at fair values for financial assets & liabilities can be broken up into 3 distinct measurement hierarchies:

Level 1: Quoted prices (unadjusted) in active markets for identical assets or liabilitiesLevel 2: Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly (as prices) or indirectly (derived from prices) Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs)

The following table presents the financial assets and financial liabilities that have been measured & recognisedat fair values:

2013Financial AssetsInvestments- "Held for Trading"Total Financial Assets

Financial Liabilities- PayablesTotal Financial Liabilities

2012Financial AssetsInvestments- "Held for Trading"Total Financial Assets

Financial Liabilities- PayablesTotal Financial Liabilities

- - --

--

Level 2

-

-

-

-

- 18,269

- 23,317

- -

-

-

Level 3

23,317

18,269

Total

-

Level 2

-

Level 1

-

Level 1

23,317 -

Level 3

18,269

23,317

-

-

- -

Total

18,269



page 63




$ '000

(b) Cash & Cash Equivalents, Financial assets 'at fair value through the profit & Loss' "Available-for-sale" financial assets & "Held-to-maturity" Investments

Council's objective is to maximise its return on cash & investments whilst maintaining an adequate level ofliquidity and preserving capital.

Council's Finance area manages the Cash & Investments portfolio with the assistance of independent advisors.

Council has an Investment Policy which complies with the Local Government Act & Minister's Investment Order.This Policy is regularly reviewed by Council and it's staff and an Investment Report is tabled before Council ona monthly basis setting out the portfolio breakup and its performance.

The major risk associated with Investments is price risk - the risk that the capital value of Investments mayfluctuate due to changes in market prices, whether there changes are caused by factors specific to individualfinancial instruments or their issuers or are caused by factors affecting similar instruments traded in a market.

Cash & Investments are also subject to interest rate risk - the risk that movements in interest rates could affectreturns and income.

A further risk associated with Cash & Investments is credit risk - the risk that the investment counterparty) willnot complete their obligations particular to a financial instrument, resulting in a financial loss to Council - be itof a capital or income nature.

Council manages these risks (amongst other measures) by diversifying its portfolio and only purchasinginvestments with high credit ratings or capital guarantees.

Council also seeks advice from independent advisers before placing any funds in Cash Equivalents &Investments.

The following represents a summary of the sensitivity of Council's Income Statement and Accumulated Surplus(for the reporting period) due to a change in either the price of a financial asset or the interest rates applicable.

It is assumed that the change in interest rates would have been constant throughout the reporting period.

2013Possible impact of a 10% movement in Market ValuesPossible impact of a 1% movement in Interest Rates

2012Possible impact of a 10% movement in Market ValuesPossible impact of a 1% movement in Interest Rates

(2,479)

(2,647)

639

Equity Increase of Values/Rates

Profit Decrease of Values/Rates

(2,479)

1,827

639

(535)

(639)

625

(639)

Equity (2,647)

Profit

2,479

1,827

2,479

(535) 625



page 64




$ '000

(c) Receivables

Council's major receivables comprise (i) Rates & Annual charges and (ii) User Charges & Fees.

The major risk associated with these receivables is credit risk - the risk that debts due and payable to Councilmay not be repaid in full.

Council manages this risk by monitoring outstanding debt and employing stringent debt recovery procedures.It also encourages ratepayers to pay their rates by the due date through incentives.

Credit risk on rates and annual charges is minimised by the ability of Council to secure a charge over the landrelating to the debts - that is, the land can be sold to recover the debt. Council is also able to charge intereston overdue rates & annual charges at higher than market rates which further encourages the payment of debt.

There are no significant concentrations of credit risk, whether through exposure to individual customers,specific industry sectors and/or regions.

The level of outstanding receivables is reported to Council monthly and benchmarks are set and monitored foracceptable collection performance.

Council makes suitable provision for doubtful receivables as required and carries out credit checks on mostnon-rate debtors.

There are no material receivables that have been subjected to a re-negotiation of repayment terms.

A profile of Council's receivables credit risk at balance date follows:

(i) Ageing of ReceivablesCurrent (not yet overdue)Overdue

(ii) Movement in Provision for Impairment of ReceivablesBalance at the beginning of the year+ new provisions recognised during the year- amounts already provided for & written off this year- amounts provided for but recovered during the year- previous impairment losses reversedBalance at the end of the year

2013

-

Annual Charges

0%

2012

100%100%

Rates & Annual

100%

-

1,113

(17)

2012

100%

1,050

100%

1,113-

2012

Other

55%

20132013

45%100%

1,113 9 -

Rates &

27%

-

Receivables Other

Charges 0%

Receivables 73%

(55)



page 65




$ '000

(d) Payables & Borrowings

Payables & Borrowings are both subject to liquidity risk - the risk that insufficient funds may be on hand tomeet payment obligations as and when they fall due.

Council manages this risk by monitoring its cash flow requirements and liquidity levels and maintaining anadequate cash buffer.

Payment terms can (in extenuating circumstances) also be extended & overdraft facilities utilised as required.

The contractual undiscounted cash outflows (ie. principal and interest) of Council's Payables & Borrowings areset out in the Liquidity Table below:

$ '000

Bank OverdraftTrade/Other PayablesLoans & AdvancesLease LiabilitiesTotal Financial Liabilities

Bank OverdraftTrade/Other PayablesLoans & AdvancesLease LiabilitiesTotal Financial Liabilities

Borrowings are also subject to interest rate risk - the risk that movements in interest rates could adverselyaffect funding costs & debt servicing requirements. Council manages this risk through the diversification ofborrowing types, maturities & interest rate structures.

The following interest rates were applicableto Council's Borrowings at balance date:

Bank OverdraftTrade/Other PayablesLoans & Advances - Fixed Interest RateLoans & Advances - Variable Interest RateLease Liabilities

5.5%17,475

5.3%1,326

4,053

934

-

-

-

2-3 YrsCarrying

Outflows

2012

2013- 4,128 -

1-2 Yrs

Subject

maturitypayable in:

-

-

4,164 13,030

- -

15,400

-

-

3-4 YrsCash

Valuesto no

≤ 1 Year

ActualTotal

-

4,128

4-5 Yrs

3,400

9,240 45,624 -

18,294

20,984

426

10,728

508 -

-

-

- -

> 5 Yrs

9,240

-

17,194 -

23,368

- -

- -

1,980

501

4,053

16,874

5.5%1,460

0.0%

-

15.1%

Interest RateValue

2012Carrying

46,596

1,326- 1,325

-

3.9%

16,874

41,188 23,207

14,894

4.9%

4,128

-

-

-

16,874

4,128

-

ValueAverage

- -

14.7% 4,053

4,053 -

824

10,213 3,759

-

Interest RateCarrying

-

13,017

-

17,194

17,194 17,705

40,492 876 589

5.9%

-

24,344 - -

2013

- -

-

-

10,372

41,188

0.0%

Average

10,372

40,492

- -

18,935

876

-

-



page 66



Note 16. Material Budget Variations

$ '000

Council's Original Financial Budget for 12/13 was adopted by the Council on 23 May 2013.

While the Income Statement included in this General Purpose Financial Report must disclose the OriginalBudget adopted by Council, the Local Government Act requires Council to review its Financial Budget on aQuarterly Basis, so that it is able to manage the various variations between actuals versus budget thatinvariably occur throughout the year.

This Note sets out the details of MATERIAL VARIATIONS between Council's Original Budget and its Actualresults for the year as per the Income Statement - even though such variations may have been adjusted forduring each Quarterly Budget Review.

Note that for Variations* of Budget to Actual :Material Variations represent those variances that amount to 10% or more of the original budgeted figure.F = Favourable Budget Variation, U = Unfavourable Budget Variation

$ '000

REVENUESRates & Annual Charges

User Charges & Fees

Interest & Investment RevenueIn the original budget, the estimated provision was based on a conservative outlook, due to the Fair Value write backin the 2009 financial year. There has been a positive fair value reflected in the current financial year. There were also some longer term deposits that are still benefiting from higher interest rates so the overall return to Council isgreater than expected.

Other RevenuesIn terms of the original budget, the estimate for the adjustment to fair values of investment properties are difficult toprovide. The revaluation amount was $1.3million higher than the previous year. There were also allocations of estimates in the property projects and transport and traffic areas in the original budget that did reflect the actualsas at 30 June 2013.

Operating Grants & ContributionsIn many instances, the actual amount of grants received depends on decisions made by the State and Commonwealth Governments, after the original budget has been adopted. In the current year, Council has received grant funding from various additional sources.

5,029

U

0%

(21%) U

565 13%

2013

(347)

45%

---------- Variance* ----------

351

F

F

(3,740)

4,265

17,892

11,239

125,732

16,268

125,381

28,838

14,152

28,491

Actual2013 2013

Budget

4,830

(1%)

F



page 67



Note 16. Material Budget Variations (continued)

$ '000

EXPENSESBorrowing CostsThere has been a reduction in borrowing costs due to a number of factors. During the financial year the prevailinginterest rates were lower than expected. Some loans were only take up towards the end of the financial year resulting in a lower expense to Council.

Depreciation & AmortisationWith the revaluation of Buildings during 2012, the depreciation charge was higher than in the previous year.The orginal budget is adopted, it is difficult to ascertain the final effect of the revaluation on individual asset classesso estimates are indexed at a nominated rate across all classes.

Net Losses from Disposal of AssetsThere is only a general allocation for the Net Loss from Disposal of Assets in the original budget as it is difficult to ascertaini the level of sales and acquisitions of fixed assets during the financial year.

Budget Variations relating to Council's Cash Flow Statement include:Cash Flows from Operating Activities

Cash Flows from Investing Activities

Cash Flows from Financing ActivitiesThere were higher than expected lease payments during the financial year compared to the amount adopted in the original budget.

76.9%

(77.6%)

(1,090)

(34,095) 26,461

31,919 30,539

U(616)

F(7,634)

(474)

500 579 (16%) U(79)

(12%)(2,723)

---------- Variance* ----------

308 F22%

(4.3%)(1,380) U

23,459 U26,182

Actual

1,429

Budget

1,121

2013 2013 2013


Sut

herla

nd S

hire

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ncil

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es to

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tem

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for t

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nanc

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nded

30

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e 17

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ontri

butio

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tribu

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25,2

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page 68


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Not

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for t

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30

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201

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Not

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$ '0

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Fund

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23,7

96

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-

rece

ived

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Bal

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Ope

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362

Bal

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Con

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utio

nsPU

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on C

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362

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5,

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in Y

ear 1313

N

on C

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rece

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dur

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Year

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Bal

ance 87

7

31

375

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Proj

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1,12

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1,

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29,9

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Ope

ning

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in Y

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(298

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31

Expe

nditu

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xp

826

(298

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-

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37

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2,

921

-

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Fund

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-

(5,2

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(38,

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29,0

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Proj

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(to)/f

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(8

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Cum

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(pay

able

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still

still

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(und

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(pay

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)

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Cum

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page 69


Sut

herla

nd S

hire

Cou

ncil

Not

es to

the

Fina

ncia

l Sta

tem

ents

for t

he fi

nanc

ial y

ear e

nded

30

June

201

3

Not

e 17

. Sta

tem

ent o

f Dev

elop

er C

ontri

butio

ns (c

ontin

ued)

$ '0

00

S94

CO

NTR

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NS

- UN

DER

A P

LAN

CO

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THER

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49

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(to)/f

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hin

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row

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Futu

re

-

-

-

28

rece

ived

dur

ing

the

Year

Non

Cas

h -

Expe

nditu

re

in Y

ear

Year

-

page 70

Tota

l

Bal

ance

209

-

Ope

ning

PUR

POSE

Bal

ance

Ope

ning 77

7

777

209

Cas

h

2To

tal

124

PUR

POSE

Bal

ance

Con

trib

utio

ns

-

rece

ived

dur

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the

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in Y

ear

79

Cas

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on C

ash

Con

trib

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ns

312

(340

)

31

2

Asse

t

4,09

1To

tal

3,96

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(1

0)-

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5

-

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138

--

1,

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2,

368

4,09

1

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274

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0)

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rest

Ove

r or

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tand

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still

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Res

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1,

449

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h12

4

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ning

79

2

earn

edIn

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st

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rece

ived

dur

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the

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(6

8)

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in Y

ear

earn

edIn

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st

outs

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(68)

(to)/f

rom

946

Fund

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durin

gYe

ar

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nditu

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(und

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row

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Hel

d as

-

Inte

rnal

Proj

ectio

ns

Futu

re

Exp still

due/

(pay

able

)

Cum

ulat

ive -

Bor

row

ings

page xx

(155

)-

50

outs

tand

ing

durin

g (155

)

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50(to

)/fro

m

Inte

rnal

Bor

row

ing

Fund

ing

(340

)

Proj

ectio

ns

inco

me

Futu

rest

ill

Expe

nditu

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Year

Ove

r or

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row

ings

Exp

Financial

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d(u

nder

)

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Cum

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ive

Hel

d as

22

22

-

Inte

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due/

(pay

able

)

Cum

ulat

ive

Inte

rnal

due/

(pay

able

)

Bor

row

ings

-

-

-

-




page 71



Note 18. Contingencies & Other Assets/Liabilities Not Recognised

$ '000

LIABILITIES NOT RECOGNISED:

The following assets and liabilities do not qualify forrecognition in the Statement of Financial Position, buttheir knowledge & disclosure is considered relevantto the users of Council's Financial Report.

1. Guarantees 1. Guarantees (continued)

(i) WorkCover NSW (iv) Defined Benefit Superannuation Contribution Plans (continued)

In accordance with requirements of WorkCover NSW,Council as a self insurer for workers compensation is Council participates in an employer sponsoredrequired to lodge a cash deposit or a bank guarantee Defined Benefit Superannuation Scheme, and makesas security against potential claims upon Council. In contributions as determined by the Superannuationprevious years a cash deposit was lodged, however, Scheme's Trustees.in 1998/99 Council changed this for a bank guarantee.

Member Councils bear responsibility of ensuring thereAs at 30 June 2013 the bank guarantee held by are sufficient funds available to pay out the required$5,100,000.00. benefits as they fall due.

At 30 June 2013, Council’s actuarial assessment The Schemes most recent full actuarial reviewhas recommended a security of $3,400,000 be held indicated that the Net Assets of the Scheme wereto satisfy the new calculation formula. WorkCover not sufficient to meet the accrued benefits of thehas been advised of the recommendation and once Schemes Defined Benefit member category withreviewed and agreed by them, the appropriate member Councils required to make significantlyamount of the guarantee will be organised with higher contributions in future years.Council’s banker.

The Local Government Superannuation Scheme(ii) Sydney however is unable to provide Council with an accurate

estimate of its share of the net deficit and accordinglyAs at 30 June 2013, a bank guarantee was held Council has not recorded any net liability from it'sby Sydney Water totalling $10,000 for the purposes Defined Benefit Scheme obligations in accordanceof contract performance. with AASB 119.

(iii) Elouera Surf Life Saving Club Future contributions made to the defined benefitscheme to rectify the net deficit position will be

As at 30 June 2013, a security deposit was held by recognised as an expense when they becomeNational Australia Bank Ltd totalling $600,000 on payable - similar to the accounting for Definedbehalf of Elouera Surf Life Saving Club for a loan to Contributions Plans.undertake Club building improvements.



page 72



Note 18. Contingencies & Other Assets/Liabilities Not Recognised (continued)

$ '000

LIABILITIES NOT RECOGNISED (continued):

1. Guarantees (continued) (vii) Other Guarantees

(v) Statewide Limited Council has provided no other Guarantees other thanthose listed above.

Council is a member of Statewide Mutual, a mutualpool scheme providing liability insurance to LocalGovernment. 2. Other Liabilities

Membership includes the potential to share in either (i) Third Party Claimsthe net assets or liabilities of the fund depending onits past performance. Council’s share of the Net The Council is involved from time to time in variousAssets or Liabilities reflects Councils contributions to claims incidental to the ordinary course of businessthe pool and the result of insurance claims within including claims for damages relating to its services.each of the Fund Years.

Council believes that it is appropriately coveredThe future realisation and finalisation of claims for all claims through its Insurance Coverage andincurred but not reported to 30/6 this year may result does not expect any material liabilities to eventuate.in future liabilities or benefits as a result of pastevents that Council will be required to fund or share (ii) S94 Plansin respectively.

Council levies Section 94/94A Contributions upon(vi) StateCover Limited various development across the Council area through

the required Contributions Plans.Council is a member of StateCover Mutual Limitedand holds a partly paid share in the entity. As part of these Plans, Council has received funds

for which it will be required to expend the monies inStateCover is a company providing workers accordance with those Plans.compensation insurance cover to the NSW LocalGovernment Industry and specifically Council. As well, these Plans indicate proposed future

expenditure to be undertaken by Council, which willCouncil has a contingent liability to contribute further be funded by making levies and receipting funds inequity in the event of the erosion of the Company's future years or where a shortfall exists by the use ofcapital base as a result of the company's past Council's General Funds.performance and/or claims experience or as a resultof any increased prudential requirements from APRA. These future expenses do not yet qualify as liabilities

as of the Reporting Date, but represent CouncilsThese future equity contributions would be required intention to spend funds in the manner and timingto maintain the company’s minimum level of Net set out in those Plans.Assets in accordance with its Licence Requirements. Council has provided no other Guarantees other than

those listed above.



page 73



Note 18. Contingencies & Other Assets/Liabilities Not Recognised (continued)

$ '000

LIABILITIES NOT RECOGNISED (continued): ASSETS NOT RECOGNISED:

2. Other Liabilities (i) Land Under Roads

(iii) Potential Land Acquisitions due to Planning As permitted under AASB 1051, Council has elected Restrictions imposed by Council not to bring to account Land Under Roads that it

owned or controlled up to & including 30/6/08.Council has classified a number of privately ownedland parcels as Local Open Space or Bushland. (ii) Infringement Notices/Fines

As a result, where notified in writing by the various Fines & Penalty Income, the result of Council issuingowners, Council will be required to purchase these Infringement Notices is followed up and collected byland parcels. the Infringement Processing Bureau.

At reporting date, reliable estimates as to the value Councils Revenue Recognition policy for suchof any potential liability (& subsequent land asset) income is to account for it as revenue on receipt.from such potential acquisitions has not beenpossible. Accordingly, at Year End, there is a potential asset

due to Council representing issued but unpaid(iv) Tip Remediation - Ferntree Reserve Infringement Notices.

Restrictions imposed by CouncilDue to the limited information available on the status,

Council has identified requirements for remediation value and duration of outstanding Notices, Council isof an old tip site at Ferntree Reserve Engadine. unable to determine the value of outstanding income.

A risk analysis has been completed and discussionsare being held between Council, its consultants andSydney Water as to works required to mitigatethe risks associated with land slip likely to damage the main Woronora Dam water distribution pipelinelocated downslope of the old tip.

As at the date of reporting, negotiations are still underway and it is not possible to finalise the cost of works required.



page 74



Note 19. Controlled Entities, Associated Entities & Interests in Joint Ventures

$ '000

A Joint Venture exists between Council & GBS Group Pty Ltd under a deed of agreement dated 20 June 1991 and varied 12 July 1995. GBS Group Pty Ltd has assigned its rights and obligations of this joint venture to GBS Investments Pty Ltd (GBS) by deed made 26 August 2005.

In essence, this agreement states that both parties will take part in the development of certain lands in the Sutherland business centre with GBS as the preferred developer, constructing buildings over a number ofyears according to a Master Plan approved by Council. Some of the land is owned by Council - some of theland is owned by GBS.

The construction of the buildings (whether on Council-owned land or GBS-owned land) is undertaken by GBS, as agreed by Council.

The deed of agreement provides for the sharing of profit on each building constructed, under a formula set out in the agreement.

The development consent for Stage 1A of the Council Car Park has been granted and a feasibility assessment of this project was ongoing as at 30 June 2013.

This is a no separate joint venture entity.

There are no specified assets or liabilities relating to the joint venture agreement.





Note 20. Equity - Retained Earnings and Revaluation Reserves

$ '000

(a) Retained Earnings

Movements in Retained Earnings were as follows:Balance at beginning of Year (from previous years audited accounts)

a. Net Operating Result for the YearBalance at End of the Reporting Period

(b) Reserves

(i) Reserves are represented by:

- Infrastructure, Property, Plant & Equipment Revaluation Reserve- "Available for Sale" Financial Investments Revaluation ReserveTotal

(ii) Reconciliation of movements in Reserves:

Infrastructure, Property, Plant & Equipment Revaluation Reserve- Opening Balance- Revaluations for the year- Balance at End of Year

"Available for Sale" Financial Investments Revaluation Reserve- Opening Balance- Losses Realised- Balance at End of Year

TOTAL VALUE OF RESERVES

(c) Correction of Error/s relating to a Previous Reporting Period

Council made no correction of errors during the current reporting period.

(d) Voluntary Changes in Accounting Policies

Council made no voluntary changes in any accounting policies during the year.

20(c)

52,509 1,088,691

2013

365,682

142,091

1,036,182

Actual

4,685

142,466

1,088,691

(375)

NotesActual

107,712

2012

(375)

-

365,682

375

365,682

223,591

365,682

142,091 9(a)

1,093,376

(375)

(375)

34,754

-

142,466

142,091

-

page 75



page 76



Note 21. Financial Result & Financial Position by Fund

$ '000

Council utilises only a General Fund for its operations.

Note 22. "Held for Sale" Non Current Assets & Disposal Groups

Council did not classify any Non Current Assets or Disposal Groups as "Held for Sale".

Note 23. Events occurring after the Reporting Period

Council is unaware of any material or significant "non-adjusting events" that should be disclosed.

Note 24. Discontinued Operations

Council has not classified any of its Operations as "Discontinued".

Note 25. Intangible Assets

Intangible Assets represent identifiable non-monetary asset without physical substance.

Council is unaware of any control over Intangible Assets that warrant recognition in the Financial Statements,including either internally generated and developed assets or purchased assets.



page 77



Note 26. Reinstatement, Rehabilitation & Restoration Liabilities

$ '000

Council has legal/public obligations to make restore, rehabilitate and reinstate the following assets/operations:

Asset/Operation

Site remediation works at 2R Alexander Rd Taren Point.Balance at End of the Reporting Period

Reconciliation of movement in Provision for year:

Balance at beginning of yearProvision RecognitionTotal - Reinstatement, rehabilitation and restoration provision

- 10(a) 1,000 -

2013

Estimated

2012restorationyear of

1,000 -

- - - 1,000

NPV of Provision

1,000



page 78



Note 27. Council Information & Contact Details

Principal Place of Business:4-20 Eton StreetSUTHERLAND NSW 2232

Contact DetailsMailing Address: Opening Hours:Locked Bag 17 Monday - FridaySUTHERLAND NSW 1499 8:30am - 4:30pm

Telephone: 02 9710 0333 Internet: www.sutherland.nsw.gov.auFacsimile: 02 9710 0265 Email: [email protected]

Officers Elected MembersGENERAL MANAGER MAYORMr John W Rayner Clr Steve Simpson

RESPONSIBLE ACCOUNTING OFFICER COUNCILLORSMr John W Rayner Clr Hassan Awada

Clr Phil BlightPUBLIC OFFICER Clr Tracy CookMr Trevor Rowling Clr Tom Croucher

Clr Carmelo PesceAUDITORS Clr Carol ProvanPricewaterhouse Coopers Clr John Riad201 Sussex Street Clr Peter ScaysbrookSYDNEY NSW 1171 Clr Kevin Schreiber

Clr Kent JohnsClr Diedree SteinwallClr Peter TowellClr Bruce WaltonClr Scott Williams

Other InformationABN: 52 018 204 808


page 79


page 80


page 81


page 82


page 83


Sutherland Shire Council SPECIAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2013



SPFS 2013

page 1


Special Purpose Financial Statements for the financial year ended 30 June 2013

Contents

1. Statement by Councillors & Management

2. Special Purpose Financial Statements:

Income Statement - Water Supply Business ActivityIncome Statement - Sewerage Business ActivityIncome Statement - Other Business Activities

Statement of Financial Position - Water Supply Business ActivityStatement of Financial Position - Sewerage Business ActivityStatement of Financial Position - Other Business Activities

3. Notes to the Special Purpose Financial Statements

4. Auditor's Report

Background

These Special Purpose Financial Statements have been prepared for the use by both Council and the Division ofLocal Government in fulfilling their requirements under National Competition Policy.

The principle of competitive neutrality is based on the concept of a "level playing field" between persons/entitiescompeting in a market place, particularly between private and public sector competitors.

Essentially, the principle is that government businesses, whether Commonwealth, State or Local, should operatewithout net competitive advantages over other businesses as a result of their public ownership.

For Council, the principle of competitive neutrality & public reporting applies only to declared business activities.

These include (a) those activities classified by the Australian Bureau of Statistics as business activities beingwater supply, sewerage services, abattoirs, gas production and reticulation and (b) those activities with a turnoverof over $2 million that Council has formally declared as a Business Activity (defined as Category 1 activities).

In preparing these financial statements for Council's self classified Category 1 businesses and ABS definedactivities, councils must (a) adopt a corporatisation model and (b) apply full cost attribution including tax equivalentregime payments & debt guarantee fees (where the business benefits from councils borrowing position bycomparison with commercial rates).

n/a

Page

n/an/a3

2

(iv)

9

6n/a

(i)

(ii)

13

(iii)


SPFS 2013

page 3


Income Statement of Council's Other Business Activities for the financial year ended 30 June 2013

$ '000

Income from continuing operationsAccess chargesUser chargesFeesInterestGrants and contributions provided for non capital purposesProfit from the sale of assetsOther incomeTotal income from continuing operations

Expenses from continuing operationsEmployee benefits and on-costsBorrowing costsMaterials and contractsDepreciation and impairmentCalculated taxation equivalentsInternal RentOther Notional Internal ExpensesOther expensesTotal expenses from continuing operationsSurplus (deficit) from Continuing Operations before capital amounts

Grants and contributions provided for capital purposesSurplus (deficit) from Continuing Operations after capital amounts

Surplus (deficit) from discontinued operationsSurplus (deficit) from ALL Operations before taxless: Corporate Taxation Equivalent (30%) [based on result before capital]

SURPLUS (DEFICIT) AFTER TAX

plus Opening Retained Profitsplus/less: Prior Period Adjustmentsplus Adjustments for amounts unpaid:- Taxation equivalent payments- Internal Rent- Other Notional Internal Expenses- Corporate taxation equivalentadd:- Subsidy Paid/Contribution To Operationsless:- TER dividend paid- Dividend paidClosing Retained Profits

Return on Capital %Subsidy from Council

34

26 19 56 341,151 1,143 - -

6,675

Actual

-

-

1,644260393

3,999

1,788

-

3,861-

1,348

--

-581.5%

-

11

-

3,861 3,999

1,158 1,146

68

-694

-

-560.3%

Long Day Care Operational Property

1,682

-

-

1,518

1,457

-

2013Actual

2012Actual Actual

20122013

-

773--

-

4,8704,9555,643

-

-

--

6,83111

3,222-5

7,745

706

5,649

2,981-

7,584

49

3,999

116-

39

8

-

41

(1,506)

387 364

---

41

-

811 6351

11,181 1,219

9,675

1,151 1,143 - -26 19 55

-

(1,339)

-(1,339)

-

(1,339)-

1,457

387

10,069

(1,339)

-

11,408 1,352

-

(1,506)

-(1,506)

(1,506)-

-

-

-

1,158

1,158

2,799

-

364

(5,280)(5,101)

1,200

-

-

-

--

1,146

49,26549,1641,437

2,703

7.1%

49,138

6.5%-

49,164

-

3,861(1,200)(1,158)

Category 1 Category 1


SPFS 2013

page 4



$ '000








192 187 11 11936 935 1 1

-

No Assets

-

-

-

-

-

-

380

2,040

-

--611.9% -484.1% No Assets

1,804

131368

698466368 131

-

53

-

54

39

(1,675)

-(1,675)

-(1,793)

67

- -(2,536)

(39)(110)

258

-

2,183- -

192 187 11 11936 935 1 1

8291 84

--

131

- -

-

507

-

2013

-963

2012

-

Actual

1,104

Entertainment Centre

Actual

-

---

745

2012Actual Actual

-833

2013

-

Commercial Waste

-

-

101-

1,691

-

-668

- -44

-

30

-1,496

1,914

834

-

2,442

-

-1,479

78

-

79

-

2,600

740

-

-

-

- -

(1,793)

(3,022)

(1,675)4,393 4,117

479

67

(1,793)

515

(1,675)

-

-

2,563--

1,685

368

92

2,183- -

110

(1,793)

-

-

79

(3,608) (3,022)

-

Category 2 Category 2


SPFS 2013

page 5



$ '000








237 231- 36 35

(569)-

(652)

-

(652)

1,313-

25

(569)

952

569No Assets No Assets

21

-

--

--

-

- -

-

652

(652)-

-

(569)-

21 25

237 23136 35

-

(569) (652)1,489

281,482

16

-

1,174

830- 2

920

2-1

-

- -

2013

-- --

890 795- -

3330

Certification Unit

2012Actual Actual

0 Category 2

-

1,165

952677


SPFS 2013

page 6


Statement of Financial Position - Council's Other Business Activities as at 30 June 2013

$ '000

ASSETSCurrent AssetsCash and cash equivalentsInvestmentsReceivablesInventoriesOtherNon-current assets classified as held for saleTotal Current Assets

Non-Current AssetsInvestmentsReceivablesInventoriesInfrastructure, property, plant and equipmentInvestments accounted for using equity methodInvestment propertyOtherTotal Non-Current AssetsTOTAL ASSETS

LIABILITIESCurrent LiabilitiesBank OverdraftPayablesInterest bearing liabilitiesProvisionsTotal Current Liabilities

Non-Current LiabilitiesPayablesInterest bearing liabilitiesProvisionsOther LiabilitiesTotal Non-Current LiabilitiesTOTAL LIABILITIESNET ASSETS

EQUITYRetained earningsRevaluation reservesCouncil equity interestNon-controlling equity interestTOTAL EQUITY

1,044

-

-

-

-

-239

-

-

-

1,885-

-

--

Actual 2013

2 2

7,914

2,057

--

1,784

1,121

-

-

21,52851,718

21,513

-

21,513---

15

73,246

-

Actual

--

-

15

5,480

60,365

2,471

-

-194

1,3361,2833,168

-

1,140

1,555

171-

26,522

1,457

203

1,4571,682

227

-

56,096

8,715

4,532

-

-4,930

-

12,881

68,005

4,269

-

-

-

-

259

3,120

- - -

-

59,290--

49,397

2,554

Long Day Care

-

-

1,315

-

-

Category 1

1,077

Actual

1,618265

Operational Property

Category 1

-

2013

-

2012

1,325

Actual 2012

51,718

1,457

75,919

1,682

1,682-

-

-

1,682 1,457-

203

49,397-

-

-

-

1,663

-

1,486

259

49,397

171

1,460

320

-

49,16449,138

26,505

17

26,505

17

--

51,718


SPFS 2013

page 7



$ '000






2,310

-

-

-

2,183

2,183-

2,183

-

2,599

-

-

- -

- -

109

-

Actual Actual

293

-

346

--

Commercial Waste

---

454

Category 2

Actual

60

Actual 2013 2012

-

Entertainment Centre

65

2012

2,245

---

-

4

-

122

3919

--

- -

402

202 197

468

- -97 88

293 346 2,590

Category 2

9

---

- - 2,590 2,245

2013

--

9

-

65

--

-

4317

-

3,680 3,158

-- -

-31 47

748

--

- --

- --

127

- -28 5336285299

-4,010

(3,608)

-127

(3,608) (3,022)

3,2053,711363,490

(3,022) 2,563

2,563

-2,563(3,022)

- --(3,608)

-

-2,183(3,022) 2,563(3,608)

- - - -


SPFS 2013

page 8



$ '000






-

2012

- -- -

9 4- -

2013Actual Actual

Certification Unit

-

Category 2

- -- -- -

- -9 4

1,239 1,4351,230 1,431

- -- -

- -

--

-

562 483562 483

- -- -

562 483

- -677 952

-

677 952

- -

- ---

- -677 952

677 952

1,230 1,431

- -


SPFS 2013

page 9


Special Purpose Financial Statements for the financial year ended 30 June 2013

Contents of the Notes accompanying the Financial Statements

Details

Summary of Significant Accounting Policies

Water Supply Business Best Practice Management disclosure requirements

Sewerage Business Best Practice Management disclosure requirements n/a3

Note Page

1

2

10

n/a


SPFS 2013_


Notes to the Special Purpose Financial Statementsfor the financial year ended 30 June 2013

Note 1. Significant Accounting Policies

page 10

These financial statements are a Special Purpose Financial Statements (SPFS) prepared for use by Council and the Division of Local Government.

For the purposes of these statements, the Council is not a reporting not-for-profit entity.

The figures presented in these special purpose financial statements, unless otherwise stated, havebeen prepared in accordance with:

the recognition and measurement criteria of relevant Australian Accounting Standards,

other authoritative pronouncements of the Australian Accounting Standards Board (AASB) &

Australian Accounting Interpretations.

The disclosures in these special purpose financial statements have been prepared in accordance with:

the Local Government Act and Regulation, and

the Local Government Code of Accounting Practice and Financial Reporting.

The statements are also prepared on an accruals basis, based on historic costs and do not take into account changing money values nor current values of non-current assets (except where specifically stated).

Certain taxes and other costs (appropriately described) have been imputed for the purposes of the National Competition Policy.

National Competition Policy

Council has adopted the principle of ‘competitive neutrality’ to its business activities as part of thenational competition policy which is being applied throughout Australia at all levels of government.

The framework for its application is set out in the June 1996 Government Policy statement on the “Application of National Competition Policy to Local Government”.

The “Pricing & Costing for Council Businesses A Guide to Competitive Neutrality” issued by the Division of Local Government in July 1997 has also been adopted.

The pricing & costing guidelines outline the process for identifying and allocating costs to activities andprovide a standard of disclosure requirements. These disclosures are reflected in Council’s pricing and/or financial reporting systems and include taxation equivalents; council subsidies; return on investments (rate of return); and dividends paid.

Declared Business Activities

In accordance with Pricing & Costing for Council Businesses - A Guide to Competitive Neutrality,Council has declared that the following are to be considered as business activities:

Category 1

(where gross operating turnover is over $2 million)

a. Long Day Care CentresThe centres aim to provide care for pre-school age children, focussing on customer satisfaction and community needs.

b. Operational PropertyCouncil maintains a large portfolio of operational and commercial property in order to develop and maintain an alternative income stream to fund essential community works and services. Annual activity includes buying and selling of property as well as managing existing rental properties.

Category 2

(where gross operating turnover is less than $2 million)

a. Sutherland Entertainment CentreProvision of high quality multi-functional and performing arts facility which responds to the diverse needs of the community.

b. Commercial WasteProvision of waste collection and disposal service to business properties within the Shire.

c. Certification UnitProvision of certification and inspection services to applicants, on behalf of council, as provided for in Part 4A of the Environmental Planning and Assessment Act 1979.


SPFS 2013_




page 11

Monetary Amounts

Amounts shown in the financial statements are in Australian currency and rounded to the nearest one thousand dollars.

(i) Taxation Equivalent Charges

Council is liable to pay various taxes and financial duties in undertaking its business activities. Where this is the case, they are disclosed in these statements as a cost of operations just like all other costs.

However, where Council is exempt from paying taxes which are generally paid by private sector businesses (such as income tax), equivalent tax payments have been applied to all Council nominated business activities and are reflected in these financial statements.

For the purposes of disclosing comparative information relevant to the private sector equivalent, the following taxation equivalents have been applied to all council nominated business activities (this does not include council’s non-business activities):

Notional Rate Applied %

Corporate Income Tax Rate – 30%

Land Tax – The first $406,000 of combined land values attracts 0%. From $406,001 to $2,482,000 the rate is 1.6% + $100. For the remaining combined land value that exceeds $2,482,000, a premium marginal rate of 2.0% applies.

Payroll Tax – 5.45% on the value of taxable salaries and wages in excess of $689,000.

Income Tax

An income tax equivalent has been applied on the profits of each reported Business Activity.

Whilst income tax is not a specific cost for the purpose of pricing a good or service, it needs to be taken into account of in terms of assessing the rateof return required on capital invested.

Accordingly, the return on capital invested is set at a pre-tax level (gain/(loss) from ordinary activities before capital amounts) as would be applied by a

private sector competitor – that is, it should include a provision equivalent to the corporate income tax rate, currently 30%.

Income Tax is only applied where a positive gain/(loss) from ordinary activities before capitalamounts has been achieved.

Since this taxation equivalent is notional - that is, it is payable to the “Council” as the owner of business operations, it represents an internal payment and has no effect on the operations of the council.Accordingly, there is no need for disclosure of internal charges in Council's General Purpose Financial Statements.

The rate applied of 30% is the equivalent company tax rate prevalent as at balance date.

Local Government Rates & Charges

A calculation of the equivalent rates and charges payable on all Category 1 businesses has been applied to all land assets owned or exclusively used by the Business Activity.

Loan & Debt Guarantee Fees

The debt guarantee fee is designed to ensure that council business activities face “true” commercialborrowing costs in line with private sector competitors.

In order to calculate a debt guarantee fee, council has determined what the differential borrowing rate would have been between the commercial rate and the council’s borrowing rate for its business activities.

(ii) Subsidies

Government policy requires that subsidies provided to customers and the funding of those subsidiesmust be explicitly disclosed.

Subsidies occur where council provides services on a less than cost recovery basis. This option is exercised on a range of services in order for council to meet its community service obligations.

Accordingly, Subsidies disclosed (in relation to National Competition Policy) represents the


SPFS 2013_




page 12

difference between revenue generated from ‘rate of return’ pricing and revenue generated from prices set by the council in any given financial year.

The overall effect of subsidies is contained within the Income Statement of each reported Business Activity.

(iii) Return on Investments (Rate of Return)

The Policy statement requires that councils with Category 1 businesses “would be expected togenerate a return on capital funds employed that is comparable to rates of return for private businessesoperating in a similar field”.

Such funds are subsequently available for meeting commitments or financing future investment strategies.

The Rate of Return on Capital is calculated as follows:

Operating Result before Capital Income + Interest Expense

Written Down Value of I,PP&E as at 30 June

As a minimum, business activities should generate a return equal to the Commonwealth 10 year bond rate which is 3.77% at 30/6/13.

The actual rate of return achieved by each Business Activity is disclosed at the foot of each respective Income Statement.

(iv) Dividends

Council is not required to pay dividends to either itself (as owner of a range of businesses) or to anyexternal entities.


page 13


page 14


Sutherland Shire Council SPECIAL SCHEDULES for the year ended 30 June 2013



Special Schedules 2013

page 1


Special Schedules for the financial year ended 30 June 2013

Contents

Special Schedules1

Net Cost of Services

Statement of Long Term Debt (all purposes)

Statement of Internal Loans (Sect. 410(3) LGA 1993)

Water Supply - Income StatementWater Supply - Statement of Financial Position

Sewerage Service - Income StatementSewerage Service - Statement of Financial Position

- Notes to Special Schedules No. 3 & 5

Condition of Public Works

Financial Projections

1 Special Purpose Schedules are not audited.

Background

These Special Schedules have been designed to meet the requirements of special purpose users such as;

the NSW Grants Commissionthe Australian Bureau of Statistics (ABS),the NSW Office of Water,the Department of Environment, Climate Change and Water, andthe Division of Local Government (DLG).

The financial data is collected for various uses including;

the allocation of Financial Assistance Grants,the incorporation of Local Government financial figures in national statistics,the monitoring of loan approvals,the allocation of borrowing rights, andthe monitoring of the financial activities of specific services.

- Special Schedule No. 5 n/a

Page

2

4

n/a

- Special Schedule No. 1

- Special Schedule No. 2(a)n/a


- Special Schedule No. 2(b)

- Special Schedule No. 3n/a


(i)


7

5- Special Schedule No. 7

n/a

n/a

(ii)



page 2


Special Schedule No. 1 - Net Cost of Services for the financial year ended 30 June 2013

$'000

Governance

Administration

Public Order and Safety

Beach ControlEnforcement of Local Govt. RegulationsAnimal ControlOtherTotal Public Order & Safety

Health

EnvironmentNoxious Plants and Insect/Vermin ControlOther Environmental ProtectionSolid Waste ManagementStreet CleaningDrainageStormwater ManagementTotal Environment

Community Services and EducationAdministration & EducationSocial Protection (Welfare)Aged Persons and DisabledChildren's ServicesTotal Community Services & Education

Housing and Community AmenitiesPublic CemeteriesPublic ConveniencesStreet LightingTown PlanningOther Community AmenitiesTotal Housing and Community Amenities

Water Supplies

Sewerage Services

-

(930)-

-

-(1,704)

(1,666)

-

-

(704)(672)

-

(158)

4

-

(6,356)

(1,300)

829708

-

-

-

26

-

26-

1,676924

26,702

31,568359

-

210

14,209

1,277

52-

-

--

7,326

-

Net Cost.of Services.

791(1,664)(3,858)

(898)

(4,894)304

4,998 16 - (4,982)

(601)--

(49,884)

-

498

-

Function or Activity

11

Fire Service Levy, Fire Protection, Emergency Services

1,675

12,462

4,5151,534

59,036

4,112

4,744

- -(5,332)

- (675)

-

1,036

1,099-

11,300

157

-

970

-

-

-

-

-(1,162)

(1,030)(4,164)

234

-

-

--

115

504

12,90912,696

-

351

--

Expenses from. Continuing. Operations. Non Capital.

4,414

10

663-

Capital.

Income fromcontinuing operations

5,205

361

203-

25,772

5,968

26,648

1,907

254 -

4,408



page 3


Special Schedule No. 1 - Net Cost of Services (continued) for the financial year ended 30 June 2013

$'000

Recreation and CulturePublic LibrariesMuseumsArt GalleriesCommunity Centres and HallsPerforming Arts VenuesOther Performing ArtsOther Cultural ServicesSporting Grounds and VenuesSwimming PoolsParks & Gardens (Lakes)Other Sport and RecreationTotal Recreation and Culture

Fuel & Energy

Agriculture

Mining, Manufacturing and ConstructionBuilding ControlOtherMining,Manufacturing&ConstructionTotal Mining, Manufacturing and Const.

Transport and CommunicationUrban Roads (UR) - LocalUrban Roads - RegionalSealed Rural Roads (SRR) - LocalSealed Rural Roads (SRR) - RegionalUnsealed Rural Roads (URR) - LocalUnsealed Rural Roads (URR) - RegionalBridges on UR - LocalBridges on SRR - LocalBridges on URR - LocalBridges on Regional RoadsParking AreasFootpathsAerodromesOther Transport & CommunicationTotal Transport and Communication

Economic AffairsCamping Areas & Caravan ParksOther Economic AffairsTotal Economic Affairs

Totals – FunctionsGeneral Purpose Revenues(2)

Share of interests - joint ventures &associates using the equity method

NET OPERATING RESULT (1)

(1) As reported in the Income Statement (2) Includes: Rates & Annual Charges (incl. Ex Gratia, excl. Water & Sewer), Non Capital General Purpose Grants, Interest on Investments (excl. Ext. Restricted Assets) & Interest on overdue Rates & Annual Charges

-

(915)

(4,311)

(561)

(2,592)

-

Net Cost.of Services.

-

(4,311)

-

-

(3,711)

-

-

285(9,114)

7,025-

-

(6,137)-

3,615

108,772

12,248

----

4,685

-

(104,087)(522)

-

(1,193)3,625

(522)

-

(64)

-

-

-(1,043)

(5,106)

-(498)

-

(24,638)

1,737535

-

Capital.

130

-

-

-

---

--

--

8,723 2,170

-

3,087

1,824

-

-

7,398

7,398

- -- -

1,991

-

Non Capital.

-

Expenses from. Continuing. Operations.

11,386

2,42613,391

718

1,023

220-

-

-

-

-

-

-

-

-

--

-

1,90842,8882,336 2,621

16,342

--

Function or Activity

3,087

-

-

2,842

-

- -

-

-

41

--

12,248

-

-

3,064

--

-

-1,178

64

617-

1,043 -

-

-

- -

5,906

197,036

-

10,447 3,348

6,8306,830

189,473

6,308

--

108,772197,036

6,308

-

80,701

8,285

758

1,076

Income fromcontinuing operations

---


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page 4

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page 5


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page 7


Special Schedule No. 8 - Financial Projections as at 30 June 2013

$'000

(i) OPERATING BUDGETIncome from continuing operationsExpenses from continuing operations

Operating Result from Continuing Operations

(ii) CAPITAL BUDGETNew Capital Works (2)

Replacement/Refurbishment of Existing AssetsTotal Capital Budget

Funded by:– Loans– Asset sales– Reserves– Grants/Contributions– Recurrent revenue– Other

Notes:(1) From 12/13 Income Statement.(2) New Capital Works are major non-recurrent projects, eg new Leisure Centre, new Library, new Swimming pool etc.(3) Financial projections should be in accordance with Council’s Integrated Planning and Reporting framework.

16/17 Forecast(3)Forecast(3)

15/16

217,172209,848 223,222

12/13Forecast(3)

14/15 13/14 Forecast(3)Actual(1)

27,191 23,360 24,577

197,036 199,614

4,685 3,233

21,690 19,135 13,090 13,465

201,721 204,595206,615

15,470

4,981 2,749

220,473

3,412

213,760

48,881 42,495 40,047

4,543 ---

- -

8,186900

--

17,887 18,239

-

31,704

-

30,977

-

17,922 31,562

31,704 48,881 42,495 1,000

40,547 31,477 7,232 1,0001,254 1,000

8,57122,133

18,605 17,301 900746

17,755 22,951 17,390

21,346 21,391

900

1,000

-

31,562

Forecast(3)

17/18

229,385227,448

1,937

13,640

--

9,04621,516


Global reporting initiative ..........................................................216

General Index ..........................................................................218

Statutory index ........................................................................219

Glossary ..................................................................................220

Contact directory......................................................................222

APPENDICES


APPENDICES

Official opening of Len Waters Park, Barden Ridge


GLOBAL FINANCIAL INDICATORS

The Global Reporting Initiative (GRI) Reporting Framework sets out the principles and indicators that organizations can use to measure and report their economic, environmental, and social performance.

Because the report must be prepared under a structure determined by activities and other matters as per the NSW Local Government Act and other legislation, the indicators shown below are indicative of how our reporting currently reflects some GRI principles. However where our indicators overlap with GRI indicators we have cross-referenced them below. The Global Reporting Initiative G3.1 indicators have been used.

GRI Ref

Description Section of this report Page

Profile disclosures

Strategy and analysis

1.1 Statement from organisation’s most senior decision-maker

Mayor’s report, General Manager’s report

6,8

Organisational profile

2.1 Name of the organisation Front cover

2.2 Primary brands, products, and/or services Senior staff and organisation chart, Principal activities

26, 40

2.3 Operational structure of the organisation, including main divisions, operating companies, subsidiaries, and joint ventures

Senior staff and organisation chart, Other statutory Information, Special Purpose Financial Statements

26, 103, 193

2.4 Location of organisation’s head office Back cover

2.5 No. of countries where organisation operates Australia

2.6 Nature of ownership and legal form Local government, proclaimed under NSW Government

2.7 Markets served How we plan and report, About Sutherland Shire

4, 12

2.8 Scale of the reporting organisation Senior staff and organisation chart 26, 30

2.9 Significant changes to the organisation Mayor’s report, General Manager’s report, Senior staff and organisation chart

6, 8, 26

2.10 Awards received in the reporting period Award winning council 10

Report parameters

3.1 Reporting period (eg - fiscal/calendar year) for information provided

Front cover

3.2 Date of most recent previous report (if any) 2011/12 year - published November 2012

3.3 Reporting cycle (annual, biennial, etc.) Annual (financial year)

3.4 Contact point for questions regarding the report Back cover

3.5 Process for defining report content. How we plan and report 4

3.6, 3.7

Boundary of, and limitations on scope of, this report How we plan and report 4

3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and others

Other statutory reporting, Financial statements

103, 181

3.12 Location of standard disclosures Statutory index 219


GLOBAL FINANCIAL INDICATORS

Governance, commitments and engagement

4.1 Governance structure of the organisation, including committees under the highest governance body responsible for specific tasks

Councillors, Supporting our councillors, Senior staff and organisation chart

18, 24, 26

4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives, and the organisation’s performance

Supporting our councillors, Other statutory information

24, 86

4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.

Vision and values 2

Performance indicators

Economic performance

EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

Financial Reports 104

EC4 Significant financial assistance received from government.

Financial Reports 104

Biodiversity

EN3 Direct energy consumption by primary energy source.

Principal Activity 3: Nature 58

EN6 Initiatives to provide energy-effi cient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.


Emissions, effluents and waste

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved.


EN22 Total weight of waste by type and disposal method. Principal Activity 3: Nature 63

Employment

LA1 Total workforce by employment type, employment contract, and region, broken down by gender.

Staff 30

LA2 Total number and rate of new employee hires and employee turnover by age group, gender, and region.

Staff 30

Occupational health and safety

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender.

Staff 30

Society

SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures.

Civic Life 83


GENERAL INDEX

Animal shelter ................................14, 82, 100

Animals, pest and feral ..................................66

Arts .........................14, 28, 51, 71, 72, 80, 97

Audit, Internal ..................................29, 38, 84

Awards ......................................10, 11, 32, 76

Beaches .................14, 28, 51, 53, 54, 71, 101

Budget .............................................6, 8, 9, 26

Bushcare .............................15, 34, 64, 64, 73

Bushfire .............19, 20, 21, 22, 23, 25, 52, 78

Business incubator ....10, 19, 22, 25, 29 76, 78.

Calendar ......................................................14

Childcare/children

...6, 11, 14, 15, 24, 28, 30, 69, 70, 71, 72, 90

Citizens/Community Group of the Year .......11, 73

Committees and subcommittees, council

.....................................19, 20, 21, 22, 23, 25

Community engagement ..........7, 10, 29, 82, 83

Community satisfaction ..................2, 63, 71, 82

Competitive neutrality ..........................192, 201

Contracts .........................................25, 83, 98

Councillors .........................................6, 18, 26

Cronulla Beach CBD and Plaza ...........................

.......................14, 15, 46, 59, 65, 72, 74, 103

Cycleways ..................................45, 49, 57, 80

Directors

.. 8, 26, 27, 28, 29, 35, 38, 83, 84, 85, 86, 102

Economic development

.........................19, 20, 21, 22, 23, 25, 29, 73

Education and learning ..........13, 30, 31, 34, 37,

............. 50, 63, 69, 70, 71, 72, 76, 78, 85, 101

Energy and sustainability .............29, 52, 59, 60

Entertainment Centre, Sutherland

.................14, 21, 22, 25, 28, 53, 80, 99, 107

EEO: Equal employment opportunity ...26, 35, 85

Fair Workplace - see EEO

Financial statements ...................................104

Footpaths and pathways ...........6, 30 44, 45, 57

General Manager .5, 24, 26, 27, 29, 38, 86, 102

Global Reporting Initiative ............................216

Governance ..........................16, 38, 40, 81, 86

Graffiti .............................................10, 72, 73

Grants to the community....................72, 80, 99

Greenhills.............................6, 50, 60, 72, 101

Greenweb ..............................................64, 67

Heritage ...................15, 20, 21, 25, 79, 80, 99

Housing .......................................9, 13, 55, 82

Indigenous/Aboriginal people

.............................19, 20, 23, 25, 36, 85, 102

Infrastructure ..................................4, 8, 26, 29

Integrated planning and reporting

.......30, 42, 43, 44, 48, 49, 53, 54, 57, 67, 82

Legal proceedings .................25, 28, 84, 87, 98

Leisure centres .....6, 10, 14, 15, 28, 48, 49, 77

Libraries ....................6, 14, 15, 25, 30, 53, 74

Local Environmental Plan, Sutherland Shire .8, 9, 55

Management Plan/Delivery Program ........4, 5, 40

Mayor ......6, 11, 15, 19, 20, 24, 25, 26, 27, 73

OHS: Occupational health and safety ..34, 37, 72

Ombudsman, Internal ........9, 27, 29, 38, 39, 83

Overseas visits ........................................24, 98

Parks and reserves .............6, 7, 14, 28, 30, 46,

..............................50, 51, 54, 62,64, 73, 101

Planning agreements ...................................102

Playgrounds .....................6, 45, 46, 50, 51, 55

Population ....................................................12

Rates and charges written off .........................98

Roads ......6, 9, 28, 30, 39, 43, 44, 55, 65, 106

Seniors ..........................14, 72, 73, 77, 82, 99

Shopping centres ..................................6, 7, 46

Sport ................................6, 7, 10, 21, 22, 23,

.........................25, 28, 30, 48, 49, 50, 59, 77

Staff ...................2, 6, 8, 9, 24, 25, 26, 30, 39,

.................70, 71, 72, 83, 84, 85, 86, 98, 102

State of the Shire/Environment reports ...............5

Stormwater ........................28, 46, 27, 48, 102

Strategic Plan ...........................4, 5, 72, 80, 83

Strategic Review ..............................6, 8, 38 83

Strategies and Civic Life .................................40

Tourism .......10, 13, 14, 15, 19, 26, 29, 75, 76

Vision statement .............................................2

Waste and recycling ..15, 28, 30, 59, 63, 66, 67

Wastewater ............................................10, 60

Websites and intranet .................35, 37, 72, 76,

........................82, 85, 86, 98, 101, back cover

Workplace health and safety - see OHS

Youth .....15, 19, 20, 22, 23, 25, 28, 72, 75, 99


STATUTORY INDEXThis index shows the various government acts and regulations which require council to include information in its annual report, and where to find that information.

STATUTORY INDEX

This index shows the various government acts and regulations which require council to include information in its annual report, and where to find that information.

LEGISLatIon PaGE

NSW Local Government Act 1993 and NSW Local Government (General) Regulation 1999

s428(1) Implementing the delivery program and effectiveness of principal activities undertaken 86

s428(4)(a) Audited financial reports and notes and information 104

cl 132 Amount of rates and charges written off during the year 98

s428(4)(b) and cl 217(1)(a) Details of overseas visits 98

cl 217(1)(a1) Payment of expenses of, and the provision of facilities to, councillors 24

cl 217(1)(a2) Details of contracts awarded for amounts greater than $150,000 98

cl 217(1)(a3) Summary of amounts incurred by the council in relation to legal proceedings 87

s67(3) and cl 217(1)(a4) Work carried out on private land 103

cl 217(1)(a5) Total amount contributed or otherwise granted under Section 356 99

cl 217(1)(a6) External bodies that exercised functions delegated by council 103

cl 217(1)(a7) Bodies in which council held a controlling interest 103

cl 217(1)(a8) Bodies in which the council participated 103

cl 217(1)(a9) Statement of activities to implement its EEO management plan 35

cl 217(1)(b) Total remuneration comprised in remuneration package of the General Manager. 102

cl 217(1)(c) Total remuneration comprised in remuneration packages of all senior staff 102

cl 217(1)(e) Stormwater management services provided (if levied) 102

cl 217(1)(e1) Coastal protection services provided (if levied) 103

Part 2A S54P - Environmental upgrade agreement 103

s508(2) and s508A Special variation expenditure 100

Capital Expenditure Guidelines - Report on capital works projects. 100

Local Government (General) Regulation 2008, Companion Animals Act 1998 and Companion Animals Regulation 2008

Cl 217(1) and 16(2) Enforcing and ensuring compliance with Companion Animals Act and Regulation

100

Government Information (Public Access) Act 2009 and Regulation

s125(1) and cl 7 Schedule 2 - GIPA activity 86

Environmental Planning And Assessment Act 1979 - 93G(5)

s93G(5) - Planning agreements 102

Public Interest Disclosure Act 1994 and Regulation

Information on number of public interest disclosures and whether disclosure policy is in place 86

Carers (Recognition) Act 2010

8(2) Report on compliance with this Act 36


term Definition

Biodiversity Biological diversity or ‘biodiversity’ is the variety of life - includes all species of plants, animals and micro-organisms, the genetic material they contain and the ecosystems they form.

Bushcare A volunteer-based program which maintains remnant bushland areas.

Business cluster A network of similar business within a related industry which can share information and provide support.

Community Building Partnership

A NSW Government grants program

Competitive neutrality principles

Principles adopted under the National Competition Policy in Australia which aim to remove any unfair advantage government business activities can obtain over their private sector rivals as a result of their public ownership.

CRMS Customer request management system i.e. a CRMS is a logged customer requests

Cronulla Promotions Ltd

A company set up by council to manage the operation of Cronulla Plaza.

Destination 2036 A NSW Government action plan for local government to consider and develop structures and approaches to meet future community needs.

DET NSW Department of Education and Training

DCP Development Control Plan.

Enviro-Works Education program teaching ways to minimise waste, such as through composting and recycling.

EEO Equal employment opportunity.

GIPA The Government Information (Public Access) Act, known as GIPA, came into force on 1 July 1010 and replaced the Freedom of Information Act 1989.

Greenwaste Waste comprising lawn clippings, branches and other garden plant waste which can be recycled.

Greenweb A program to protect native plant and animal populations via corridors linking bushland habitat areas.

Hazard reduction Reducing bushfire fuel (flammable material) in order to minimise danger and to create space in which to fight fires.

Integrated Planning and Reporting

A NSW Government framework for local government to improve statutory planning and reporting processes and strengthen strategic processes

Internal Audit Charter

A formal document which provides a framework under which the audit function in council is performed.

JRPP Joint Regional Planning Panel - NSW government body which makes decisions on ‘regional develoment’ development applications

Language Aide program

Council’s program of providing staff with language proficiency in the most commonly spoken non-English languages in use in Sutherland Shire; this program is complemented by the use of the NSW Translation Service.

LEP Local Environmental Plan

National Childcare Accreditation Council

A Federal Government organisation which administers Child Care Quality Assurance (CCQA) systems for children’s services.

GLOSSARYTerms and abbreviations used in this publication.


GLOSSARYTerms and abbreviations used in this publication.

National Competition Policy

A series of reforms to encourage competition and discourage anti-competitive behaviour.

Pedestrian Access Mobility Plan (PAMP)

A detailed plan to develop pedestrian policies and build pedestrian facilities

PID Public Interest Disclosures (from Public Interest Disclosure Act 1994)

Principal activity A key objective within the adopted management plan.

Registered training organisations (RTOs)

RTOs provide, assess and issue nationally recognised qualifications.

RFS Rural Fire Service

RTA NSW Roads and Traffic Authority.

S356 (Section 356) Section 356 of the NSW Local Government Act 1993, referring to financial assistance granted by council.

S94 (Section 94) Section 94 of the NSW Environmental Planning and Assessment Act 1979, which refers to contributions paid by developers for provision, extension or augmentation of public amenities and public services required as a result of development.

Social sustainability Where members of the current generation have equal access to social resources, and future generations will have the same or more access to those resources..

SOE The State of the Environment is a mandatory report required of all councils by the NSW Department of Local Government. Sutherland Shire Council has incorporated the SOE into its State of the Shire report.

SOS State of the Shire - A research report which evaluates whether the Shire community as a whole is moving towards meeting community aspirations.

SQID Stormwater quality improvement device

SSHED Sutherland Shire Hub for Economic Development - council’s business accelerator (also known as an incubator) at Loftus.

SSLEP Sutherland Shire Local Environmental Plan.

SSROC Southern Sydney Regional Organisation of Councils, a local government group of which Sutherland Shire Council is a member.

Standing Committees Committees which assist council by considering reports and make recommendations.

Strategic Plan A community plan prepared by council in collaboration with and on behalf of residents, other levels of government agencies. It is used to steer planning for the Shire to achieve long term outcomes that residents want for the Shire.

Stormwater harvesting

Collection and treatment of stormwater for reuse.

Sustainability Sustainability aims to protect the environmental, social and economic rights of future generations while supporting those of the current generation.

WaSIP Waste and Sustainability Improvement Payment - a NSW Government program to assist councils

Wastewater Used water, from baths, septic systems, washing machines etc., which can come from commercial, domestic or industrial sources.

WHS Workplace Health and Safety


ADMINISTRATION CENTRE Address: 4-20 Eton St, Sutherland

Post: Locked Bag 17, Sutherland NSW 1499

Document Exchange: DX 4511 Sutherland

Office Hours: Mon-Fri - 8.30am-4.30pm

Phone - 24 Hours 7 Days: ...........................................................................................(02) 9710 0333

Fax: ...........................................................................................................................(02) 9710 0265

Email: [email protected]

Web: www.sutherlandshire.nsw.gov.au

COUNCIL SERVICESANIMALS (DOGS AND CATS)

Sutherland Shi re Animal Shelter, Production Avenue, Taren Point ...................................... (02) 9710 0401

WASTE SERVICES

On-call clean-up bookings .............................................................................................(02) 9710 5722

AQUATIC/FITNESS/LEISURE CENTRES

Menai Indoor Sports Centre 98 Allison Crescent, Menai .................................................... (02) 9532 0444

Sutherland Leisure Centre, Rawson Ave, Sutherland ........................................................ (02) 8536 9777

Caringbah Leisure Centre, 9 Jacaranda Rd, Caringbah ..................................................... (02) 9525 6777

Engadine Leisure Centre, Anzac Ave, Engadine ................................................................(02) 9548 4200 Freshwater Cafe .........................................................................................................(02) 9548 4228

GOLF

The Ridge Golf Course and Driving Range, off New Illawarra Rd, Barden Ridge ................... (02) 9541 4960

Kareela Golf Course, Bates Drive, Kareela .......................................................................(02) 9521 6279

Woolooware Golf Course off Harnleigh Avenue, Woolooware .............................................. (02) 9523 3882

WET WEATHER LINE (SPORTING OVAL CLOSURES

Recorded information) .................................................................................................(02) 9710 0105

BEACHES

Beach Administration (Bate Bay Beaches) .....................................................................(02) 9527 9441

Surf Education Office ...................................................................................................(02) 8522 2100

CONTACT DIRECTORY


CONTACT DIRECTORY

PaRKS

E G Waterhouse National Camellia Gardens, Cnr President Avenue and Kareena Road), Caringbah - there is no public phone at the Gardens.

Camellia Gardens Teahouse ..........................................................................................(02) 9540 2018

PLANT NURSERY

Sutherland Shire Community Nursery, 345 The Boulevarde, Gymea ................................... (02) 9524 5672

CHILDREN’S SERVICES

All enquiries re child care centres, long day care, family day care, vacation care and out of school hours care .(02) 9710 0466

aRtS anD EntERtaInMEnt

Hazelhurst Regional Gallery & Art Centre, 782 Kingsway, Gymea ...................................... (02) 8536 5700

Cafe Ph/Fax ...............................................................................................................(02) 8536 5755

Sutherland Entertainment Centre, 30 Eton Street, Sutherland............................................ (02) 9521 8888

TOURISM

www.visittheshire.com.au(02) 9710 0419

COMMUNITY DIRECTORY INFORMATION

Sutherland Shire Community Directory ...........................................................................(02) 9710 0437

http://www.datadiction.com.au/bin/dd.dll/Lincs?xps&MBR=SSC

LIBRaRIES

Central Library, 30-36 Belmont St, Sutherland ............................................................... (02) 9710 0351

Bundeena, Scarborough St, Bundeena ............................................................................(02) 9523 0932

Caringbah, 376-378 -378 Port Hacking Rd, Caringbah .................................................... (02) 9524 3803

Cronulla, Cronulla Central, 38-60 Croydon Street, Cronulla ............................................... (02) 9523 4980

Engadine, 116 Caldarra Rd, Engadine ............................................................................(02) 9548 6003

Menai, 34 Alison Crescent, Menai ..................................................................................(02) 9543 5747

Miranda, 31 Wandella Rd, Miranda ...............................................................................(02) 9524 8217

Sylvania, Southgate Shopping Centre, cnr Princes Highway & Port Hacking Rd, Sylvania ...... (02) 9522 7544

BUSINESS AND ECONOMIC

SSHED (business accelerator), 1 Pitt St, Loftus - www.sshed.com.au ................... (02) 9545 7777Economic Development ...............................................................................................................(02) 9527 0607

ADMINISTRATION CENTRE

Address: 4-20 Eton Street, SutherlandPost: Locked Bag 17, Sutherland NSW 1499Document Exchange: DX 4511 SutherlandOffice Hours: Mon-Fri - 8.30am-4.30pmPhone - 24 Hours 7 Days: (02) 9710 0333Fax: (02) 9710 0265Email: [email protected]: www.sutherlandshire.nsw.gov.au

A more detailed listing of contacts is inside.

annual report 2012/13 · 2 - sutherland shire council annual report 2012/13 vision and values the...

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