Wollongong City Council Annual Report 2002-03

city in transition >wollongong city council 02-03 annual report> > >

contentscity profileExecutive SummaryMission and Vision Statements 1Lord Mayor’s Report 2General Manager’s Overview 3Corporate Program Highlights 4Financial Performance Indicators 7Annual Summary of Key Business Indicators 8NSW SydneyWollongongElected Representatives 10Senior Management Structure 12Stakeholder Relationships 14Planning Processes 15Corporate Goals 16Major Achievements 18Major Challenges 19Performance Against ObjectivesCorporate Governance 20City Planning and Development 26Infrastructure 30Environment and Health 40Commercial Development 46Waste Management 51Recreation and Natural Resources 55Community and Cultural Services 62Library Services 68Organisational Services 72Financial ReportFinancial Statements Contents 79Financial Executive Summary 80Financial Overview 81Statement of Financial Performance 83Statement of Financial Position 84Statement of Changes in Equity 85Statement of Cash Flows 86Notes to Financial Statements 87Independent Report to Council 117Special Purpose Financial Reports 120Notes to the Special Purpose Financial Reports 123Independent Auditor’s Report to Council 125Special Schedules 126Information Required Under the Local Government Act 132The Wollongong of today is a city thatwelcomes progress and new ideas. It is verymuch a city in transition. This philosophy haspermeated through all aspects of the city’soperations: including industry, business,education, environment and lifestyle.Geographical LocationWollongong, Australia’s ninth largest city, is located 80kilometres south of Sydney. The region occupies anarrow coastal strip bordered by the Royal NationalPark in the north, Windang Bridge in the south, theTasman Sea to the east and the Illawarra escarpmentto the west. The city is renowned for its magnificentnatural environment ranging from untouched rainforeststo dramatic rocky sea cliffs and pristine sandy beaches.IndustryWollongong is widely acknowledged as a leadingindustrial centre. While steel and other manufacturingindustries are an essential element of the economy, thecity has long recognised the need to diversify itseconomic base. The ever-expanding tourism industryis now the third largest industry within the region. Otherdeveloping areas are information technology andtelecommunications.EducationEducation has played an important role in the city’sdevelopment. The University of Wollongong is highlyinnovative and dynamic, enjoying an internationalreputation as a learning centre of excellence. This isevidenced by the university being awarded AustralianUniversity of the Year for 2000, 2001 and 2002.People and CultureThe people of Wollongong take much pride in the city’srich and diverse heritage that includes an extensiveAboriginal history and culture. Over 30 differentlanguages and 20 different religious beliefs arerepresented within its boundaries.The name Wollongong originated from the Aboriginalword woolyungah meaning ‘five islands’.Challenges for the Year Ahead 143Glossary 144Local Government Act RequirementsWollongong City Council 2002/03 Annual Report wasproduced to comply with the Local Government Act (1993).An index of the information required under the Act isincluded on the inside back cover.

lord mayor’s reportexecutive summaryI am delighted to bring you this report on theachievements of Wollongong City Councilduring 2002/03. It’s been another exciting andchallenging year, with our city undergoing adevelopment boom. We at Council haveundertaken a range of projects to meet thegrowing needs of our community.Our major long term planning program,Wollongong Futures, continues to worktowards a new planning framework for theentire city, based on a series of visionsestablished through extensive communityconsultation.At the same time, we are proceeding with anumber of specific projects that will help shapeour city into the future, including strategicplanning for the West Dapto area, therevitalisation of the city centre, and theformulation of a new development control planfor Thirroul.Plans are also forging ahead for a newcommunity centre and library complex atThirroul, and we were very pleased to open thenew $850,000 Western Suburbs Child CareCentre at Cordeaux Heights.We also welcomed the news that Melbournebased energy company TXU will develop anew gas-fired power station on the site of theformer Tallawarra Power Station; and the futureof WIN Stadium and Entertainment Centrelooks increasingly bright with plans for a majorexpansion program.Working together, we can achieve ourcollective vision for Wollongong, the City ofInnovation. I would like to thank you for yoursupport and pay tribute to my Councilcolleagues and staff for their hard work duringthe year.Alex DarlingLord MayorCity of WollongongThe Wollongong Innovation Campus continuesto attract plenty of interest in the city. The jointCouncil, state government and University ofWollongong project will see the 20 hectareBrandon Park site at Fairy Meadow developedas a world-class research, development andtechnology campus. It will serve as thecentrepiece for Wollongong’s ongoingidentification as the City of Innovation.The transformation of Wollongong continues,spearheaded by Wollongong Futures our major,long term planning strategy that will shape ourcity’s future. Other major initiatives includestrategic planning for West Dapto and therevitalisation of Wollongong and Thirroul CBDs.2> > >

general manager’s overviewexecutive summaryI am very pleased to bring you this report onWollongong City Council’s achievements for2002/03. The challenges facing localgovernment continue to grow, as we deliver anextensive range of services to the communitywithin our available budget.At the same time many exciting projects arecoming to fruition, and we can look forward toeven greater opportunities ahead. In this reportyou will read details of the activities undertakenin the last year and our progress againstperformance indicators.Strong Financial PositionOnce again we finished the year in a strongfinancial position. The working funds surplus of$7.7 million was achieved through prudentfinancial management and prioritising projectsin line with the community’s needs.Upgrading Our Computer SystemThe year saw us embark on an ambitiousproject to overhaul our major computersystems. The first stage saw theimplementation of a new financial managementinformation system, and a land informationsystem that includes all rating, developmentapplication and property information.I am delighted to report that the planningphase for both systems has proceededsmoothly, and we ended the year in a strongposition to deliver their implementation. In thecase of the financial management informationsystem, that will be from 1 July 2003.City Centre RevitalisationOur project to breathe new life into theWollongong city centre took some major stepsforward, and we are now well on the way totransforming our central business andresidential area into a vibrant precinct.Coupled with the planning activities takingplace for broad issues such as traffic, heightrestrictions and the appearance of publicareas, we continued to attract a high level ofinterest from developers who recognise itspotential as a major lifestyle, commercial andrecreational area.The city centre project has also included aparticular focus on the western end of CrownStreet, with the appointment of a PlaceManager to specifically oversee issues in thatpart of the city.At the same time, we moved ahead withprojects to revitalise some of our key suburbancentres, including major streetscaping work inThirroul and Port Kembla, and planninginitiatives for Dapto.Environmental SustainabilityIn a major public policy decision, Councilcommitted to undertake some majorenvironmental projects in the city, with theestablishment of a one million dollarenvironmental projects fund.The fund was established following extensivecommunity debate about a proposedenvironmental levy. The levy proposal was putforward to create a pool of funding for somevital environmental projects which were overand above our existing works program.The creation of the fund will enable a numberof those projects to proceed, and provide thecapacity for Council to seek matching fundingfrom federal and state governments.A community governance committee willoversee the fund, including identifying the mosturgent works to be carried out, with the issueto be reassessed after 12 months.Wollongong FuturesA series of community workshops was held asthe next stage in establishing a new planningframework for the city, under the WollongongFutures project.The project, which came about through theneed to overhaul Wollongong’s existing LocalEnvironment Plan, will take into account allaspects such as the economy, theenvironment, and the needs and wishes of thecommunity, as part of the development of thenew plan.Wollongong Futures will also result in a seriesof ‘visions’ for the city that will chart our coursefor the next decades.Appointment of New DirectorWe were pleased to welcome Stephen Payneto the organisation as our new DirectorCorporate and Governance. Prior to joiningCouncil, Stephen held a number of seniorfinancial and project management positions inhigh-profile private sector and governmentorganisations, including the CommonwealthBank, Landcom and Arnotts.We also said farewell to our long-servingManager Corporate Relations, Matt Waugh.Matt retired after a distinguished 39-yearcareer at Council during which he wasresponsible for many major projects in the city.A Vital PartnershipDuring the year we continued to build on therelationship between Council and thecommunity, with a strong response to thevarious channels available for the public toraise issues and concerns.The public access forum, created to enablepeople to directly address councillors at ourkey committee meetings, was well utilised on arange of important issues. Our internalombudsman, who was appointed toinvestigate any complaints about ouradministrative processes, investigatedcomplaints on a variety of complex issues.In March 2003, we commissioned the IllawarraRegional Information Service to conduct ourlatest community survey. The survey, carriedout every two years, provides valuableinformation on community perceptions aboutCouncil facilities and services that enables usto make better-informed decisions on existingand future projects.The community has a vital role to play as weplan for the future, and we greatly value yourcontribution. My thanks to everyone who hasparticipated in Council’s decision makingprocess during the year, and to the LordMayor, councillors and staff for theircommitment and dedication.3Rod Oxley, PSMGeneral ManagerWollongong City Council

corporate program highlights> > >corporate governancecity planning & developmentinfrastructureprogram goalTo provide corporate governance at thelocal level that meets both therequirements of state legislation andexercises strategic leadership anddirection for Council’s role in thecommunity.program goalTo create a quality environment for theWollongong community in which landuse and development is planned andassessed and the social,environmental, economic, heritage andphysical wellbeing of the community isenhanced and protected.program goalWell constructed, maintained andfunctional roads, drains, publicbuildings and associated engineeringstructures.function• Executive Management• Economic Development• Corporate Relations• Corporate Developmentfunction• Strategic Planning• Development Assessment• Building Compliance• Subdivisionsfunction• Buildings• Operational Support• Emergency Services• Asset Management• Construction & Maintenance• Technical Support• Design• Catchment Managementperformance• Improved organisation performance(p21- p23);• Organisational learning and leadership(p22);• Staff achievement and recognition awards(p22);• Promoting the telecommunications industry(p2, p23)• Further investment in the city (p23);• Revitalising Wollongong city centre (p3,p19,p24, p27);• Further success of Wollongong ImageCampaign (p18, p24);• Effective media liaison (p25);• Continuation of sister city program (p25);• Maintaining Crown St Mall (p25).budgetperformance• Wollongong Futures project continues (p2,p3, p27);• Development of West Dapto (p27);• Developing the Illawarra EscarpmentManagement Plan (p27; p41);• Review of Section 94 contribution plans(p27);• Safety Around Schools program p28);• Development Control Plan for AboriginalHeritage (p28);• Improved levels of building compliance(p29);• Review of Wollongong Cycleway Plan (p28);• Increased community involvement instrategic planning projects (p28).budgetperformance• Targets met for major scheduledbuilding projects during 2002/03 (p31);• Maximising plant utilisation rates (p31);• Successful operations of Wollongong CityTruck & Plant (p32);• Managing local rural fire service (p32, p33);• Landscape masterplan for North Beachprecinct (p33);• Plans for redevelopment of Dapto Pool(p33);• Ongoing development of floodplain riskmanagement plans (p34);• Improving asset management standards(p35);• Annual infrastructure works program(p36-39).budget6.0$M6.12+5.0$M8$M+2.0$M50$M+30$M44.180.811.595.210.67net deficit net surplus4.83.62.41.2000/01 01/02 02/03expenditureincome+2.50.0-2.5-5.0- 3.36- 4.53- 4.5400/01 01/02 02/036424.504.194.353.197.375.40000/01 01/02 02/03expenditureincomenet deficit net surplus+1.00-1.0-2.0- 0.31- 1.16- 1.9700/01 01/02 02/034030201040.1514.7739.6416.7239.4114.12000/01 01/02 02/03expenditureincomenet deficit net surplus+150-15-30- 25.38- 22.92- 25.2900/01 01/02 02/03the year ahead• Review strategies for learning andleadership development within Council;• Monitor performance against businessexcellence standards;• Source new investment opportunities forthe city;• Complete gateway signage for the city;• Proceed with the revitalisation of theWollongong city centre (p143);• Promote and coordinate logistics for theRugby World Cup.the year ahead• Prepare and implement the WollongongFutures vision (p143);• Prepare a development control plan forThirroul central business district;• Set up a new disabled access developmentcontrol plan;• Develop a traffic management strategy forWoonona town centre;• Implement a fire safety awareness program;• Implement the combined councilssubdivision codes.the year ahead• Implement conservation managementprogram at Gleniffer Brae;• Evaluate business relationship with Scania;• Relocate north and central depots toBellambi;• Design new skate facility for Helensburgh;• Identify and categorise flood areas withinthe city;• Develop a water sensitive urban designprogram.

corporate program highlightsexecutive summaryenvironment & health commercial development waste managementenvironment & health commercial development waste managementprogram goalTo have an environment that issustainable, diverse and conducive to ahigh standard of environmental andpublic health.program goalTo manage Council’s property portfolioand ensure an appropriate rate ofreturn on Council’s commercial assets.program goalEffective management andminimisation of waste collection anddisposal whilst encouragingcommercial and residential recycling.function• Environment• Health• Ranger Servicesfunction• Property Development• Statutory Property• Tourist Parks• Property Management• Crematorium and Cemeteriesfunction• Collection and Recycling• Disposalperformance• Launch of Sustainability Street program(p41);• Implementing energy efficiency programs(p41);• Developing an environmental managementsystem (41);• Release of 2001/02 State of theEnvironment Report (p41);• Progress with the Earth Helpers program(p41);• Progress with stormwater management(p42);• Foodsafe program to improve food hygienestandards (p44);• Managing illegal development (p45);• Promoting Companion Animals Act (p45).performance• Excellent return on surplus land sales (p47);• North Beach plan of management (p47);• Concept plans for a regional gatewaytourist information centre at Bulli (p47);• Construction of the telecommunicationstower (p47);• Bulli Tops Reserve Trust (p48);• Outdoor restaurant compliance procedure(p48);• Developing an automated leasemanagement system (p48);• Refurbishment of Kembla Terraces (p48);• Increased occupancy and operatingsurplus at tourist parks (p49);• Maintaining market share of cemeteriesand crematorium (p50).performance• Nationwide recognition for Council’s wastemanagement and recycling programs (p52);• Glengarry Cottage continues with wasteminimisation and recycling education (p52);• Installation of colour-coded signage atGlengarry Cottage (p52);• Glove renewal program, success (p53);• Bag Yourself a Better Environmentcampaign a great success (p53);• Competitions held to promote wastemanagement and minimisation (p53);• Waste Wise campaign launched to thecommunity (p54);• All operational requirements met forwaste disposal depots (p54);• Irrigation of Russell Vale Golf Course (p54).budget budget budget3.0$M+3.0$M10$M+3.0$M25$M+1.0$M2.41.81.20.62.320.412.790.842.700.51000/01 01/02 02/03expenditureincomenet deficit net surplus+1.50-1.5-3.0- - 1.91- 1.95- 2.1900/01 01/02 02/0386423.695.776.147.336.938.73000/01 01/02 02/03expenditureincomenet deficit net surplus+1.50-1.5-3.0- 2.081.191.8000/01 01/02 02/03201510520.8920.2318.4017.5021.3320.77000/01 01/02 02/03expenditureincomenet deficit net surplus+0.50.0-0.5-1.0- 0.66- 0.90- 0.5600/01 01/02 02/035the year ahead• Develop a sustainable action plan;• Commence work on a coastal zonemanagement plan;• Implement a comprehensive environmentaleducation program;• Develop the environmental fund program(p3, p19, p143, p144);• Review all parking signs within the city;• Reduce illegal development within the city;• Implement a plan of management forcompanion animals.the year ahead• Seek further development and investmentopportunities;• Assist the development of the West Daptomasterplan;• Prepare a marketing strategy for thecrematorium and cemeteries;• Manage the City Beach landscape project;• Continue major upgrade of the tourist parks(p143);• Review options for the Surf Leisure Resortat Towradgi.the year ahead• Improve performance of the domesticgarbage, recycling and green wastecollection services;• Promote annual clean up services;• Improve leachate quality at WhytesGully Waste Disposal Depot (p143);• Evaluate the SWERF project;• Establish a materials receival/transferfacility;• Implement new technologies at the wastedepots.

corporate program highlightsexecutive summaryrecreation & naturalresourcescommunity & culturalserviceslibrary servicesprogram goalTo meet the recreational, sporting andleisure needs of the community,including tourists. To work with ourcommunity in providing a range ofprograms and services that willsustain and improve the city’s lifestyle,biodiversity and natural assets.program goalOur mission is to provide communityand cultural services and facilitiesthat enhance our community’squality of life.program goalTo provide effective public librarylending, information and referralservices that recognise the values,needs and diversity of the community.function• City Parks• Leisure Services• Conservation and Natural Resourcesfunction• Youth Services• Community Development• Children’s Services• Aged and Disabilities Services• Community Facilities• Cultural Developmentfunction• Library• Community Informationperformance• Customer satisfaction with Russell ValeGolf Course (p56, p57);• Sports facility planning process (p57);• Masterplan for Rex Jackson Oval (p57);• Increased income at Beaton Park andLakeside leisure centres (p58);• Success of inaugural Artist in Residenceprogram at botanic garden (p59);• Solar heating installed at nurseryglasshouses (p59);• Greenplan wins major award (p60);• Bushcare activities continue (p60);• Discovery Centre expands activities andcommences extension program (p61).performance• Youth services and programs (p63);• Launch of a deaf youth project (p63);• Inaugural children’s week event (p64);• Seniors week activities (p64);• Disability awareness training (p64);• Celebrating International Day of Abilities(p64);• Individual bus transport service (p65);• Developing an Aboriginal ConsultationProtocol (p65);• Safe Community Compact initiatives (p66);• Planning for Thirroul Community Centre andLibrary (p66);• Culture building communities (p67).performance• Implementation of a marketing strategy topromote library services to children (p69);• Inaugural Pre Book Week Extravaganza agreat success (p69);• Improved library technical serviceprovision (p70);• External access to the library catalogue(p70);• Launch of the Di@YLL project (p70);• Changes to reference and informationservices (p70);• Central and outreach services (p71);• Community information service provision(p71).budgetbudgetbudget20$M+14$M10$M+5.0$M6$M+5.0$M616128414.932.9518.445.1016.253.20000/01 01/02 02/03expenditureincomenet deficit net surplus+70-7-14- 11.98- 13.33- 13.0500/01 01/02 02/0386427.853.549.164.957.092.50000/01 01/02 02/03expenditureincomenet deficit net surplus+2.50-2.5-5.0- 4.32- 4.21- 4.5900/01 01/02 02/03543215.150.655.280.675.210.63000/01 01/02 02/03expenditureincomenet deficit net surplus+2.50-2.5-5.0- 4.49- 4.61- 4.5800/01 01/02 02/03the year ahead• Commence masterplan for Towradgi Park;• Review strategic priorities for skate parks;• Manage ecological restoration of naturalareas;• Develop and enhance Gleniffer Brae’sheritage, commercial and cultural potential;• Conduct a two-year place managementtrial in Cringila Park/Berkeley precincts;• Extend Windang Surf Club;• Manage a sustainable vegetation canopythrough conservation projects.the year ahead• Plan and coordinate youth week in April;• Coordinate the Purple Ribbon campaign;• Develop multicultural access project;• Further develop crime preventionstrategies;• Progress the establishment of an Aboriginalcultural centre;• Coordinate regional museums to promotecultural tourism, image and identity;• Consolidate and further develop the Viva laGong Festival.the year ahead• Redesign library services in line withchanging trends, customer needs andadvances in IT technology;• Review indexes and catalogues to providesingle access point to library resources;• Promote the Internet based communityinformation service;• Develop and market library services to localcommunities;• Seek funding for a Book Express servicefor train commuters.

financial performance indicatorsorganisational servicesenvironment & healthprogram goalTo assist in the delivery of qualityservices to the community by providingeffective support and managementservices to the organisation.function• Administration• Legal and Risk• Information Technology• Marketing• Financial Management• Land Information• Human ResourcesGeneral CommentThe Local Government Act (1993) requires Wollongong CityCouncil to prepare reports reflecting its financial performance,as well as detailing activities undertaken within the fiscal yearthat affect the overall financial position.The financial performance indicators highlight our financialperformance for the period ending 30 June 2003.These indicators disclose information on:•The financial structure of Council, its obligations, itsequity and the types of resources available;•The capacity of Council to adapt to changes in itsoperating environment;•The financial flexibility and solvency of Council.performance• Risk management processes (p18; p22,p73-74);• New corporate IT systems (p74);• Reporting financial strength of theorganisation (p75);• New land information system (p75);• Developing a plan management strategy(p76);• Forté Marketing & Design achieves highestlevel of income to date (p76);• Employee learning and training (p77);• Progress with workplace reform (p77);• OH&S and site safety management plans(p78);• EEO and disadvantaged services (p78).Debt Servicing RatioThis chart reflects the annual netdebt servicing costs as apercentage of the total operatingrevenue for the year. Council iscommitted to paying a percentageof its total operating revenue eachyear to service outstanding debt.While a little higher than theprevious year, the ratio of 2.3%remains well below the industrybenchmark of 10% and reflects ourcommitment to discharge our debtliability.Debt Servicing Ratio5%432104.02.73.11.92.398/99 99/00 00/01 01/02 02/03budget100$M8060402036.6687.9639.0292.4644.8895.46000/01 01/02 02/03expenditureincomenet deficit net surplus+60$M+300-30-6051.3053.4450.5800/01 01/02 02/03LoansCouncils can choose to borrowfunds from lending institutions forthe purpose of providing facilitieswithin the community. This chartreflects the amount of principalloan still outstanding from lendinginstitutions at the end of thefinancial year. The zero figure in2000/01 reflects Council’sresolution to pay out the balance ofoutstanding loans in that year.Since that time, several loans havebeen negotiated for several majorinitiatives.Loans8$M64207.601.540.001.060.5798/99 99/00 00/01 01/02 02/037the year ahead• Further progress electronic documentmanagement;• Identify and treat perceptible risks;• Implement and manage the new financialmanagement system (p143);• Manage the introduction of the new landinformation system (p143);• Introduce a management developmentstrategy for the organisation;• Implement and review financial healthchecks.

financial performanceindicatorsRestricted CashExternal RestrictionsWhere funding is received fromexternal sources, Council is oftenrequired to spend these monies inaccordance with predeterminedconditions. These funds cannot bespent on activities other thanthose identified. Where the moneyhas not been spent at the end of afinancial year, the funds must beheld as restricted cash. This chartreflects the amount of internallyand externally restricted cash thatis held at the end of each financialyear.Internal RestrictionsCouncil can resolve to set aside itsown funds for future projects orworks. Where we have resolved todo this, and the funds have notbeen spent at the end of thefinancial year, these funds must beheld as restrictive cash.Net Rate LevyCollectedThis chart indicates thepercentage of rates collectedduring each financial year. Thisyear’s figure reflects the highestpercentage collected for severalyears.Restricted Cash40$M3020100Net Rate Levy Collected100%9998979627.1726.4498/99 99/00 00/01 01/02 02/03Internal99.219.9128.0099.815.8129.5299.714.0320.84External99.616.2539.33100.01994-95Total number of residents 173,784Total number of ratepayers 64,891Rates paid (at end of year)$56.95mAverage general residential rate $635.51State government rate ceiling 0.00%Increase in average rate 1.97%Untied grants revenueSpecific purpose grants revenueAvailable working funds balance$10.23m$10.71m$0.05mDebt servicing ratio (at end of year) 9.70%Total number of employees 913Development applications received 1,236Total lots created by subdivision 662Construction certificates received 2,718Dog licences issued 11,551Total works program$18.70mNumber of garbage services provided 64,805Annual domestic waste fee peroccupied residence $105.00Annual domestic waste fee pervacant residential lot $15.00Tourist park gross income$2.00mRecreation and leisure facilities cost per resident $44.36Beaton Park Leisure Centre income$1.01mLakeside Leisure Centre income$0.23mRussell Vale Golf Course usage 39,083Russell Vale Golf Course income per usern/aPool attendance 973,9739598/99 99/00 00/01 01/02 02/03Wollongong Botanic Garden visitation 183,500Environmental managementand health cost per resident $12.128Percent of community who are library customersIllawarra Performing Arts Centre visitation 89,440n/aWollongong City Gallery visitation 32,145Rates IncomeCommunity services cost per resident $21.36Rates IncomeThis chart reflects the total amountof income that is receivable fromrates during each financial year.75$M70656063.6865.7067.7670.3072.64Registered library borrowers 76,894Library loans of books and other items 1.35mNumber of reference enquiries 166,667Community information service enquiries 11,290Library service cost per resident $21.83555098/99 99/00 00/01 01/02 02/03

Annual summary of key business indicatorsexecutive summary1995/96 1996/97 1997/98 1998/99 1999/00 2000/01 2001/02 2002/03184,410 184,478 184,478 185,397 186,608 187,003 191,049 191,25465,849 67,473 67,813 68,592 69,354 70,293 71,238 72,318$58.31m $59.75m $62.38m $63.80m $66.09m $68.19m $70.07m $73.33m$648.18 $654.53 $675.00 $686.49 $700.00 $718.38 $734.37 $758,972.20% 2.70% 3.10% 1.70% 2.40% 2.70% 2.80% 3.30%1.99% 0.98% 3.13% 1.70% 1.97% 2.62% 2.23% 3.34%$10.65m $10.84m $10.49m $10.81m $11.37m $12.29m $13.05m $14.12m$5.29m $5.37m $4.87m $9.00m $7.75m $8.29m $7.94m $5.65m($6.72m) ($6.05m) ($5.69m) $4.08m $8.31m $7.98m $8.99m $1.17m8.80% 8.70% 8.30% 4.00% 2.70% 3.10% 1.90% 2.30%916 904 980 947 1,023 1,065 1,087 1,0921,108 914 1,060 1,462 2,835 2,175 2,328 2,248686 518 527 507 590 634 533 4002,378 2,426 2,401 n/a 2,220 2,036 1,846 5,93611,966 12,022 13,524 12,213 10,941 10,600 11,370 11,850$17.22m $17.03m $15.51m $21.03m $19.00m $18.61m $15.77m $16.24m65,652 67,191 68,607 69,353 69,945 71,098 72,032 73,063$110.00 $129.00 $133.00 $135.00 $140.0080 ltr $147.00120 ltr $184.00240 ltr $285.0080 ltr $149.00120 ltr $187.00240 ltr $290.0080 ltr $155.00120 ltr $195.00240 ltr $305.00$16.00 $17.00 $17.00 $17.00 $17.00 $17.00 $17.00 $17.00$2.10m $2.17m $2.31m $2.38m $2.58m $2.69m $2.62m $3.89m$82.72 $72.96 $72.08 $79.25 $82.05 $91.72 $73.49 $90.87$1.10m $1.07m $1.13m $1.26m $1.36m $1.36m $1.38m $1.51m$0.28m $0.25m $0.24m $0.23m $0.24m $0.27m $0.29m $0.30m39,465 42,761 59,850 50,974 54,860 49,633 47,151 45,089n/a n/a $6.00 $6.00 $6.50 $7.65 $7.79 $6.80879,663 983,123 1,137,731 968,022 919,439 1,031,572 1,232,069 1,100,787182,000 240,000 161,946 198,933 162,897 195,064 123,277 132,791$7.85 $0.96 $3.25 $11.05 $14.63 $11.65 $5.63 $5.97943.50% 42.70% 45.10% 45.70% 42.90% 44.40% 46.60% 44.90%87,643 81,525 81,376 74,509 69,822 81,819 84,624 104,50644,373 27,607 41,628 40,845 37,839 38,984 37,537 37,981$10.64 $9.32 $9.58 $12.59 $12.03 $10.96 $6.98 $12.7275,588 78,095 82,890 81,369 79,192 83,092 81,242 77,8991.36m 1.34m 1.43m 1.44m 1.45m 1.43m 1.47m 1.43m182,979 168,720 166,939 176,737 195,670 205,360 404,999 147,47511,918 5,685 4,505 3,852 4,031 2,574 2,140 2,348$17.01 $16.41 $16.82 $18.55 $21.66 $22.55 $28.05 $25.35These indicators provide a snapshot of Wollongong City Council as at 30 June 2003. The figures offer a defining overviewof the organisation and our progress in either identified key business activities or areas of particular concern to thecommunity. Comparisons can be made with the eight preceding years. Although the body of the report provides anin-depth analysis of our operations, this section enables progress to be measured in a range of areas that most aptlydefine our strategic directions over the last year.

elected representatives > > >Lord MayorAlex Darling Jeweller, first elected 1987,re-elected 1995, 1999. Elected Lord MayorSeptember 2002. Administrative, Works &Community Services, Environment, Planning &Development and Policy, Strategy & Reviewcommittees (chairperson). Attended 16 Council and19 committee meetings.ward 1Kerrie Christian B Eng (Met), Materials Investigation Manager, first elected1991, re-elected 1995, 1999. Administrative, Works & Community ServicesCommittee. Attended 13 Council and 16 committee meetings.Dave Martin School Principal, first elected 1983,re-elected 1987,1995, 1999. Environment, Planning & Development Committee.Attended 12 Council and 15 committee meetings.ward 2Janice Kershaw Section Manager, first elected 1991, re-elected 1995, 1999.Environment, Planning & Development Committee. Attended 14 Council and17 committee meetings.Ian Hunt B Com, M Com, JP, Taxation Accountant, first elected 1995, re-elected1999. Administrative, Works & Community Services Committee. Attended16 Council and 22 committee meetings.ward 3Anne Wood B Sc (Hons) 1st Class, Dip Ed, Author, Historian, Teacher, firstelected in March 2001. Administrative, Works & Community Services Committee.Attended 15 Council and 19 committee meetings.David Brown Media Consultant. First elected in December 2002. Environment,Planning & Development Committee. Attended 10 Council and 10 committeemeetings.10Responsibilities of the Lord Mayor andCouncillors• Exercise, in case of necessity, the policy making functions ofthe governing body of Council (Lord Mayor).• Exercise such other functions as determined by Council(Lord Mayor).• Direct and control the affairs of Council in accordance withthe Local Government Act.• Participate in the optimum allocation of resources.• Play a key role in the creation and review of policies, objectivesand criteria relating to the exercise of regulatory functions.• Review performance, service delivery, management plansand policies.• Represent the interests of residents and ratepayers.• Provide leadership and guidance to the community.• Facilitate communication between the community and Council.The Wollongong localgovernment area isdivided into six wardswith two councillorselected to representeach ward.The lord mayor iselected by all votersfrom all wards.5WongawilliNMountKemblaFigtreeDaptoYallah41UnanderraBerkeleyLakeIllawarraThirroulBulliWoonona2Balgownie36WindangHelensburghStanwell ParkCliftonWombarraAustinmerCorrimalFairy MeadowwollongongPrimbeePort Kembla

elected representativesexecutive summaryFifteen Council and 22 major committeemeetings were held during the periodunder review.A list of all expenses and facilitiesprovided to the lord mayor andcouncillors in 2002/03 is provided onpage 141 of this report.Roles of Major Committees of CouncilThe committee system allows councillors to focus onissues by allocating sufficient time for debate,discussion and effective decision making. Minutes aretaken of all meetings, an important factor inevidencing the transparency of the decision makingprocess.ward 4Carolyn Griffiths Full time councillor, elected 1999. Environment, Planning &Development Committee. Attended 13 Council and 18 committee meetings.Trevor Mott Independent means, elected 1999. Administrative, Works &Community Services Committee (vice chairperson). Attended 15 Council and20 committee meetings.ward 5Vicky King B Com, JP, Public Accountant, first elected 1987, re-elected 1991,1995, 1999. Environment, Planning & Development Committee (vice chairperson).Attended 16 Council and 22 committee meetings.Mark Yates Baker Pastrycook, first elected 1991, re-elected 1999.Administrative, Works & Community Services Committee. Attended 15 Counciland 15 committee meetings.ward 6Violet Pocock Registered Nurse, elected 1999. Administrative, Works &Community Services Committee. Attended 12 Council and 13 committeemeetings.Kiril Jonovski Technical Officer and interpreter, elected 1999. Environment,Planning & Development Committee. Attended 15 Council and 22 committeemeetings.11Administrative, Works and Community Services Committee• Consider broad policy issues that affect Council (other than planning policy).• Recommend delegations of authority.• Consider overall organisational structure.• Deal with matters that are unable to be delegated to Section 377 of the Local Government Act, 1993.• Consider forward works programs and schedules.• Review the progress of the annual works programs through the quarterly corporate review process.Environment, Planning and Development Committee• Recommend the determination of development applications which were not approved by delegated authority.• Recommend those matters which must be considered by Council under the Environmental Planning and Assessment Act, 1979.• Consider policy issues that relate to and use planning throughout the city.• Plan for and advise Council on the development of community service programs and facilities.• Advise and inform Council on all issues that relate to the development and quality of life of local communities.• Consider recommendations from various liaison committees.

senior management structureGeneral ManagerRod OxleyPSM, B Bus, FCPA, FIMM, FAIMPh 4227 7009Background in financial management prior to commencementat Wollongong City Council as City Treasurer in 1980.Appointed to the position of General Manager in 1988.DirectorCorporate & GovernanceStephen PayneB ComPh 4227 7280Extensive experience as senior finance and ITexecutive for BHP, AAP, Arnotts, State Government(Transport & Planning Portfolios), Federal Government.Appointed Director in 2002.Responsible for Administration & InformationTechnology, Finance, Human Resources, Property,Corporate Relations and Corporate Developmentareas of Council.DirectorEnvironment & PlanningDr Mike MouritzBSc (Hons) PhDPh 4227 7479Over 20 years experience in environmentalmanagement and urban planning in the privateand public sectors.Appointed Director in 2001.Responsible for Strategic Planning, DevelopmentAssessment & Compliance, Environment & Health,and Design areas of Council.ManagerAdministration &Information TechnologyLyn KofodMBA, B CommPh 4227 7092Twenty-four yearsexperience in the ITprofession within the privateand public sectors.Appointed manager in 1994.• Legislation & Elections• Council & CommitteeSupport• Information Technology• Administration• Legal & Risk• Marketing12Manager HumanResourcesTrevor JonesB ComPh 4227 7064Thirty years experiencein a range of humanresources positions inthe private sector.Appointed managerin 2000.• Human ResourcesManager PropertyMike HarbenRegistered ValuerPh 4227 7095Involved in the propertydevelopment industry for 26years in both the public andprivate sectors. Appointedmanager in 1994.• Property Development• Property Management• Tourist Parks• Crematorium &Cemeteries• Statutory Property• Community LandManagementManager CorporateRelationsMatt WaughPSM, FAICDPh 4227 7062Thirty-eight years of localgovernment experienceincluding projectmanagement, economicdevelopment, publicrelations, communicationsand media. Appointedmanager in 1992.• Economic Development• Internal/ExternalCommunications• Media & Public RelationsManager CorporateDevelopmentDick DowsePh 4227 7093Twenty years experience inlocal government, formerlyInformation TechnologyManager, then QualityManager and now ManagerCorporate Development.• Organisational Planning• Change ManagementStrategies• Integration of BusinessExcellence Strategies• OrganisationalPerformance Monitoring• Organisational Learning& Leadership• Management ReportingManager FinanceBrian JenkinsB. BusPh 4227 7644Eighteen years experience inFinancial Management withinthe industry. AppointedManager in 2002.• Financial Accounting• Management Accounting• Accounting Services• Rates• Revenue• Treasury FunctionsManager Strategic PlanningBronwyn SeidenB App Sc (Env Plg)Ph 4227 7317Experience as a town planner and projectmanager in both the private and public sectors.Appointed manager in 1997.• Strategic Planning• Traffic & Transport Management• Economic Development• Heritage Conservation• Section 94• Urban DesignManager Development Assessment &ComplianceIan DenckerBA, Diploma Urban & Regional PlanningPh 4227 7284Twenty years experience at both state andlocal government levels and working as aprivate consultant holding a number of seniorpositions before joining Council in 1999.Appointed manager in 2001.• Development Assessment• Building Inspections• Fire Safety• Subdivision Approvals

executive summaryInternal OmbudsmanKatrina Annis-BrownBA, Diploma in LawPh 4227 7059Experience in a range of legal work within theprivate sector before joining Council in 2000.Appointed Internal Ombudsman in 2001.Our management structure is comprised of executivemanagement and a senior management group. Executivemanagement is comprised of the general manager andthree directors who are responsible for policy, strategicdirection and overall management of the organisation.The senior management group is comprised of 15divisional managers. Their responsibilities are tacticalmanagement and day to day operations.DirectorCity ServicesMike HydePh 4227 7113Extensive operational management experience combined withstrategic planning and service delivery skills.Appointed Director in 2002.Responsible for Community & Cultural Services, Recreation & NaturalResources, Works, Library and EngineeringServices areas of Council.Manager Community &Cultural ServicesIan McClintockBA, Mpol (Soc Pol)Ph 4227 7235Seventeen years experiencein a range of positionswithin the communityservices sector beforejoining Council in 1994.Appointed managerin 1996.• CommunityDevelopment• Community Facilities• Aged & DisabilitiesServices• Youth Services• Children’s Services• Cultural ServicesManager Recreation& Natural ResourcesAndrew StratfordMBA - Hort. Cert - AdvCert.MgtPh 4227 7044Twenty-three yearsexperience in thehorticultural,environmentalmanagement andrecreation industry.Appointed manager in2003.• Conservation &Natural Resources• City Parks• Leisure ServicesManager WorksJohn ShepherdARMIT (Dip Civ Eng)Ph 4227 7216Involved in theengineering constructionindustry in both the publicand private sectors forover 27 years. Appointedmanager in 1999.• Roads & Drainage• InfrastructureManagement• Engineering SupportManager EngineeringServicesJoe ScimoneMBA, FIE (Aust)Ph 4227 7188Experience in the designand construction of civilengineering projects withinthe public and privatesectors. Appointedmanager in 1992.• Buildings• Operational Support• Emergency Services• Waste Collection• Waste Disposal• Recycling• Materials SupplyManager LibraryServicesGraeme DeutscherAALIAPh 4227 7409Worked at the NationalLibrary in Canberra priorto commencing withCouncil in 1977.Appointed managerin 1992.• Library• Community Information13Manager DesignPeter KofodBE Civil (Hons), MBAPh 4227 7208Worked in the civil engineering and IT fields for24 years. Appointed manager in 1992.• Civil• Design• Flood Mitigation• Land Information• GIS• Landscape Architecture• Structural/ArchitecturalManager Environment & HealthLisa MillerBScPh 4227 7331Seventeen years experience in environmentalmanagement in public and private sectors.Work experience in all levels of government.Appointed manager in 1999.• Environmental Policy & Management• Environmental Protection• Health Protection• Health Inspections• Complaints• Animal Management• Environment & Health Education• Ranger Services

stakeholder relationshipsexecutive summaryThe chart highlights Wollongong City Council’s rolewithin the community and its relationship with majorstakeholders.external stakeholderscommunitycity strategic plancouncilneighbourhood committeeslord mayororganisationdirectorcorporate & governancegeneral managerdirectorenvironment & planninginternal ombudsmandirectorcity services5 year rolling corporate plandivisional/operational managersdivisional/operational managersdivisional/operational managers14administration & information technologyhuman resourcespropertycorporate relationscorporate developmentfinancestrategic planningdevelopment assessment & compliancedesignenvironment & healthservicescommunity & cultural servicesrecreation & natural resourcesworksengineering serviceslibraryannually budgeted business planscommunity

planning processesexecutive summary> > >approach‘thinking and planning’what we are trying to achievewhy we do it this waywhat goals we have establishedwhat structures and processes are neededwhat indicators will track progressimprovement‘learning and adapting’understanding the resultsusing review processreassess approach anddeploymentresults‘monitoring and evaluating’tracking trends in performancemaking comparisons of the datalink performance to approachdeployment‘implementing and doing’putting the plans into practicegetting people involvedimplementing structures and processescommunicating the purposeaffecting all the relevant areasBusiness ExcellenceIn 1990, Council adopted the AustralianBusiness Excellence model as the way bywhich it manages and conducts business. Themodel represents the significant elements of amanagement system and is underpinned byfour basic principles:1 Focus on the Customer2 Continuous Improvement3 Teamwork4 Data and Measurement.The extent to which Council is achieving itsorganisational vision depends on how focusedwe are on the Business Excellence model andhow we apply these principles to day to daymanagement. A systematic approach ensuresthat we have a common methodology basedon a system of approach, deployment,assessment and improvement.The Australian Business Excellence Frameworkis used for both internal and externalevaluations of our performance. Improvementopportunities resulting from these evaluationsare used as input to our corporate andbusiness planning processes.Corporate PlanThe corporate plan is a working document that provides both strategic andoperational focus for the organisation and highlights key activities over a fiveyear period. More specifically, it communicates the goals, directions,objectives and key performance indicators of Council, as well as outliningspecific projects that will commence during the coming year.The corporate plan is reviewed annually during which time the document isplaced on public exhibition. This process ensures that the organisation setspolicy directions in partnership with the community. At the completion ofeach financial quarter, Council reports on progress against the corporate planin its quarterly corporate review. Our aim, as Wollongong’s governing body, isto report and deliver the content of the corporate plan to ensure the bestoutcome for the city.15Wollongong City Council’s executivemanagement team: from left,Rod Oxley, Mike Hyde, Stephen Payneand Mike Mouritz.

corporate goals> > >Our Corporate Goals clearly reflect the underlying premise of our mission statement: ‘to enhance our community’slifestyle and environment through effective leadership, community involvement and commitment to service’. TheCorporate Goals provide guidance for the activities of all staff within the organisation and are monitored througha number of performance measures called Key Performance Indicators. These assist in measuring performanceand reflect the overall health of the organisation.Number of Positive / NegativeMedia Stories3,0002,4001,8001,20060002,9305482,6514402,7323811,8497901,89749298/99 99/00 00/01 01/02 02/03positivenegativeCustomer SatisfactionCustomer Satisfaction withStaff100%093/97 97/99 99/01 01/03 03NB Surveys are now done biannually.The 2003 figure is the result of thecommunity survey held in 2003.Focus on the customer with the intent ofcontinually increasing the level of customersatisfaction.Our most important customer is the Wollongongcommunity. Council seeks to increase communitysatisfaction levels by continually striving to improve thequality, timeliness and appropriateness of its services.Performance is measured through regular customersurveys and by constantly monitoring the extent ofmedia coverage, both positive and negative.806040205568716763Value of DevelopmentApplications Received1,000$M8006004002000231.18390.00674.45435.66460.4798/99 99/00 00/01 01/02 02/03Economic ActivityDevelop a team environmentthat facilitates, coordinatesand promotes systems andprocesses that encourage ahigh level of economic activityto enhance the future growthand development of the city.Sustained economic growth is vitalto Wollongong’s future. Counciltakes every opportunity to attractadditional investment to the city.Performance is monitored throughthe value of all development activity.Household Recycling vs.Garbage Collection72,000Tonnes60,00048,00036,00024,00012,000015,38456,00715,25032,50014,72431,24614,34829,89298/99 99/00 00/01 01/02 02/03recyclinggarbageEnvironmental14,49031,606Promote and practiceenvironmentalsustainability, focusingon appropriatedevelopment, recycling, wasteminimisation, revegetation andpollution control.Council is dedicated to ensuring thelong term sustainability of ourenvironment. A key performancemeasure is the recycling participationrate compared to the amount ofwaste going to landfill.FinancialDemonstrate financial responsibility to ensure that adequate funding isavailable to implement community and corporate programs.Council must maintain a sound financial position to ensure ongoing funding of itsprograms. Financial performance is measured by return on investments comparedto liquidity and current ratios, and rate recovery percentages.16Net Debt Service Cost10$MOperating Revenue130$MCurrent Ratio3.50:1Rates & Annual ChargesOutstanding5%86424.33.03.62.32.9120110100108.3111.1114.6120.4123.22.80:12.10:11.40:10.70:12.20:12.58:13.23:12.54:12.47:143213.73.73.94.24.0098/99 99/00 00/01 01/02 02/039098/99 99/00 00/01 01/02 02/030.00:198/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

corporate goalsexecutive summaryCouncil is a Good Place toWork100%Employees are Happy WithTheir Jobs100%Training CourseAttendance26Hours per personNumber of Lost Time Injuries1008060402083909192No staff survey conducted in 2002/03097/98 98/99 99/00 00/02 02/03NB Surveys are now done biannually8060402080878486No staff survey conducted in 2002/03097/98 98/99 99/00 00/02 02/03NB Surveys are now done biannually2422201816141221.119.619.516.725.498/99 99/00 00/01 01/02 02/03806040200526481576898/99 99/00 00/01 01/02 02/03Days Lost Per Lost TimeInjury161412108612.478.4110.3911.5810.8198/99 99/00 00/01 01/02 02/03Days Lost Due to Lost TimeInjuries1,0008006004002000648.67538.27841.63660.06735.0898/99 99/00 00/01 01/02 02/03Productivity/PeopleDevelop a productive workplaceenvironment that fosters the wellbeingof our employees.Council’s employees are its mostEnvironmentalimportantresource. A committed and motivatedworkforce is conducive to high levels Promote of and practiseproductivity and personal performance. environmentalThrough extensive training programs sustainability, and focusingregular employee satisfaction surveys, on appropriate alongwith effective lost time and injurydevelopment, recycling, wastemanagement, a proper balance minimisation, is maintained revegetation andbetween increased productivity pollution and the control.continued wellbeing of employees. Council is dedicated to ensuring thelong term sustainability of ourenvironment. A key performancemeasure is the recycling participationrate compared to the amount ofwaste going to landfill.17Usage of Council’sFacilities5Million users432103.63.03.43.53.198/99 99/00 00/01 01/02 02/03LifestyleEnsure quality and varietyin recreation, cultural andleisure opportunities toenhance the lifestyle of ourcommunity.Council provides a diverse arrayof recreational, cultural andleisure facilities and services forthe benefit of the community.Performance is measured inrelation to community usage ofthese facilities and dollars spentper capita on leisure activities.InfrastructureManage Council’sinfrastructure assets toensure that they areappropriate for the needs ofour community whilst beingeffectively utilised andmaintained in a serviceablecondition.Infrastructure assets must beeffectively managed to ensure thatthe community’s needs are met.The key performance indicatorrelating to asset information reflectsCouncil’s continued success inmeeting this goal.Total Value of Council’sInfrastructure Assets1,000$M (less depreciation)900800700600500750.8742.4730.7721.9711.598/99 99/00 00/01 01/02 02/03

major achievementsexecutive summaryCouncil By-ElectionAs a consequence of the resignation of theformer Lord Mayor, a by-election was held thatsaw Cr Alex Darling elected to the position ofLord Mayor. Cr Darling will hold this positionuntil the next general local government electionto be held in March 2004. Cr Darling hadpreviously represented Ward 3 and, as a result,a further by-election was held to fill the vacantposition. Cr David Brown was subsequentlyelected to fill this vacancy also until the nextgeneral election.Organisational DevelopmentDuring the period of this report, considerableprogress has been made on organisationaldevelopment. Facilitated by an externalconsultant, Mr Paul Dunstan, the exercise hasallowed executive and senior management toreview Council’s vision, mission and values. Ithas also ensured that all members of theexecutive and senior management team have acommon understanding of the organisation’sfuture direction. This program has reinforcedthe business excellence framework as theapproach to be adopted in guiding the overallmanagement of the organisation.New Wollongong Book PublicationA new publication titled ‘Wollongong and theIllawarra Region’ was launched in 2003. Thebook provides a snapshot of Wollongong andthe surrounding region. In particular, ithighlights the number of businesses andorganisations which operate within the city.This well presented, high quality publication isused by Council to promote the city.Culture and Climate SurveyIn 2003, a local consulting firm wascommissioned to undertake a climate andculture survey aimed at assessing the climatethat exists within the organisation along with itsoperating culture. The survey provided avaluable insight into the organisation andidentified areas where performance can beimproved. These areas have now beenincorporated within the overall organisationaldevelopment program.New Financial SystemOur previous financial management systemwas originally installed back in 1987 and nolonger suitable to meet the changing needs ofthe organisation. Council has since agreed toimplement a new financial managementinformation system, choosing Technology Oneas the principal supplier. Considerableresources were deployed for theimplementation of the new system with therollout to take effect from 1 July 2003. The newsystem will facilitate greater productivity in thefuture.Major Works ProgramsHighlights in Council’s works program for2002/03 included footpath improvements toCrown and Keira streets, completion ofimprovements to the Denison and Crownstreets intersection, implementation of theSafety around Schools program and thewidening of Collins Creek culvert on LiddleStreet, Woonona to provide pedestrian accessnear Woonona High School.Council has continued to upgrade its sharedpathway network with the extension of thePrinces Highway, Figtree section through toFraser Street, Unanderra.InsurancesOur General Manager and the Manager Legaland Risk travelled to London in March 2003, tomake a personal presentation to ourunderwriting insurers. This provided anopportunity to give the underwriters anoverview of our achievements in riskmanagement over the last twelve months andto reinforce our ongoing program of reducingorganisational risk for the future. These directrepresentations have proved to be extremelybeneficial and, in an environment whereinsurance premiums for public liability andother classes of insurance have beenincreasing rapidly, Council has succeeded inmaintaining premiums at an affordable level.These representations were made with theprofessional assistance of our insurancebrokers, Heath Lambert.Enhancement of the City’s ImageThe Wollongong Image Campaign is reapingsignificant dividends for our city, not the least ofwhich is an increased level of civic prideamong the city’s residents. The campaign hasalso stimulated further growth in almost everyfacet of the city’s operations including industry,research, education, commerce and tourism.One such outcome has seen anunprecedented rise in demand for high qualityresidential properties and an increased focuson inner city living.> > >18

major challengesexecutive summaryManagement and Maintenance of CityInfrastructureThe management and ongoing maintenance ofthe city’s infrastructure presents a realchallenge to not only Wollongong City Councilbut to all local governments throughoutAustralia. The post World War II constructionboom and a long and sustained period ofsteady growth have meant that councils arenow faced with some difficult decisions. Thereare many infrastructure assets which are nowreaching the end of their useful lives. ForWollongong, the decisions centre around theneed to increase maintenance expenditure oninfrastructure while still maintaining appropriatelevels of service in other areas. The optionscover a broad spectrum, including improvedasset management planning, access toalternative means of infrastructure funding,asset retirement or disposal, and more costeffective service delivery methods. Theseissues are now being investigated and willrequire both Council and the community todevelop and implement an asset managementstrategy that balances current needs withthose of future generations.Further Development Needs of Council’sTourist Park AssetsThe improvements made to Bulli Beach TouristPark are having an adverse effect on Corrimal,as the former offers patrons up market modernwaterfront accommodation not available atCorrimal. Additional funding is required toboost revenue levels. Hopefully, this will beaddressed in future stages of theredevelopment plan.Development of West DaptoWith growing pressure placed on theWollongong area for new residential homesites, West Dapto has become the prime focusfor the development of urban land for housingand other associated infrastructure. Thisprovides Council, and the community, with thechallenge of ensuring that sustainabledevelopment opportunities are built into thestructure of this major urban release site.Corporate IT Systems UpgradeThe implementation of a new land informationsystem will require significant labour resourceover the next 12 month period, as will theimminent introduction of a financialmanagement system. Both systems form partof a major information network upgrade thatwill ultimately involve records and informationmanagement, human resource managementand assets management.Wollongong Futures ProjectWollongong faces many pressures. Like manycities around the world, we are in a period oftransition, away from traditional industry to amore diverse economy. This impacts directlyon economic issues, demographics and socialneeds. Consequently, local government finds itdifficult to fund and manage the multitude ofemerging issues that arise, and is often is astate of crisis management. The challengecontinues for the Wollongong Futures projectto focus on a wide range of concerns,incorporate community values and prepare fora future of uncertainty through a shared vision.Environmental Management andSustainabilityIn 2003, the spotlight was placed on localenvironmental management issues. Apart fromextensive community education onenvironmental protection and sustainability,there was considerable public debateregarding the implementation of a separateenvironmental management program fundedby means of a levy. Whilst the proposal wasnot supported by Council and the community,the councillors did acknowledge theimportance of environmental management. Tothis end, $1 million has been set aside in the2003/04 budget for an environmental fund toundertake important environmentalimprovement works. The program will beoverseen by a broad based committeeinvolving councillors and representatives of thecommunity, together with Council officers. Thisis a positive step forward and will provideongoing funding support for environmentalimprovement programs.Revitalisation of the Wollongong CityCentreAs more and more people embrace theconcept of inner city living, work hascommenced on the revitalisation of thecommercial heart of Wollongong. The westernfringe of the city centre has particularly sufferedfrom urban decay and is in need of a majorupgrade. In so doing, Council will need toensure that there is considerable stakeholderinvolvement in the decision making process inorder to stimulate further investment in thearea.19Various surveys provided excellent insightinto areas that can be improved to benefit thewhole community. The importance ofmanaging the environment is a major focusand will continue to be a high priority forour city.

corporate governance > > >program goal To provide corporate governance at the locallevel that meets both the requirements of state legislationand exercises strategic leadership and direction for Council’srole in the community.key results 02-03 Corporate governance strengthenedthrough improved performance monitoring and reportingprocedures • Work continues with the state government andthe University of Wollongong to promote furtherdevelopment of local telecommunications industry •Brandon Park to be transformed into a centre fortelecommunications • 85 jobs transferred to Wollongongas a result of negotiations with investor • Promotion of thecity receives extensive media coverage on an internationaland national basis • Revitalisation of the Wollongong citycentre is underway with extensive community input • Varietyof activities held through sister city relationships withLongyan, Kawasaki and Ohrid cities • Number of negativestories relating to Council drops noticeably from previousyear.the year ahead Develop and review strategies for ongoingorganisational learning and leadership development •Investigate corporatisation of Forté Marketing and Design• Ensure the initiatives of the Illawarra telecommunicationstask force are carried out • Source new investmentopportunities for the city • Promote electronic businessopportunities using e-community • Promote and coordinatelogistics for the 2003 Rugby World Cup • Maintain theCrown St Mall to the satisfaction of the community •Implement new communications strategy • Completegateway signage to the city • Review corporate andbusiness planning strategies against leading benchmarks• Coordinate development of a management philosophy.above: Renee Buhagiar, Corporate DevelopmentDivision, facilitates the development of astrategic planning focus for senior andexecutive management.left: Cara Pincombe from Crown St Mallchecking out new campaign signage inGlobe Lane.20> > >corporate governanceexpenditure $5.953Mcorporate governanceincome $1.146MExecutiveManagement$0.173mCorporateRelations$2.919mExecutiveManagement$3.034mCorporateRelations$0.973mCorporate Governance $5.953mCouncil $157.456mprogram expenditure compared to total council budgetCorporate Governance $1.146mCouncil $154.097mprogram income compared to total council budget

corporate governanceperformance against objectivesExecutive ManagementRole of FunctionExecutive Management consists of the GeneralManager and three directors. It providesleadership and strategic management to theorganisation, while ensuring day-to-dayoperations are effective, efficient andaccountable.Strategic Direction for 2002-2006• Pursue strategies that incorporate broaderstakeholder input into determining Council’srole, as well as the level and type of servicesthat should be provided to the community.• Increase productivity through the enterpriseagreement, new technologies, planningprocesses, and the implementation of theNational Competition Policy.• Explore opportunities for resource sharingwith other councils and to participate inregional planning strategies.• Promote and support an innovative workingenvironment that helps retain Council’sleadership role in local government.Results Against Objectives 2002-2003Council’s CharterSection 8 of the Local Government Act (1993)provides the charter for Council. This definesour role to act consistently and without bias inthe exercise of regulatory functions, to keepthe community and the state governmentinformed of activities, and to account for themanagement of those public assets for whichwe are responsible. Council is also required tobe a responsible employer and to properlymanage, develop, protect, enhance andconserve the local environment.Role of General ManagerSection 335 of the Local Government Actoutlines the responsibilities of the GeneralManager. These are to manage the day-to-dayoperations of the organisation, exerciserelevant delegated functions, appoint staff inaccordance with organisational structure andresources, direct and dismiss staff, andimplement an equal employment opportunityplan. The performance of the General Manageris measured through a performance agreementas part of a five-year employment contract.Monitoring Organisational PerformanceThe process of monitoring performance isconducted through Quarterly CorporateReviews (QCRs) that are presented to Councilfor comment and adoption. The QCRs includea summary by the General Manager, along withprogress reports on the achievement ofcorporate plan program objectives, corporategoals and key performance indicators.Information is also provided on currentprojects, along with future and deferredprojects, Section 94 contributions, financialdetails and statements on investments.Progress against the 2002/06 Corporate Planwas reported at each of the QCRs presentedto Council during the year. The draft 2003/07Corporate Plan was placed on public exhibitionfrom 28 March to 29 April, providing thecommunity with the opportunity to contributetowards the future direction of our works andservices. The finalised corporate plan andbudget were presented and adopted byCouncil in June 2003.Management ReportingApart from the QCR process, progress reportsare prepared by each division based on eachfunctional area’s business plans. These arelinked to key objectives contained within thecorporate plan. Information is also provided onstaff resignations and recruitment, health andsafety issues, competency development andjob redesign progress. These reports arepresented to executive management on amonthly basis for information.Corporate Governance and ManagementCouncil has a well established set of corporatevalues and corporate governance processesthat are embedded into our organisationalculture. These values and processes influenceour business activities and determine overallethical behaviour for the organisation.As elected representatives, the communityrelies on the councillors to lead, direct andgovern the activities of Council on their behalf.Councillors exercise power over the directionof the organisation, exercise concern for theeffect of its decisions on other parties,supervise and control executive actions,ensure accountability for its functions andensure compliance with the law.Councillors are also responsible for affectingcorporate governance by ensuring that overallmanagement direction is aligned withcommunity interests and the legislation underwhich it is required to operate. Internal auditand risk management functions are available tosupport councillors in exercising goodcorporate governance through effectiveaccountability and relevant reporting.Both councillors and management are wellaware of the organisation’s continuousdisclosure obligations. A pro-active stance istaken to ensure these obligations are met. Thisincludes a requirement for all councillors todeclare the nature of any interest they mayhave in business to be dealt with by Council,and in staff disclosing their pecuniary interests,if they are involved in the acquisition of goodsand services on behalf of Council. Theorganisation also maintains a corporate giftand donations register that is available forperusal by the community on request.Internal Audit ProgramThe internal audit program was outsourcedduring the year to KPMG, with an interimprogram of internal control reviews nowfinalised.This initiative has provided an increased level ofconfidence in regard to business controls andoperational performance.The transition plan indicated that anorganisation-wide risk assessment would beundertaken during June 2003 to evaluate andplot those risks that would be dealt with, andmonitored, under future internal auditprograms. KPMG also completed a formal riskassessment of all areas of operation andproposed a three-year strategic internal auditprogram aligned to that risk profile.The inaugural risk profile report shows theextent and nature of control risks within theorganisation. It also outlines the nature andextent of audit activity required to improve theoverall risk profile of the organisation and tooptimise corporate governance performance.Senior management and director input hasbeen obtained, including participation in aneducation program on identifying andminimising organisational risk.Internal Audit CommitteeThe audit committee is chaired by the LordMayor and consists of two councillors and theGeneral Manager. The group meets quarterlyto consider relevant issues, approve auditprograms, and evaluate the adequacy andeffectiveness of the organisation’s integratedinternal control framework. In June 2003, theaudit committee endorsed changes to itsmandate, charter and membership in order tosupport the internal audit program to bestpractice standards. KPMG has prepared adevelopment and training program for theinternal audit function, targeting bothcommittee members and senior management.Internal OmbudsmanIn setting up the position of internalombudsman, Council has adopted theinternationally accepted principles ofaccessibility, independence, fairness,accountability and effectiveness to protect thecredibility of the office and to ensure theposition is both independent and impartial.The position of internal ombudsman providesmembers of the community with a furtheroption if they wish to make a complaint on theadministrative conduct of Council. The officerdeals with those concerns that cannot beresolved through existing internal mechanisms.Code of ConductOur employees operate under a strict code ofconduct with the objective of maintaining highstandards of integrity and personal conduct,and ensuring legal compliance and businessstandards that comply with best practice.Apart from setting legal and ethical standardsfor our employees, the code of conductpromotes a spirit of service to the community,responsible management practices, and highlevels of organisational competence andefficiency.21

corporate governance> > >The code of conduct was reviewed during theyear to ensure that it continues to be relevantto the organisation. This involved the formationof a focus group to identify new areas forclarification and inclusion within the policy.Risk Management PolicyWe are continually working to improve our riskmanagement policies in order to minimise orpreferably eliminate personal injuries, damagesto assets (including the environment) anddamage to the reputation of Council.The Corporate Asset Protection System(CAPS) is a formal process for identification,evaluation and prioritisation of risks. This year,the CAPS system was supplemented by anexternal risk evaluation undertaken by KPMG.This will set the scene for a high qualityinformation network that will aid decisionmaking and provide evidence of due diligencein the defence of litigated claims. It is theresponsibility of executive management toensure that risk management policies areimplemented. To assist the process, the Legaland Risk branch prepares, reviews andmaintains standard contract documentation foractivities requiring risk protection provisions. Italso delivers seminars and workshops on legalcompliance, in association with KPMG.Corporate DevelopmentRole of FunctionThis function is responsible for developing andmanaging corporate based strategies forimproving organisational performance.Key activities for this function are organisationalplanning, change management strategies,integration of business excellence principles,organisational performance monitoring,organisational learning and leadership andmanagement reporting.Strategic Direction for 2002-2006• Develop a corporate planning process thatprovides an effective link between city visioningand the operations and functions of Council.• Assist Council achieve its vision through theapplication of best practice managementprinciples.• Develop and review strategies for ongoingorganisational learning and development.• Improve alignment between strategic, tacticaland operational level planning, managementand reporting.Results Against Objectives 2002-2003Organisational PlanningThe Corporate Development Division hasworked with the Wollongong Futures project toretain an active link between this project andthe corporate planning process. A strategicplanning day was held in November 2002 forcouncillors, executive and the seniormanagement group, focusing on ‘city visioning’processes and including feedback anddiscussion on ten community visioningworkshops. The outcomes were used toprovide input into our 2003/07 Corporate Plan.Change Management StrategiesThe Corporate Development Division played aconsultative role in guiding the implementationof two major new corporate informationsystems: the Financial ManagementInformation System (FMIS) and the LandInformation System (LIS). In addition, adviceand support were provided to divisions onquality improvement initiatives.Organisational Learning and LeadershipIn support of the organisation’s renewedcommitment to the Australian BusinessExcellence framework, a three-tier leadershipdevelopment program has been designed andcommenced.During the first stage of this program, bothexecutive and divisional management haveattended a number of workshops relating toorganisational theory, systems thinking, teamdynamics and the understanding of businessexcellence principles.Achievement and Recognition AwardsOur Staff Achievement and RecognitionAwards continue to publicly acknowledge thecontribution and outstanding achievement ofindividual employees and workplace groups.A total of 173 employees were nominatedduring the year, comprising 21 individual and17 group nominations. All nominees werecongratulated by the Lord Mayor, Alex Darling,and General Manager, Rod Oxley. They werealso presented with an Achievement AwardCertificate, and invited to attend an end of yearcelebration.far left: Angela Perkovic, CorporateDevelopment Division, promoting Council’s2003/07 Corporate Plan.Lord Mayor, Alex Darling congratulates JeffWearing (left) and Belinda O’Rourke (below)on receiving Staff Achievement and RecognitionAwards.22> > >

corporate governanceperformance against objectivesIntegration of Business ExcellencePrinciplesAfter examining options for differentmanagement philosophies, the executive anddivisional managers have endorsed arevitalised approach to the integration of theprinciples contained within the AustralianBusiness Excellence Framework for achievingbusiness excellence.LGMA Management ChallengeThis year, two teams represented WollongongCity Council in the Local GovernmentManagers Australia Management Challengeheld in March 2003. The challenge is asophisticated development program for staff,where team members apply their skills to tasksthat typify management in the localgovernment environment. The tasks aredesigned to develop individual and teamcompetencies.Both teams performed well in the New SouthWales event with one of the teams achievingsecond place. The competencies targetedduring this year’s challenge included leadershipand interpersonal skills; planning and projectmanagement; culture, ethics and values; andfinancial awareness.Economic DevelopmentRole of FunctionEconomic Development provides support foreconomic initiatives throughout theWollongong region.Its key activities are to identify and pursueopportunities for economic growth, work withthe Illawarra Region of Councils and all levels ofgovernment on regional economicdevelopment strategies and to liaise in theestablishment of new businesses and firms.Strategic Direction for 2002-2006• Encourage investment in the city and theongoing implementation of the City ofInnovation image campaign.• Support the development of tourism as aneconomic benefit to the city.• Promote Wollongong as the NSW Centre forExcellence in telecommunications.• Attract new and sustainable businessopportunities to the city.• Support the Australian Industry Group inpromoting the city as a centre formanufacturing capability and excellence.• Ensure liaison with all levels of governmenton regional economic development issues.Results Against Objectives 2002-2003Promoting the TelecommunicationsIndustryCouncil is a key member of the IllawarraTelecommunications Task Force. During theyear, the task force continued its work with thestate government and the University ofWollongong on broadband cable facilities. Amajor boost to the telecommunications project,and to Wollongong’s standing as the City ofInnovation, came with an agreement for thedevelopment of the Wollongong InnovationCampus on the current Brandon Park site. Thisjoint venture between the NSW StateGovernment, the University of Wollongong andWollongong City Council will see thetransformation of the 17 hectare site into ahome for a range of telecommunications andindustry-related functions. These includeinformation technology, communications, film,television and multimedia companies, inaddition to expanded university facilities. Thetask force has also briefed the Illawarra AreaConsultative Committee and the IllawarraRegional Development Board on broadbandcable and wireless data services.Investment in the CityCouncil continued its role of liaison andnegotiation with potential investors looking toestablish or relocate their business toWollongong. The relocation of a market leaderin aluminium fabrication resulted in the transferor establishment of 85 jobs in Wollongong,including 24 apprenticeship positions. Therelocation involved a major investment programvalued in excess of $5 million, with plans forfurther expansion in the future.Other projects under negotiation include thedevelopment of a hotel within the city centre bya major accommodation chain, and theredevelopment of existing businesses and atheatre site by a key developer. Negotiationshave also commenced on the preparation of amasterplan for the redevelopment of Daptoshopping centre.23above right: 2003 Wollongong City Councilteam in Local Government Managers Australia’smanagement challenge. (left to right), BrianJenkins, Dave Clarkson, Jason Brown, ReneeBuhagiar, Neryl East and Robyn Scott (front).

corporate governance > > >Increasing interest in defence contracting hasresulted in the establishment of a network todevelop a range of measures to adviseinterested parties of developments within thelocal area, the state and nationally, with regardto the supply of goods and services.Wollongong Image CampaignThe Wollongong Image Campaign wasestablished in 1999 to reposition Wollongongas the City of Innovation and an attractivelocation for investment, tourism and lifestyle.The campaign maintained its momentumduring 2002/03 with a number of significantachievements.National publicity continued at a high level withmany positive stories extolling the city’sattractiveness as a destination for visitors andthe capabilities of local industries andbusinesses.Innovation Week continued to reinforce the Cityof Innovation brand. This year the Wollongongevent was part of the Australia wide ‘Festival ofInnovation’. Alliances were maintained with alllevels of government, industry associations,TAFE and the University of Wollongong.Extensive local media coverage was obtainedfor the week’s activities.The most recent ‘Wollongong Pride Monitor’conducted by IRIS Research has producedsome welcome results. The Wollongong PrideIndex has risen to its highest point sincemonitoring began, reflecting an overall upwardtrend in local pride since 1999.A total of 75% of respondents agreed that‘people in Wollongong are proud of their city’.Other encouraging outcomes were‘Wollongong as a place to live, compared toother cities’ peaking at 86% of respondents inagreement, and unprompted awareness of theslogan ‘City of Innovation’ showed it is now thehighest rating slogan for the city. The ratingsfor Wollongong ‘as a place to work and dobusiness’ and ‘as a place to live and work andis well thought of by outsiders’ also recordedtheir highest levels to date.A Vibrant Wollongong City CentreThe project to revitalise the city centrecontinues to gather momentum, with a majorworkshop considering issues such as trafficand pedestrian movement, the appearance ofpublic areas, and the height of buildings. Theworkshop provided a solid base for thedevelopment of a draft plan. When finalised,the draft plan will be the subject of furthercommunity consultation.The revitalisation project received an additionalboost with the appointment of a West CrownStreet Place Manager, jointly funded for twoyears by Council and the state government.The manager will work closely with Council’sstrategic planning staff, the city centremanagement, and the revitalisation strategyproject team to develop the precinct west ofthe Crown St Mall. The process will includeextensive consultation with existingbusinesses, prospective developers and thebroader community.The Central Wollongong Planning Committeewas formed to oversee improvements to thecity centre precinct. It is comprised ofrepresentatives from the Illawarra BusinessChamber, the Urban Development Institute ofAustralia (Illawarra Branch), the RoyalAustralian Institute of Architects, and thePlanning Institute of Australia.The committee has already considered a rangeof development applications, along withbroader issues that impact on the futuredevelopment of city centre. This is seen as akey factor in the development of a healthy andstrong heart for the city and will form the basisfor it to be recognised as the future capital ofthe Illawarra.Corporate RelationsRole of FunctionCorporate Relations provides a support role tothe executive management group. Keyactivities include internal and externalcommunications, facilitating community andstaff surveys, managing the Crown St Mall,managing the international relations programand organising civic functions and activities.Strategic Direction for 2002-2006• Implement a program of communication andconduct regular consultation with thecommunity to measure their expectationsregarding Council services and facilities.• Continue to foster and maintain sister cityrelationships.> > >far left: Robbie Miller, Recreation and NaturalResources Division, taking care of the gardensin the Wollongong city centre.left: Cara Pincombe and the team at the CrownSt Mall is committed to the continuousimprovement of the city centre precinct as thenucleus of the region’s lifestyle and commercialactivities.24

corporate governanceperformance against objectives• Facilitate activities that support Council’sspecial events and initiatives.• Ensure regular feedback to gauge the viewsand attitudes of our staff on a variety ofworkplace issues.• Develop strategies for enhancing theorganisation’s image, including media liaison.• Manage the mall, in conjunction with theWollongong City Centre Limited, in a mannerthat is financially and socially accountable.Results Against Objectives 2002-2003Sister City Relationship With OhridProjects included the provision of surpluscomputers to nominated Ohrid schools andthe distribution of surplus books fromWollongong City Library. Action was also takento broadcast Council’s media releases to thelocal Macedonian community radio station.Negotiations are still continuing for a localexhibition of the Terracotta Icons of Vinica.Sister City Relationship with KawasakiCooperation between the two cities resulted inWollongong being represented at aninternational education symposium inKawasaki. The annual delegation of localJapanese language students was again hostedby Kawasaki City. This successful programprovides students with a valuable lifeexperience, along with an opportunity to gainimportant credit points towards their studies.Another annual event, the Kawasaki JuniorCultural Competition, resulted in the winningstudents coming to Wollongong to presenttheir art and essays. Civic, business andcultural leaders, and many local schoolchildren, participated in this cultural exchange.Wollongong also paid a reciprocal visit toKawasaki with a performance by the acclaimedConservatorium of Music Flute Ensemble, enroute to their European concerts.Sister City Relationship with LongyanNegotiations were well advanced for a studentdelegation from Wollongong to visit Longyan inearly 2002, based on the memorandum ofunderstanding between the two cities.However, the visit was postponed due to theinternational health crisis. Nevertheless, severalLongyan representatives were among aChinese delegation visiting Wollongong as partof a mission to research economic initiatives.Timely Internal CommunicationsThe fortnightly news update continued to be animportant source of information, along with thestaff monthly newsletter. Development of theIntranet site further enhanced access to timelyinformation. Other forms of communicationincluded corporate announcements throughthe email system and dissemination ofinformation directly through line management.Effective Media LiaisonDuring the year, we issued a total of 373 mediareleases, generating an average of 5.1 storiesper release. In all, 1,897 positive storiesappeared in the local media, compared to 492negative stories. This represents 3.9 positivestories for every negative story.Other media initiatives included a regularweekly column in the Wollongong Advertiserhighlighting positions vacant, along withcurrent projects and activities; and a LordMayoral column within the Illawarra BusinessSupplement of the Illawarra Mercury.Maintaining the Crown St MallMaintenance and improvement work to thevalue of $453,000 was carried out to the citymall in 2002/03. A shopper survey, conductedby IRIS in May 2002, found that shoppersplace a strong emphasis on the cleanlinessand appearance of the mall, and are quitesatisfied with its current state. Considerableeffort was also spent on promoting the mallthrough media advertising and promotionalactivities. This assisted in maintaining its statusas the region’s most popular shoppingdestination. Results from the 2002 PeterLeyshon Retail Market Report show that themall still attracts the highest retail expenditureof any shopping destination in the Illawarra.Major Community EventsMany major activities were hosted during theyear including the Lady Mayoress Mothers DayFamily Fun Run, organised in conjunction withDr Margaret Gardiner, which raised $18,400 forthe Breast Cancer Foundation. We alsoorganised the Granting of the Freedom of theCity to the Australian Hydrographic Office on28 September 2002, and the Lord Mayorhosted business luncheons featuring theFederal Shadow Treasurer, Mark Latham andNSW Opposition Leader, John Brogden, asguest speakers.left: Neryl East, Corporate Relations Division,briefing local journalists at a Council medialaunch.right: The highly acclaimed Conservatorium ofMusic Flute Ensemble represented Wollongongin Kawasaki, Japan.performance against objectives25Number of Positive / NegativeMedia Stories3,000Number of Media Releases500Average Number of MediaStories per Media Releases102,4002,73240081,8001,2001,6022,0891,8491,897300200377373645.85.34.45.160079010016112223.2030723238149298/99 99/00 00/01 01/02 02/03positive negative08798/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

city planning & development > > >program goal To create a quality environment for theWollongong community in which land use and developmentis planned and assessed and the social, environmental,economic, heritage and physical wellbeing of the communityis enhanced and protected.key results 02-03 Wollongong Futures project establishesa clear vision for the city • An urban design strategydeveloped for Dapto town centre • Access and movementstrategy underway to revitalise Wollongong City Centre •Draft Illawarra Escarpment Management Plan nearingcompletion • All local schools surveyed in relation to safetyaround schools with priority list of projects endorsed byCouncil • Work commenced on a new cycleway plan for theWollongong region • Workshops held with the Aboriginalcommunity to establish a protocol for Aboriginal heritageissues • Continued commitment to community involvementin strategic projects.the year ahead Prepare and implement the WollongongFutures vision • Facilitate the public domain improvementstrategy • Develop a development control plan for Thirroultown centre to facilitate urban design improvements •Investigate mechanisms and incentives for the transfer ofdevelopment rights in relation to heritage conservation• Setup a new disabled access development control plan • Createa customer service assistance package for subdivisions ofup to five lots • Improve the level of building compliance •Develop a traffic management strategy for Woonona towncentre • Achieve goals identified in the integrated transportstrategy • Set up and implement a fire safety awarenessprogram • Implement the combined Illawarra councilssubdivision codes.Susie Cairns, Development, Assessment andCompliance Division, sets up the architecturalawards display.26> > >development assessment & complianceexpenditure $7.408Mdevelopment assessment & complianceincome $4.961MTraffic$0.521mTraffic$0.143mStrategicPlanning$1.494mDevelopmentAssessment& Compliance$3.941mStrategic Planning$2.945mDevelopmentAssessment& Compliance$3.324mDevelopment Assessment & Compliance $7.408mCouncil $157.456mDevelopment Assessment & Compliance $4.961mCouncil $154.097mprogram expenditure compared to total council budgetprogram income compared to total council budget

development city planning assessment & development & complianceperformance against objectivesStrategic PlanningRole of FunctionStrategic Planning is responsible for planningthe city’s future whilst embracing the principlesof Ecologically Sustainable Development andtaking into consideration the environmentalimpact of new developments. Key activities areto coordinate infrastructure, land use planning,urban renewal, civic improvement and heritage,transport and traffic projects. It alsocoordinates the collection and distribution ofrelevant data.Strategic Direction for 2002-2006• Ensure involvement of the broadercommunity in strategic projects.• Provide an integrated and responsive landuse management framework.• Revitalise targeted town centres, whileproviding economic and lifestyle opportunities.• Facilitate the timely provision of sustainableinfrastructure within a local and regionalcontext.• Identify, record, protect and promote theheritage of the city and encourage communityownership of the city’s heritage.• Develop a planning framework thatrecognises local character within the city.• Promote integrated traffic and transportsystems and facilitate opportunities to reducethe community’s dependency on motorvehicles.• Ensure the integration of all future planningstrategies with the principles of ecologicallysustainable communities, in line with the LocalAgenda 21 Plan.Results Against Objectives 2002-2003The Wollongong Futures ProjectWollongong Futures is a strategic planninginitiative that will help realise the city’s futureand establish a clear vision for Wollongong. Apartnership between Council and the CSIROenabled significant progress during the yearwith the staging of several community and keystakeholder workshops.These culminated in the development of arange of vision themes and action plans. Acommunity advisory group was alsoestablished to review and approve these visionthemes, having regard to the findings of thepreviously conducted community valuessurvey. A youth advisory committee wasengaged to initiate the youth component of theproject.Wollongong Futures was publicly launched inSeptember 2003 at the Illawarra PerformingArts Centre. The action planning phase isabout to commence and will take eight monthsto complete.Adoption of Revised DevelopmentControl Plans 5 and 6 (Commercial andIndustrial Development)A draft revised Development Control Plan No 6was prepared during the year, but furtherprogress has been deferred pending theoutcome of a review. This focuses on theapproach to be utilised for the revitalisation ofother commercial centres.Urban Design Strategy for Dapto TownCentre and West Dapto Urban ReleaseStructure PlanThe scoping workshop, conducted in April2003, was aimed at identifying workrequirements and constraints on the planningfor West Dapto. The workshop identified arange of environmental and infrastructureconstraints affecting development of the area.Future planning will need to focus on thescope, nature and quality of development. Theworkshop indicated that a structure plan wouldbe required, along with other investigations intoachieving a sustainable pattern ofdevelopment. This includes a traffic andtransport network that facilitates flood freeaccess to West Dapto.Another key finding was the need to undertakeurban design and development planning forDapto. A report and presentation on therelease area, and the West Dapto transportlink, was presented to Council in June 2003.In the meantime, a workshop was held inDapto in September 2002 to investigate short,medium and longer term traffic and accessoptions. The workshop was attended byrepresentatives from RTA, City Rail, NSWPolice, bus operators and the local businesschamber. Our staff and ward councillors werealso present, as were state and federalmembers and neighbourhood committeerepresentatives. Council has now adopted thetechnical findings from the Septemberworkshop to address interim traffic problems inthe Dapto town centre.Planning Strategy and RevitalisationPlan for Wollongong City CentreThe draft Wollongong City Centre RevitalisationStrategy and the development control plan forthe city centre are at draft stage and will beexhibited between September and October2003. The strategies documents include aneconomic analysis, structure plan and publicdomain manual. These will be used as theover-arching framework to ensure the vision,principles and outcome statements areachieved in the future formation and shaping ofthe city. The plans have evolved as aconsequence of detailed research and studies,along with extensive consultation with the localcommunity, development and investmentindustries and government agencies.The access and movement strategy is nearingcompletion and deals with trains, buses, cars,bikes and people.Significant modelling and testing of the optionsis required before it can be exhibited for publiccomment. Work has commenced onpreparation of the contribution plans toaddress public domain improvements andtraffic management and parking.Illawarra Escarpment Land StabilityStudyThe Bowman Maps of Land Stability werereviewed as a result of the NSW Commissionof Inquiry’s recommendations on the Illawarraescarpment. Land stability maps of knownlandslips north of Mt Kembla were alsocompleted. Mapping of the area south of MtKembla will be undertaken in the near future,once the contour information is available.Developing an Illawarra EscarpmentManagement PlanThe draft Illawarra Escarpment StrategicManagement Plan is nearing completion andwill be presented to Council following furthercommunity consultation and a review by theIllawarra Escarpment Reference Group.The plan has due regard for the zones of landadjoining the escarpment lands. Council is inthe process of consulting with various agenciesin drafting the plan, along with the localcommunity. These include PlanningNSW,Department of Land and Water Conservation,and the National Parks and Wildlife Service.When adopted, the plan will facilitate astrategic approach to the management of theescarpment and its foothills.Transfer of Escarpment Land to PublicOwnershipThe Illawarra Escarpment StrategicManagement Plan will address the transfer ofescarpment land to public ownership, as partof the planning and management options forthe conservation of escarpment lands.Review of Section 94 Contribution PlansA review of Section 94 Contribution Plans 1-4is taking place. The review will incorporatepublic art and public domain improvements.The process requires an updated analysis ofthe quantity and standard of open space,along with recreation and community facilityrequirements and population projections.Wollongong City Centre ContributionPlanThe new Wollongong City Centre ContributionPlan addresses the revitalisation of the citycentre and incorporates public domain, trafficmanagement and car parking considerations.Sandon Point Land Acquisition Section94 Contribution PlanThe Sandon Point Land Acquisition Section 94Contribution Plan was reviewed, primarily as aresult of changes in the value of the land thatCouncil seeks to acquire. The plan is currentlyon public exhibition for comment.27

city planning & development > > >Review of Contribution Plan No 4The review of Contribution Plan No 4 (Studiesand Administration of Section 94 funds) isbeing conducted separately from the otherplans. This draft plan will be placed on publicexhibition in August 2003.Safety Around Schools ProgramAll schools in the local government area werecontacted and surveyed in relation to a prioritylist for facilities required to improve road safetyaround schools. This involved a combined totalof 96 primary and secondary schools. Theoutcome saw 20 schools placed on the prioritylist, based on information obtained from thesurvey. The Wollongong Safety AroundSchools Priority List was endorsed by Councilin June 2003. Designs for 14 projects havecommenced to allow appropriate facilities to beconstructed at these schools.New Wollongong Cycleway PlanThe Bicycle Liaison Committee hasrecommended the development of a newcycleway plan for the Wollongong region.Progress to date includes the appointment ofan external consultant to oversee itsdevelopment.The consultant has since made an informalpresentation to the committee on the varioussteps that need to be taken to finalise the plan.Road Safety Strategic PlanThe draft Road Safety Strategic Plan wasplaced on public exhibition in March 2003.Following the exhibition period, 40 submissionswere received and evaluated. In light of thesesubmissions, the Road Safety Officer and theRoad Transport Authority are now reviewingthe draft document. It is planned to launch theRoad Safety Strategic Plan in August 2003.Achieving Goals Identified in theIllawarra Transport StrategyA major review of the document: ‘Illawarra’sAction for Transport New Directions 2002/06’was undertaken by a working group of keytransport agencies, including Council. Thedocument was exhibited between January andFebruary 2003. Amendments resulting from thecommunity consultation process weresubsequently incorporated into the document.The revised Illawarra’s Action for Transportdocument will be finalised late 2003.Development Control Plan (DCP) forAboriginal HeritageA draft plan to protect Aboriginal Heritage wasprepared and presented to the AboriginalLiaison Committee of Council forconsideration. The plan predicts where sites ofarchaeological significance may be found. Thecommittee, however, decided to defer thematter pending the completion of the NationalParks and Wildlife Service’s Aboriginal heritagestudy. This will ensure that its findings can beincorporated within our DCP for AboriginalHeritage. In the meantime, workshops havebeen held with the Aboriginal community toestablish a protocol for communication withinthe community on Aboriginal heritage issues.Community Involvement in StrategicProjectsCouncil’s commitment to maintaining a highlevel of consultation has ensured that a numberof opportunities exist for community input intothe larger, and more significant, strategicplanning projects currently underway.Community information and feedback sessionswere factored into such projects as the ThirroulTown Centre DCP, the Wollongong Futuresproject, and the City Centre RevitalisationStrategy. These involved community meetingsand media reporting, as well as theestablishment of focus groups and workshopsessions. To date, the extent of communityfeedback has been excellent and has helpedrefine strategies and overall direction of theseprojects.Development AssessmentRole of FunctionDevelopment Assessment is responsible forthe assessment and determination ofdevelopment applications and all associatedassessment inspections. A key activity is thepre-lodgement process, notification,community consultation, developmentassessment and determination of developmentapplications.Strategic Direction for 2002-2006• Provide a development applicationdetermination process that meets best practicestandards and continue to improve thatprocess.> > >28performance against objectivesPlanning Certificates Received10,000Median Processing Timefor DevelopmentApplications60Days8,000505448556,0004,0005,2965,8245,4706,1005,936403045462,00020098/99 99/00 00/01 01/02 02/031098/99 99/00 00/01 01/02 02/03

city planning & developmentperformance against objectivesResults Against Objectives 2002-2003Assessing Development ApplicationsDuring the year, the Development Assessmentand Compliance Division determined 2,248development applications to a combined valueof $460.47 million. These developmentapplications generated approximately 63,000notification packages. The division alsodetermined 5,936 planning certificateapplications; 1,051 applications submitted byaccredited certifiers, and 37 strata certificateapplications in 2002/03.Development assessment processing timeshave increased slightly, from 45 days to 46days, as a result of legislative changes. Theseinclude amendments to bushfire planning andmanagement legislation. Process refinementswill be a priority in 2003/04.Needs of Stakeholders in theDevelopment Assessment ProcessSeveral informative forums were held in2002/03, with a view to ensuring that theneeds of stakeholders are taken into accountin the lodgement and processing ofdevelopment applications. These forumsinvolved a wide cross-section of developmentindustry representatives.Communications initiatives, such as this,promote greater levels of understandingbetween affected parties, with the aim ofidentifying and resolving issues at the earlystage of the process, to achieve a ‘win-win’situation for all concerned.Building ComplianceRole of FunctionBuilding Compliance is responsible for allassociated regulatory inspections. Keyactivities include acting as principal certifyingauthority on the inspection of building worksand issuing of certificates associated withbuilding construction.Strategic Direction for 2002-2006• Provide a building and developmentcompliance service that is based on bestpractice standards and continual improvement.Results Against Objectives 2002-2003Improved Levels of Building ComplianceThe recently introduced Private AccreditedCertifiers Forums provide an excellentopportunity to raise any community concernsand discuss operational implications oflegislative updates. Most importantly, theyprovide an excellent opportunity for Council toreinforce its requirements. In 2002/03, Councildetermined 1,656 construction certificates and873 building certificate applications, in additionto conducting 2,200 building inspections.SubdivisionsRole of FunctionSubdivisions involves the assessment andoverseeing of construction performance. Keyactivities include the determination ofsubdivision development applications and theissue of construction certificates.Subdivision certificates and compliance arealso a major responsibility of this function.Strategic Direction for 2002-2006• Provide quality services to developers whilstensuring adherence to Ecologically SustainablePrinciples and the resolution of communityconcerns.• Ensure future subdivision designs anddevelopment approvals adhere to theprinciples contained in the Rural Fire ServicesAct and the NSW Fire Brigade Act for bushfirerisk management, in accordance with relevantAustralian Standards.Results Against Objectives 2002-2003Draft Wollongong, Kiama andShellharbour Subdivision CodesThe combined Illawarra Councils SubdivisionCode is now operational, providing one uniformpolicy for the design and construction ofsubdivisions within the Wollongong, Kiama andShellharbour local government areas.Subdivision Certificate ApplicationsAll subdivision certificate applications weredetermined within five days of lodgement,upon the submission of relevant supportingdocumentation from the applicant. In addition,44 subdivision construction certificates wereissued and 310 subdivision inspections wereconducted in accordance with our role as aprincipal certifying authority. A total of 400 lotswere created by subdivision during 2002/03,compared to 533 the previous year.far left: A new cycleway plan is in developmentto ensure the cycleway network presents aviable transport alternative in the Wollongongregion.left: Matthew Stewart, DevelopmentAssessment and Compliance Division,carrying out an on-site inspection.performance against objectives29Total Lots Created bySubdivision1,000Value of DevelopmentApplications Received1,000$MNumber of DevelopmentApplications Received3,0008008002,5002,835600400200507590634533400600400200231.18390.00674.45435.66460.472,0001,5001,0001,4622,1752,3282,248098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/0350098/99 99/00 00/01 01/02 02/03

infrastructure > > >program goal To have well constructed, maintained andfunctional roads, drains, public buildings and associatedengineering structures.key results 02-03 Upgrade works undertaken to the city’sbuilding assets • Maximising usage of Council owned plant• Continued success with Wollongong City Truck & Plant’sexternal operations • Fighting major bushfires at Mt OusleyRoad and around Helensburgh • Fireguard sessionsconducted to minimise community risks • Concept designsfinalised for redevelopment of Windang Surf Club • Floodmanagement plans developed for major catchments • Floodstudy conducted for the site of the new Thirroul CommunityCentre and Library • A stormwater quality policy indevelopment that will form the blueprint for catchment repair• Professional and cost effective management of civilinfrastructure assets • Large increase in the number ofgeotechnical assessments • Continued emphasis onimproving pram ramps throughout the city • Furtherextensions to the cycleway network.the year ahead Implement conservation managementprogram at Gleniffer Brae • Reinstate internal fire stairs toWollongong Art Gallery • Maximise plant utilisation rates •Evaluate the business relationship with Scania • Providecommunity awareness programs to assist in reducing theimpact or likelihood of bushfires • Minimise Council’s liabilityin targeted high risk areas of infrastructure assets •Relocate north and central depots to Bellambi • Design newskate facility for Helensburgh • Accurately identify andcategorise the flood areas within the city • Implement therevised on-site retention policy • Develop a water sensitiveurban design program.above: Nick Mowbray, Engineering ServicesDivision, working on one of the heavy vehiclesutilised by Council.left: Andy Goldie and John Madry, DesignDivision, at the North Beach precinct withupgrade plans for this important recreationalsite.30> > >infrastructureexpenditure $41.998Minfrastructureincome $15.296MEmergency Services$2.501mEmergency Services$0.519mOperationalServices$10.910mEngineeringSupport$0.948mCivil Works$16.242mBuildings$11.397mOperationalServices$7.182mEngineeringSupport$0.148mCivil Works$7.042mBuildings$0.406mInfrastructure $41.998mCouncil $157.456mInfrastructure $15.296mCouncil $154.097mprogram expenditure compared to total council budgetprogram income compared to total council budget

infrastructureperformance against objectivesBuildingsRole of FunctionThe Buildings function manages all Councilowned buildings, including buildingconstruction and maintenance.Strategic Direction for 2002-2006• Ensure that buildings are functional and wellmaintained in accordance with a strategicasset management plan.Results Against Objectives 2002-2003Major Scheduled Building ProjectsScheduled major maintenance projectscompleted during 2002/03 includedrefurbishment of Corrimal Tourist Park’samenities block, installation of thermostaticvalves to the pool amenities at Beaton ParkLeisure Centre, repainting of BellambiNeighbourhood Centre, general maintenanceto Unanderra Community Centre, andregalvanising of screens at Market Street CarPark. The Towradgi Beach amenities block andthe Port Kembla Surf Life Saving Club werealso rendered and painted. All projects werecompleted to agreed budget and timeframes.Building Maintenance and AssetManagementA building database is maintained to allow thesystematic recording of planned maintenancerequirements for all Council buildings. This isbased on site inspections and assessments, aswell as the identified requirements of Councildivisions.The findings are incorporated in a scheduledbuilding maintenance and asset managementplan. This enables a higher percentage ofplanned work against unscheduled projects.This year, 59% of the works undertaken werescheduled building maintenance projects,compared to 62% achieved the previous year.The total cost of these projects for 2002/03was $1.13 million, against $782,044 ofunscheduled works.Operational SupportRole of FunctionOperational support manages a range of plant,vehicles and equipment, and provides a rangeof materials to meet the organisation’soperational requirements. Key activities are theprovision, maintenance and disposal of plant,vehicles and equipment; and the provision ofoperational materials.Strategic Direction for 2002-2006• Optimise the level of plant and equipment tosupport operations.• Complete the transition from a storesfunction to a supply function.Results Against Objectives 2002-2003Maximising Utilisation of Council PlantVehicles, trucks, plant and equipment arecontinuously monitored for suitability in termsof type, capacity, numbers and contemporarytechnology.The operational demands of Council’s projectsand services are met by balancing thereallocation, hire, lease, replacement andpurchase of fleet items, considering their lifecycle efficiency. Fleet utilisation is measured byindividual plant item and plant types, comparedto predetermined targets that are industrycomparable. This measured informationidentifies under-utilised plant, along withoperational trends, and provides detailedbenchmarking information for operationalefficiency and purchase, disposal andreplacement options. Performance indicatorsdetailing utilisation rates of all individual majorplant items are distributed monthly tocustomers. These highlight areas of underutilisation for corrective action. The plantutilisation rate for 2002/03 was 58%.Approximately 75% of all operational demandfor plant and equipment is satisfied from ourfleet resources, with the remainder acquiredfrom tenderers for the supply of contractedplant and trucks. We also pursue allopportunities for the external hire of plant itemsand this has resulted in external income toCouncil and improved plant utilisation.Consultative processes are employed toestablish plant replacement programs basedon operational demand. This is confirmed byinternal service level standards, which facilitateagreement on usage, price, volume and levelsof service.A plant replacement program extending to theyear 2012 is being implemented to provideindustry standards to equipment life cycles.far left: Gordon Webb and Mick Davies,Engineering Services Division,preparing to repaint Bulli Surf Club.left: Regular servicing of plant items atthe central depot ensures all machineryis running at maximum efficiency.> > >performance against objectives31Scheduled vs. UnscheduledBuilding Maintenance100%Value of Scheduled vs.Unscheduled BuildingMaintenance1.6$MStock Turnover Percentage100%Plant Utilisation Rate100%93801.21.4808982801.21.26040524861395644623859410.80.90.90.90.90.71.10.86040507060406157636558200.42020098/99 99/00 00/01 01/02 02/03Scheduled Unscheduled0.098/99 99/00 00/01 01/02 02/03Scheduled Unscheduled098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

infrastructure > > >Wollongong City Truck & PlantThe establishment of Wollongong City Truck &Plant, a major component of the operations ofthe Plant, Workshops and Supply businessunit, has enabled Council to compete in theexternal marketplace.The primary functional areas of the business,fleet plant hire, fleet maintenance, and partsand material supply have enjoyed growingbusiness opportunities, yielding a net incomeof $63,000 for this financial year. The venturehas also realised increased efficiency andproductivity gains through the introduction ofindustry standard work practices, technicaldevelopment of staff and industry acceptance.Improved Efficiency of MaterialsManagementEfficiency of supply for inventory items ismeasured by the level of issues and supplycompared to the level of stock. This isrepresented by a monthly stock turnover rate.A reduced level of inventory has been achievedthrough the disposal of obsolete stock and areview of levels of inventory maintained toservice customer requirements.The ongoing review of material supply serviceswill result in a continued reduction of inventoryand improved customer satisfaction, asalternate service delivery systems areimplemented.Materials supply operations have beenenhanced to provide a sourcing and supplyservice to satisfy customer demands.This enables the introduction of new materials,technologies and efficiencies to customerrequirements and provides for the prompt andtimely supply of materials.Emergency ServicesRole of FunctionThis function manages the Rural Fire Servicefor the city and provides support to the LocalEmergency Management Committee. Keyactivities include programmed hazardreductions, community education, emergencyand crisis planning.Strategic Direction for 2002-2006• Minimise community risk by improving andupgrading the Rural Fire Service.• Evaluate the feasibility of establishing acombined Emergency Operations Centre toserve both the Rural Fire Service and the StateEmergency Service.Results Against Objectives 2002-2003Managing the Local NSW Rural FireServiceThe 2002/03 bushfire season was greatlyprotracted in NSW, with continuous bushfireemergency declarations for an unprecedented151 days, spanning from 27 September 2002to 24 February 2003. During this time, 61separate bushfire emergency declarations weremade. These involved 81 local governmentareas and resulted in 1.46 million hectares ofland being burnt.A serious fire broke out in Wollongong between18 and 21 September 2002. The fire extendedfrom the northern side of Mt Ousley Roadthrough to Broker’s Nose and resulted in a totalof 155 hectares being burnt.Two other major fires threatened theWollongong area in November 2002: the MtKeira and Austinmer fires. A bushfireemergency was declared for the City ofWollongong on 8 November 2002. This waskept in place until 16 November 2002. At theMt Keira fire, approximately 100 hectares wereburnt, and a further 100 hectares were burnt inthe areas surrounding Austinmer.Annual Fuel Management ProgramIn accordance with the requirements of theRural Fires Act, 1997, the City of WollongongBush Fire Management Committee identifiedvarious areas requiring fuel managementburns. During 2002/03, a total of three fuelmanagement burns were undertaken. Thisrepresented a total area of 58 hectares andinvolved 580 operational hours.Community Bushfire AwarenessProgramsDuring the year, the staff of the Rural FireService and volunteer brigade membersconducted 42 community fireguard awarenesssessions. The Fire Mitigation Officer, inconjunction with volunteer brigade members,conducted these sessions on behalf of manylocal schools and community groups. Thetopics focused on basic fire preventiontechniques and personal protection.left: Bushfire hazard reduction works inprogress at Bellambi Creek.below: Ron Pirlo, plant mechanic for SCANIAequipment, commences a new job at Council’sCentral Depot.32performance against objectivesHectares Burnt for HazardReduction200Burning Hours for HazardReduction3,0001501531872,5002,0002,812100502660581,5001,0005007951,1441,532580098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

infrastructureperformance against objectivesNumerous groups visited the Fire ControlCentre and other brigade stations for fire safetyawareness sessions under the FireWiseprogram. These consisted of scout, churchand community groups, as well as serviceclubs. Training techniques were also passed onto individual brigades so that they will be ableto educate local community groups in theirown areas in future.Another service instigated during the year wasthat of the Blue Hydrant Marking Program toclearly identify hydrants to relevant authorities.Suburbs benefiting from this initiative wereHelensburgh, Otford, Stanwell Tops, Coledale,Austinmer, Wombarra Heights and Mt Kembla.DesignRole of FunctionDesign provides a range of engineering designservices to internal and external customers.Activities include civil engineering andarchitectural design, street lighting andlandscaping, surveying, traffic facilities andstormwater design.Strategic Direction for 2002-2006• Identify and pursue funding opportunities forthe development of infrastructure to improvecity facilities.• Provide strategies and designs to enhancethe city’s urban, recreational and natural areas.• Provide cost effective street lighting acrossthe city that meets community needs.Results Against Objectives 2002-2003Community Acceptance of Buildings,Landscape and Community WorksThe Design Division encourages communityfeedback on design projects. This enables thedivision to focus on issues that can lead toimproved service delivery.Landscape Masterplan for North BeachPrecinctThe first step in the development of thelandscape masterplan for North Beachrequired evaluations of pedestrian and cyclistneeds along with the general amenity of thearea. From there, a concept plan wasdeveloped that incorporated an upgrading ofthe kiosk and bathers pavilion, and widening ofthe shared pathway past both buildings. Theaim is to realise the potential of the site as oneof the premier open space areas within the city.Design Work for Windang Surf ClubConcept designs are now finalised for theredevelopment of Windang Surf Club and adevelopment application has since beenlodged.Plans and Specifications for ThirroulCommunity Centre and LibraryThe flood study for the proposed site of thenew Thirroul Community Centre and Library iscompleted and a program of communityconsultation has begun. This includes acommunity workshop scoping exercise todetermine the project’s design brief.Council has also purchased two adjacentproperties in order to increase the available sitearea. Concept plans for this proposal are nowbeing developed.Plans and Specifications for theRedevelopment of Dapto PoolFollowing successful completion of Stage 1 ofthe Dapto Pool redevelopment, Council hasresolved to prepare plans and specifications fora further two stages of the masterplan. As aresult, concept designs for both the indoorheated pool and the health and fitness centreare in production. Community consultation willtake place once concept plans are available.Revised Drainage Design CodeIn recent times, there have been manychanges to accepted floodplain managementpractices. Our current policy for guidingdevelopment associated with stormwatermanagement is the Drainage Design Code. Inaddition, the revised Interim StormwaterDesign Code is now complete. Publicexhibition to seek the views of the communityare planned later this year.Waterways and Riparian Zone PoliciesA catchment repair blueprint has beenprepared setting out policies and programs forriparian improvement, as well as identifyingstrategies to achieve this. The blueprint willfacilitate better environmental outcomes withinour important riparian zones. The next step willbe to develop timeframes and identifyresources to implement the blueprint.> > >Planning has commenced for the nextstage of the Dapto Pool redevelopment. Thisincludes an indoor heated pool and a health andfitness centre. Community input is welcomed onall Council design projects.33

infrastructure > > >Program for Cycleway LightingA draft policy for lighting off-road sharedpathways (cycleways) has been prepared. Thepolicy will guide the provision of off-roadshared pathway lighting. Council will publiclyexhibit the policy in August 2003 to seekcommunity feedback.Stormwater Quality and Riparian ZoneManagement Policies for Urban StreamsStormwater quality and riparian zonemanagement is important to our community.The development of a stormwater quality policywill form part of the work detailed in theblueprint for catchment repair. Planning for theimplementation of this blueprint hascommenced and will continue throughout thenext financial year.Catchment ManagementRole of FunctionThe Catchment Management function isresponsible for the development of strategiesand policies to enhance and preserve thecatchments within our city. Key activitiesinclude flood mitigation, watercoursemanagement, engineering assessments,catchment management, water quality, estuarymanagement, stormwater management andflood information.Strategic Direction for 2002-2006• Reduce potential flood risks and damageswithin the city.• Reduce the impacts of urban stormwater onthe community and local environment.• Develop integrated policies for themanagement of catchments, addressing waterquality, flood mitigation, waterways and urbandrainage.Results Against Objectives 2002-2003Development in Flood Prone LandsA development control plan (DCP) will provideguidance on activities permissible within thefloodplain. This is nearing completion and willensure a consistent approach to thepreparation and assessment of applications forflood compatible developments. Publicexhibition of the DCP will occur later this year.Floodplain Risk Management Plan for -Hewitts/Slacky/Tramway/Woodlands/Thomas Gibson CreeksThe plan is now complete and describes floodbehaviour and planning controls, as well asrecommended mitigation measures for thesecatchments. Council has applied to state andfederal governments for financial assistancewith the plan’s implementation.Floodplain Risk Management Plan forTowradgi CreekThe draft floodplain risk management plan forthis catchment was placed on public exhibitionwith good response received from thecommunity. The final report, incorporatingcommunity feedback, is to be finalised inAugust 2003.Floodplain Risk Management Plan forCabbage Tree/Fairy CreekConsiderable effort has been made toinvestigate and analyse this catchment. Thecollection of historical information, such asrecorded flood levels and rainfall, is nowcomplete. Work will continue into next year.Floodplain Risk Management Plan forMinnegang CreekThe draft plan will be submitted for publicexhibition in August 2003. Subject tocommunity feedback, we are expecting tohave this plan finalised within the new year.Floodplain Risk Management Plan forAllans/Byarong/American/Brandy andWater/Branch CreeksWhilst this plan was expected to be completedby June 2003, issues arose that requiredfurther investigation to ensure that floodingbehaviour within these catchments was fullyunderstood. The draft floodplain riskmanagement plan is now scheduled to bereviewed by September 2003.Floodplain Risk Management PlanMullet/Brooks CreeksThe large and complex nature of this projecthas extended the time required to adequatelyinvestigate and analyse the catchment. Todate, all historical information has beencollected and the survey of the catchment isnearing completion. Work on this floodplainrisk management plan will continue in the newfinancial year.> > >34left: Bob Westacott, Design Division,researching the production of a floodmanagement plan for one of the city’s majorcatchments. The plan will address such issuesas water quality, flood mitigation, waterwaysand urban drainage.

infrastructureperformance against objectivesRevised On-Site Detention PolicyDetailed investigations into on-site detention ofstormwater from developments are continuingwith various storage options under scrutiny.However, due to the complexity of the project,finalisation of the policy has been delayed.Work is currently in progress to identify themost appropriate way forward.Asset ManagementRole of FunctionThis function assumes ownership for allCouncil owned roads, drainage, footpaths,cycleways, bridges and other civil engineeringassets and involves maintenance and capitalworks planning, programming and budgeting.Strategic Direction for 2002-2006• Develop and implement an assetmanagement strategy.• Minimise the lifecycle costs of civilinfrastructure assets.• Maintain or improve the amenity of civilinfrastructure assets.Results Against Objectives 2002-2003Caring for Community AssetsCouncil is striving to meet the needs of thecommunity by continually improving its workpractices. Through a structured, professionaland cost effective asset management system,Council will be able to appropriately managethe $1 billion worth of civil infrastructure assets.To this end, we have identified refinements tothe existing risk management system andprioritised our capital works projects. Thisensures that the limited resources available toCouncil are used cost effectively and in areasof greatest need.Improving Asset ManagementStandardsTo address the issue of deteriorating assets,Council undertakes regular inspections todetermine their condition. A new conditionrating procedure for the footpath network hasbeen developed over the last 12 months. Thedata will be used to produce preventativemaintenance programs that will be fundedthrough maintenance budgets. This will allowCouncil to systematically reduce its exposureto future risk and liability claims.Asset management plans are an effective toolused to identify and plan for the maintenance,replacement and effective utilisation of anasset. To this end, an external consultant wasengaged to prepare an asset managementstrategy. This will provide a platform on whichfurther work, including the development of anoverall asset management strategy can beemployed throughout Council.Prioritising Annual Works ProgramExpenditureThe required annual expenditure to maintainthe city’s road assets is $14.60 million, whilethe budget allocation for 2002/03 was $2.77million.Of this, $2.47 million had been spent on roadmaintenance projects by year’s end. Thediscrepancy between the allocated budget andactual expenditure resulted from thereallocation of some funds to assist withfootpath and drainage works, and theconstruction of jointly funded cycleway works.A road sealing project for the Helensburgh areawas also deferred to 2003/04.In relation to the city’s footpaths, the annualexpenditure required to maintain this asset is$1.28 million. This financial year saw theallocation of $1.01 million and these fundswere fully spent by year’s end.Approximately $4.68 million is required annuallyto maintain the city’s kerb and gutters. Anallocation of $0.89 million was made in2002/03 with actual expenditure, as at30 June 2003, totalling $0.90 million.Professional and Cost EffectiveManagement of Civil InfrastructureAssetsThe programmed condition assessment of theregion’s road pavements, commenced in June2001 and was completed in October 2002.The condition assessment of guard rails wasalso completed by this date.On the other hand, while the assessment offootpath assets commenced in October 2002,it is not scheduled for completion until late July2003. This massive project required in excessof 2,000 individual assessments to beundertaken of the city’s infrastructure assets.right and below: Members of the southernworks depot undertaking subsoil drainage workat Figtree.> > >performance against objectives35Footpath MaintenanceExpenditure1.5$MRoad MaintenanceExpenditure (including kerband gutter)5.0$M5.04.51.01.131.014.04.34.20.50.760.890.853.53.93.43.00.098/99 99/00 00/01 01/02 02/032.598/99 99/00 00/01 01/02 02/03

infrastructure > > >Technical SupportRole of FunctionTechnical Support function providesprofessional and technical advice, engineeringevaluation and assessments, and materialstesting services. Activities include pavementmonitoring and assessment; geotechnicaladvice; performance monitoring ofconstruction materials; and projectmanagement and construction specification.Strategic Direction for 2002-2006• Provide sound engineering advice to ensurethat infrastructure assets are constructed andmaintained to an established standard.• Provide geotechnical advice to aid in theassessment of developments as well as thedesign and construction of Council assets.Results Against Objectives 2002-2003Review of Submitted GeotechnicalInformation With Referred DevelopmentApplicationsIn total, 367 geotechnical assessments werecompleted this year, representing a sizableincrease from the previous year’s result of 329.Of those assessed in 2002/03, 329 consistedof reviews of development applications. Thetarget for replying to clients within 14 days wasachieved 81% of the time, an improvementfrom the 72% the year before. The averagenumber of days to reply has also improved,reducing from 10.3 days in 2001/02 to 8.5days this year.Timely Provision of Geotechnical AdviceForty-one geotechnical assessment of Councilsites were prepared this year, compared with40 in 2001/02. Compliance with the targettimeframe of replying to clients within 21 daysalso increased from 53% to 68%, with theaverage number of days to reply remainingsteady at 19.3 days. The percentage of reportscompleted within the target timeframe of 21days was 68%. This compared favourably withthe previous year’s result of 53%.Construction & MaintenanceRole of FunctionThis function provides management andresources to carry out the construction andmaintenance of our civil infrastructure assetsincluding roads, car parks, footpaths,cycleways, shared pathways, bridges,drainage pipes and structures, culverts,causeways and road side furniture.Activities include the construction andmaintenance of assets on behalf of Counciland other state agencies, such as the RTA,State Rail Authority, Department of PublicWorks and Services, Lake Illawarra Authority,and Department of Housing; as well asemergency operations and special events thatimpact on civil infrastructure.Strategic Direction for 2002-2006• Minimise Council’s liability and risk.• Enhance functionality and value ofinfrastructure assets.Results Against Objectives 2002-2003High Service Level DeliveryCouncil continues to deliver high qualityservices to the community through theconstruction of new facilities and renewal ofexisting assets. High priority is placed onimproving pedestrian access through the cityby constructing new footpaths and kerbramps. Effort was also made to improve thecity’s extensive cycleway network. We are alsoactively involved in improving road safetythrough the modification of intersections for theinstallation of traffic lights and the constructionof pedestrian facilities at local schools.Construction of Pram RampsCouncil continued its emphasis on improvingpram ramp access across the city byconstructing an additional 127 ramps in2002/03. These were located at Balgownie Rd,Balgownie; Northcliffe Dr, Caroona/Weeronasts and Kelly St, Berkeley; Princes Hwy/PointSt, Bulli; Bridge St, Coniston; Collins St, DuffPde and Pioneer Rd, Corrimal; Barellan St,Dapto; F6 on Ramp/off Ramp; Cabbage TreeLne, Fairy Meadow; Murray Park Rd andGibsons Rd, Figtree; Foleys Lne, Gwynneville;Fitzwilliam St, Port Kembla; Henley Rd andLawrence Hargrave Dr, Thirroul; Towradgi Rd,Towradgi; Princes Hwy and Farmborough Rd,Unanderra; Windang Rd, Windang; Ajax Ave,North Wollongong; Marine Drive Car Park,Keira Park, Wollongong; Keira St, Crown St,Beach St, Campbell St and Young St,Wollongong; Princes Hwy and Gray St,Woonona.left: Mick Richardson, Engineering ServicesDivision, undertaking routine maintenancework.right: The city’s cycleway network is extensive.This year, over 2,960 metres of new cyclewaywas constructed in a range of locations withinthe city.36performance against objectivesPercentage of GeotechnicalReferrals Completed WithinTimeframeNumber of GeotechnicalReferrals ReviewedNumber of GeotechnicalReports Prepared &ReviewedPercentage of ReportsComplete Within 21 DayTimeframeNumber of GeotechnicalAssessments100%35050100%60080604020789072728130025020015010050818821018632645403530252530444041806040204067735368500400300563392418329367098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/032098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/0320098/99 99/00 00/01 01/02 02/03

infrastructureperformance against objectivesExtending the City’s Cycleway NetworkOver 2,960 metres of cycleway wasconstructed during 2002/03 at a range oflocations within the city including NorthcliffeDve, Berkeley; Barellan St, Dapto; F6 on Rampto F6 off Ramp; Foley’s Lne, Gwynneville;Corrimal St and Banks St, Wollongong;Blackall St, Sandon Point; Fraser St, PrincesHwy; and Farmborough Rd, Unanderra. Theseworks form part of an overall strategy toprovide an unbroken cycleway link from thewestern suburbs to central Wollongong.Sealing of the City’s Car ParksThe sealing of Thomas Street Car Park, whichconsisted of an area approximately 730 squaremetres, was completed in September 2002.Working to Minimise Liability in HighRisk Areas of Infrastructure AssetsWhile the reduction of Council’s liability inrelation to the city’s infrastructure assetsremains a key objective, the actual number ofreported incidents and the value of settledclaims actually rose slightly this year. The totalnumber of incidents reported in 2002/03 was142. The value of settled claims was $693,142.Maintenance and Construction ofFootpathsMaintenance was provided to over 3,479square metres of the city’s footpaths,compared to 2,507 square metres during2001/02. A further 3,909 metres of newfootpaths were constructed compared to3,809 metres the previous year.Location of Footpath Maintenance WorksAustinmerBalgownieBerkeleyBulliConistonCorrimalDaptoLawrence Hargrave Dr.Frost Pde, Hunter St,Foothills Rd.Northcliffe Dr, Nannawilli St,Nolan St.Princes Hwy.Bridge St, Lauder St.Prince Hwy, Duff Pde,Pioneer Rd, Tarrawanna Rd.Baan Baan St, Lakelands Dve,Princes Hwy.Fairy Meadow Anama St, Cabbage Tree Lne,Elliots Rd, Princes Hwy.FigtreeGwynnevilleHelensburghKeiravilleBellevue Rd, Govett Cres,Murray Park Rd, Darragh Dr,Camden Grve, Mark St,Uralba St, Thames St.Foley St, Hay St, Murphy’sAve, Gipps Rd and BeatonPark Leisure Centre.Parkes St.Scheduled vs. UnscheduledCivil Works Maintenance100%806040204159544660Gipps Rd, Robsons Rd.4042584555KoonawarraMangertonMount KeiraWeemala Cres.Mount Ousley Alvan Pde.Port KemblaReidtownTarrawannaThirroulTowradgiUnanderraWindangWoononaWarrawongWollongongTaronga Ave, St Johns Ave,Woodlawn Ave, Western Ave,Georgina Ave, Byarong Ave.Parkman Place, Spring St.Allan St, Fitzwilliam St, ChurchSt, Kembla St, O’Donnell St,Fifth Ave, Five Islands Rd,Military Rd.Maryanne St.Caldwell Ave, Pendleton Clse,Bourke St, Flinders St,Meadow St, Williamson St.Lachlan St, Station St.Towradgi Rd, Carters Lne,Murranar Rd.Gibsons Rd.Windang Rd.Ball St, Gray St, Hopetoun St.Cowper St, Endeavour Dve.Highway Ave, Gladstone Ave,Globe Lne, Governors Lne,Auburn St, Burelli St,Atchinson St, Bank St,Booyong St, Bessel St,Church St, Corrimal St,Bridge St, Crown St,Denison St, Gipps St,Harbour St, Kembla St, Keira St,Kenny St, Macquarie St,Market St, Porter St, Rawson St,Smith St, Stuart St, Stewart St,Staff St, Victoria St, Young St,Railway Pde, Cliff Rd, CrownLne, Thames St, Yellagong St.098/99 99/00 00/01 01/02 02/03Scheduled Unscheduled> > >37performance against objectivesValue of Work Program25$MLocation of New Footpath Construction WorksAustinmer Kirton Rd. Helensburgh McMillan St, Postmans Tce.Berkeley Kelly St, Nolan St. Port Kembla Kembla St.201521.0319.0018.6115.7117.40Bulli Rowan St. Russell Vale Princes Hwy.Dapto Emerson Rd, Beltana St. Thirroul Henley Rd.Fairy Meadow Cabbage Tree Lne. Windang Windang Rd.10Figtree Gibsons Rd, Murray Park Rd, Wollongong Keira St, Campbell St, West St,Ramah Ave.Crown St.5098/99 99/00 00/01 01/02 02/03

infrastructure > > >Testing and Collection of AssetCondition DataIt is desirable to have structural datafor each segment of road no greaterthan the pavement design life of 20years. This requires testing 300segments per annum. Although thetarget was not met this year, theoverall number of segments withcurrent structural data has increasedslightly. The results show that 76%of road segments have structurallysound pavements. This is consistentwith recent years and could indicatethat the overall pavement conditionhas peaked.Kilometres of CyclewayConstructed per Year6KM5432101.661.221.085.472.9698/99 99/00 00/01 01/02 02/03Cycleway MaintenanceExpenditure0.20$M0.150.100.0500.130.070.100.100.0898/99 99/00 00/01 01/02 02/03Number of Pram RampsConstructed per Year140120100806040628312410712798/99 99/00 00/01 01/02 02/03performance against objectivesWorks carried out on Private Property –Under Section 67No resolutions were made during the yearunder section 67 of the Local GovernmentAct (1993) in relation to works beingundertaken on private land requiring Councilfunds.Condition of Public Works Section 428 ReportIn accordance with the requirements of the Department of LocalGovernment, the following information was collected onbuildings, roads, bridges, footbridges, drainage, infrastructure,road signs, road furniture, street signs, parking areas,footpaths, cycleways, and kerb and guttering.38Notes1 This length was adjusted fromprevious years to take account of:a) new sections of road transferredto Council from private development;b) minor adjustments arising fromimprovements in the accuracy of database records.2 The data for roads includes all roadsfor which Council has some degree ofresponsibility.3 Previous reports included unsurfacedand surfaced records. The data hasbeen adjusted to include surfacedcar parks only.4 This length has been adjusted fromprevious years to take account ofminor adjustments arising fromimprovements in the accuracy of database records.Asset Type Notes Length (km)Roads (surfaced) 1, 2 1,041.5Roads (unsurfaced) 12.6Kerb & Gutter 1,562.5Car Parks (surfaced) 3Car Parks (unsurfaced)Footpath -Cycleways 69.9BridgesFootbridgesMajor Culverts & CausewaysDrainageGuard Rails 4 25.85Roadside Furniture (bus shelters, signs)

infrastructureperformance against objectivesMajor Culvert & CausewayMaintenance ExpenditureBridges & FootbridgesMaintenance ExpenditureCar Park MaintenanceExpenditureDrainage MaintenanceExpenditure0.6$M0.50.40.30.20.370.270.560.270.10$M0.080.060.040.100.090.040.090.25$M0.200.150.100.100.100.100.101.25$M1.000.750.501.121.000.700.540.580.100.0298/99 99/00 00/01 01/02 02/030.0200.0398/99 99/00 00/01 01/02 02/030.500.0598/99 99/00 00/01 01/02 02/030.25098/99 99/00 00/01 01/02 02/03performance against objectivesBuildingsCouncil owns or controls approximately 600 building assets withan estimated reinstatement value of approximately $305 million.Based on commercial sector comparisons, the estimated costfor annual maintenance of these buildings is between 1-2%or $3-6 million.left: Tony Hurry, Works Division,working on subsoil drainage inFigtree.Area (m 2 ) Current Estimated Estimated Required 2002/2003Replacement Cost Restoration Cost Annual Maintenance Expenditure Maintenance$ $ $ $8,677,924 $699,375,385 $148,950,626 $14,589,344 $2,472,95657,633 $2,017,155 $659,522 $115,266 $37,206$234,073,256 $40,509,192 $4,681,639 $857,433$935,465,796 $190,119,340 $19,386,249 $3,367,595322,923 $24,347,825 $5,445,250 $486,612 $53,252112,615 $3,941,525 $1,064,984 $225,230 Incl above$28,289,350 $6,510,234 $711,842 $53,252493,355 $52,407,450 $35,330,450 $1,411,181 $1,012,652176,312 $12,612,459 $1,421,288 $225,000 $81,40011,120 $22,742,243 $1,106,300 $276,574 $8,3872,925 $4,079,993 $231,845 $62,864 $78,096$26,822,236 $1,338,145 $339,438 $86,483$10,041,110 $602,467 $125,513 $267,104$222,869,227 $4,435,079 $1,757,034 $581,599$5,170,200 $2,760,970 $219,734 Incl below$2,392,156 $624,654 $199,346 $613,788refer note 439

environment & health > > >program goal To have an environment that is sustainable,diverse and conducive to a high standard of environmentaland public health.key results 02-03 Adoption of a sustainability policy toensure the local environment is preserved and enhanced forthe benefit of future generations • Implementing a waterconservation program within Council • Progressivedevelopment of an Environmental Management System(EMS • Continued success of the Rise & Shine environmentalimprovement campaign • Clean Up Australia Day activitiescollected 31 tonnes of rubbish • Foodsafe program ensuresindustry standards are met in preparation and handling offood • Fact sheets prepared to educate the community ontheir responsibilities relating to illegal burning, domesticnoise, on-site waste management systems, air and waterpollution • Promoting the new Companion Animals Act •Greater percentage of stray animals returned to owners.the year ahead Develop a sustainable action plan • Provideenvironmental education programs that promote theprinciples of ecological sustainability • Commence thedevelopment of a coastal zone management plan •Implement a comprehensive environmental educationprogram • Continue to upgrade the water testing laboratoryto meet quality standards • Develop a city environmentalhealth plan • Review all street parking signs within the city• Reduce illegal development within the city • Investigatea new animal management facility to replace the existingpound • Review all animal control signs within the city.above: Council staff, together with a team ofvolunteers were part of the clean up operationsat North Wollongong.left: Julie Brown, Environment & Health Division,pictured with the stormwater mural that showsthe cycle of stormwater pollution.40> > >environment & healthexpenditure $3.277Menvironment & healthincome $0.866MRanger Services$0.538mEnvironmentProtection$0.107mEnvironmentProtection$2.017mHealth$0.722mHealth$0.232mRanger Services$0.527mEnvironment & Health $3.277mCouncil $157.456mEnvironment & Health $0.866mCouncil $154.097mprogram expenditure compared to total council budgetprogram income compared to total council budget

environment & health > > >Environmental Management Plan GrantsProgram for SchoolsThe Environmental Management Plan GrantsProgram for Schools continues with staffoverseeing and assisting various schools asneeded. In addition to this program, Councilalso presented aspects of the water cycle,stormwater management and waterconservation projects to primary schoolstudents during Water Week.Stormwater Management ProgramThis year, the Stormwater EnvironmentalManagement Program focused on MulletCreek and Cabbage Tree Creek catchmentareas. This involved the implementation of acommunications campaign targeting nearbyresidents. The campaign utilised newslettersand postcards, extensive media advertisingand the coordination of a variety of communityactivities. Other initiatives saw the extension ofdrain stencilling into Brownsville, in conjunctionwith the Rotary Club of Dapto, anddemonstrations of the stormwater model tovarious audiences throughout the city. Thelatter involved a wide range of groups, fromschool students to the ethnic community.Educational material was also produced for theMullet Creek and Cabbage Tree Creek projectsand the Reed Park water re-use facility.Through a grant received from the NSWDepartment of Sustainable Resources, alongwith funding assistance from Council, acommunity artist has developed a stormwatermural project. This involved six communityworkshops to assist with the mural’sproduction.In conjunction with Kiama and Shellharbourcouncils, and via a $15,000 EPA grant, variouslocal cinemas screened the ‘Drain is Just forRain’ campaign. Additional press advertising inthe Illawarra Mercury and the Advertisercomplemented the cinema program.Following attendance at an EPA training courseto maximise performance in stormwatermanagement, attendees are in the process ofdeveloping a proposal to improve Council’sperformance in this area.Rise & Shine CampaignThe 2002 Rise & Shine Campaign was the17th consecutive event conducted by Council.Held in spring each year, the campaigncontinues to be highly successful with a widerange of activities attracting large participationrates. As with the previous year, Rise & Shineactivities were given a considerable boost froma sponsorship deal with Wollongong Toyota,enabling a 4-wheel drive vehicle to bededicated to the program. This year’s activitiesfocused on the highly popular Street of theWeek program, weekly educational columns inthe media, a city-wide Spring Clean Upinvolving community groups, and a SchoolsEnvironmental Program. A total of 101community groups participated in theseevents. The campaign culminated in apresentation evening at the Wollongong TownHall with 500 community representatives inattendance. The scenic Rise & Shine calendar,highlighting essential environmental messages,was also distributed at the presentation eventand was enthusiastically received.2003 Clean Up Australia DayClean Up Australia Day was again coordinatedby Council culminating in 1,500 volunteers, 26schools and six businesses collecting over31 tonnes of rubbish. This year’s focus was onLake Illawarra where volunteers collected eighttonnes of rubbish, including 100 car and trucktyres. A further 23 tonnes of rubbish wascollected throughout the city by volunteersworking from 43 registration points. Thecollective spirit demonstrated by this event isindicative of the extent of the community’scommitment to the environment.2003 World Environment DayCelebration of World Environment Day wastransferred to 1 September 2003, due to wetweather. The venue for this event will be theWollongong Botanic Garden.Targeting City Black SpotsThe collection of rubbish from regional blackspots continued, due largely to the work ofpeople associated with the NSW Departmentof Probation and Parole Services. Their efforts,combined with Rise & Shine volunteers,resulted in the removal of almost 113 tonnes ofrubbish from over 250 locations.Improving the Water Testing LaboratoryThe redesign of the water laboratory to meetOH&S standards (AS 2243) resulted in afinalised layout submitted for upgrade workswithin the new financial year. Theseimprovements will assist the staff in providing ahighly professional water testing facility.> > >42performance against objectivesleft: Andrew DeMontemas, Environment andHealth Division, with a draft copy of theIllawarra Escarpment Strategic ManagementPlan that promotes responsible management ofthe significant natural asset.below left: Ben Anderson, Environment andHealth Division, in William Street, Keiraville, oneof the participating streets in Council’sSustainability Street Program.below right: The stormwater mural projectinvolved six community workshops.Rubbish Collected DuringClean Up Australia Day50TonnesGroups Involved in the‘Rise and Shine’ SpringClean Up Campaign110404110010310130319091969120801810141570098/99 99/00 00/01 01/02 02/036098/99 99/00 00/01 01/02 02/03

environment & healthperformance against objectivesEnvironment Education InitiativesApart from our major community educationprograms, several other initiatives wereimplemented this year including thecoordination of an Environmentally FriendlyProducts Expo for industrial and commercialoperators, and a promotional stand at theBreakfast on the Beach event. The latter sawthe widespread distribution of fridge magnetscarrying topical environmental messages.Council officers also participated in localenvironmental forums involving communitygroups, government agencies and businessrepresentatives. In all, 260 presentations weremade during the year.Coastal Zone Management PlanWork is proceeding on the development of thecoastal zone management plan with severalbaseline constraint studies now complete.However, the project requires finalisation of theIllawarra Escarpment Strategic ManagementPlan, as this forms the cornerstone for thecoastal zone management plan.Environmental Geographic InformationSystemEarly in 2003, an officer was appointed tocommence work on an environmentalinformation system that will be ultimatelyintegrated into the overall GIS system. To thisend, consultations were held with the DesignDivision regarding data requirements andneeds. Work on this project will continue intonext year, as the information obtained throughthis process will be utilised to support decisionmaking for environmentally related matters.Ecological Footprinting for WollongongWork has commenced on a program tomeasure the community’s impact on the localenvironment. From the information and datacollected, Council will work in partnership withthe community to target key areas of highresource usage with the aim of reducing ourimpact on the environment.Environmental Management ProgramProposed Rate VariationA publicity campaign was held in March 2003to promote a rate variation that would underpinan expansion of the environmentalsustainability program. The educationalcomponent of the campaign succeeded inraising public awareness of environmentalmatters, as demonstrated by the 8,000responses received. Related to this wasextensive media coverage and vigorous publicdebate. Whilst the rate variation was notsupported, this heightening of the community’sunderstanding of the complex nature ofsustainable environmental matters was seen asan achievement from both an educational anda community consultation perspective.Environment EnforcementIn 2002/03, a total of 816 environmentalcomplaints were received with 794 beingresolved. All complaints were actioned withinseven days. Council also undertook 33industrial audits and assessed 166 septicsystems. In both cases, this represents areduction over previous years and is due toinsufficient resources as a result of staffresignations.HealthRole of FunctionThis function is responsible for maintaininghealth and safety standards at premises thatare accessible to the community. Key activitiesare hygiene inspections on food, hairdressers,barbers and skin penetration premises; inaddition to cooling towers and swimming poolsinspections, and health promotions.Strategic Direction for 2002-2006• Provide a best practice health regulationprogram to maintain and enhance communityhealth standards.• Incorporate environmental health into thecity’s public health focus.• Produce a state of our health report.Results Against Objectives 2002-2003Enforcement of LegislativeRequirementsDuring the year, 659 health complaints werereceived and, of these, 571 were resolved. Theremaining complaints are in the process offurther investigation. All complaints wereactioned within 14 days of receipt.Inspection of Food PremisesIn all, 385 food premises were inspectedduring 2002/03. Penalty infringement noticesand one legal action were pursued againstseveral food businesses for breaches of thefood safety standards.> > >43above: Thanks to the efforts of Rise & Shinevolunteers, 113 tonnes of rubbish was removedfrom over 250 locations in our city.above right: Education is vitally important inpromoting environmental protection andsustainability. Even the youngest members ofour community are taught to care about theenvironment through a variety of activities.right: Matt Fuller, Environment and HealthDivision, completing a water sampling test.Detailed information on the region’s waterquality is documented in the state of theenvironment report.

environment & health > > >Cooling Towers Inspection ProgramThe inspection program continued throughout2002/03 with all towers complying withlegislative requirements after follow up action.Foodsafe ProgramOur Foodsafe Program ensures that foodpremises and food handlers operate underacceptable food hygiene standards. To thisend, seven businesses gained accreditationduring the year and a further 75 are nowundertaking the program. This involves 869food handlers being trained in appropriate foodhandling techniques to ensure compliance.Council has also agreed to act as an agent forthe state government in relation to the newnotification requirement for food premises.Information regarding this new direction wasmade available to food premises operators.Food Safety RecallsFood Standards Australia and New Zealandcoordinates food recalls in Australia andadvises health authorities of details for followupaction by our environmental health officers.A food recall is defined as an ‘action taken toremove from sale, distribution andconsumption, foods which may pose anunacceptable safety risk to consumers’. Duringthe year, Council was advised of 63 recalls dueto microbial contamination, foreign matter(glass, metal, etc), chemical contamination(lubricant oil, etc), labelling/undeclaredproducts (eggs, nuts, allergens, etc). Councilundertook special inspections of implicatedfood premises to ensure items were removedfrom sale in accordance with recall protocol.Draft Liquor AccordTwenty new premises were accredited underthe Liquor Licensing Accord, which promotesthe responsible serving of alcohol. It alsorequires a commitment to be a good neighbourby improving safety and security around thelicensed premises for both patrons and theneighbourhood.Ranger ServicesRole of FunctionRanger Services manages companion animals,and street parking, investigates communitycomplaints, and undertakes appropriate legalenforcement actions relating to developmentcontrol and the environment. Key activities areenvironment protection, management ofunauthorised development, companion animalmanagement and parking control.Strategic Direction for 2002-2006• Provide an effective and efficient level ofservice in relation to community complaints.• Develop high awareness levels in relation tothe community’s legal responsibilities.• Provide effective and efficient management ofcompanion animals within the city.Results Against Objectives 2002-2003Outdoor AdvertisingOwners of businesses are encouraged toclearly stipulate and actively enforce in theircontracts that it is prohibited to placeadvertising on power poles, or any otherunauthorised area. We are also encouraginglocal businesses to act responsibly inpromoting themselves and our region.Advertising posters on poles, and real estatesigns in particular, are continuing to beremoved. Real estate agents have beeninformed that any signs located on naturestrips will be removed.Monitoring On-Street Parking in the CityCouncil has assumed responsibility formonitoring on-street parking with the transferof a parking officer from the NSW PoliceService and the appointment of five additionalparking officers in June 2003. As a result,3,302 penalty infringement notices were issuedthis year. Work is also proceeding on a parkingenforcement strategy that takes into accountOH&S responsibilities. We are also workingwith Westfield to develop a free parking areaagreement that will enable us to enforceparking restrictions in Warrawong and forWestfield to improve shared parking access forthe community.Licensing On-Site Sewerage SystemsCouncil continues to licence the operation ofon-site sewage management systems, with128 licences to operate granted this financialyear. Ongoing monitoring and advice is alsoprovided. With the assistance of an externalconsultant, a new rapid approvals system hasbeen developed. A training program will be putin place during the first quarter of 2003/04 tointroduce environment protection and planningprofessionals to the new system.left: Chris Pike, Environment and HealthDivision, assists Geoff Sharp from IllawarraLeagues Club with the Foodsafe program.below: Mike Swaney, Environment & HealthDivision, conducts a regular cooling towerinspection. The inspection program continuedthroughout 2002/03 with all towerscomplying with legislative requirements.44> > >

environment & healthperformance against objectivesManaging Illegal DevelopmentFollowing a Memorandum of Understandingbetween the Development Assessment andCompliance and Environment and Healthdivisions, the Ranger Services section hascommenced accepting illegal developmentcomplaints. A new recording system is in theprocess of development to separate illegaldevelopment complaints for future keyperformance indicators.Tosser SquadCurrently, 52 members of staff are authorisedTosser Squad Members. These employeesenforce littering provisions under the Protectionof the Environment Operations Act, 1997.Earlier this year, Council endorsed theutilisation of the income generated by thesevolunteers for specific environmental orcommunity service programs.Enforcement to Increase EnvironmentalAmenityCouncil’s rangers have investigated 1,170community infringement complaints to increaseenvironmental amenity. We also received 598complaints regarding abandoned vehicles, ofwhich 307 were removed.Educating the Community RegardingTheir Legal ResponsibilitiesRangers utilise prepared fact sheets to educatethe community of their responsibilities relatingto illegal burning, domestic noise, on-sitewaste management systems, and air andwater pollution.Promoting the New CompanionAnimals ActConsiderable effort has been made to educatethe community in the requirements of the newCompanion Animals Act. This included thedistribution of an information package to allratepayers, advising them of their obligationsunder the new laws governing cat and dogownership. The package also containedinformation on microchipping animals and thepenalties with non-compliance. In addition toratepayer information, letters were sent toowners of microchipped animals advising themof their registration responsibilities.A Companion Animals Act Laws brochure wasalso completed and distributed to pet shops,the animal shelter, libraries and veterinarianpractices throughout the city; and to the localCanine Association. Media support wasprovided through press advertisements placedin the Illawarra Mercury and Advertiser.Separate letters to breeders outliningrequirements of the Act were also prepared.Microchipping of Companion AnimalsWork continued on sending out reminderletters to dog and cat owners who havemicrochipped their animals but not registeredwith Council. Over 5,000 letters have beensent to date, with a good response received.Another successful initiative involvedmicrochipping sessions at Warrawong,Thirroul, Dapto, Corrimal and JJ Kelly Park.This resulted in the microchipping of 1,070dogs and 15 cats. A second and finalmicrochipping day held at JJ Kelly Parkresulted in a further 488 dogs microchipped.Impounding of AnimalsDuring the year, 1,348 dogs, 92 cats and 28stock were impounded at Council’s animalshelter. Although this represents an increasefrom the previous year, a greater percentage ofanimals were reunited with their owners. In all,756 dogs and 38 cats were subsequentlyreturned. Impounding staff continue to followup and resolve, where possible, publiccomplaints concerning barking and roamingdogs.Companion Animals Management PlanWork is nearing completion on thedevelopment of the Companion AnimalsManagement Plan. The plan focuses onidentification and registration issues, publicplaces, faeces management, wandering dogs,excessive barking, dangerous and restricteddogs, cat management, animal welfare andsafety, enforcement, education anddissemination and includes a review process.The management plan will be well publicisedfor community input, prior to adoption byCouncil.Development of Off-Leash AreasIn December 2002, Council approved off-leashareas at Bellambi Point, Bellambi; ConistonBeach, Coniston; Figtree Park (existing trial offleash area) Figtree; Riley Park, Unanderra; andKing George V Park, Port Kembla. The areaswere equipped with collection bins and nowhave advisory signs. A brochure is alsoavailable that outlines the location and rules foroff-leash areas.> > >left: Michael Poidevin, Environment and HealthDivision, with one of 1,558 dogs that attendedour microchipping sessions. Council has notifiedthe community of its responsibility to registerand microchip companion animals.The microchipping of dogs and cats has alreadyreaped dividends. A far greater number of petsare now reunited with their owners.45

commercial development > > >program goal To manage Council’s property portfolio andensure an appropriate rate of return on Council’s commercialassets.key results 02-03 Income to the value of $1.62 millionreceived from sale of surplus land • Work commenced onthe development of a kiosk at North Beach • City Beach SurfClub under construction • Concept plans being developedfor a regional tourist information centre at Bulli tops • Majorrefurbishment work completed for Kembla Terraces • Leasesnegotiated for Market Street Car Park, Stanwell Park kioskand an additional portion of Gleniffer Brae • Majorrefurbishment work continues for our three tourist parks •Participation in the Short Breaks campaigns has increasedtourist park usage • Diverse cultural needs of the localcommunity met in the provision of burial and cremationservices •Transfer of burial records to computer databasecontinues.the year ahead Provide commercial businesses that areboth competitive and financially viable • Actively seek outfurther development and investment opportunities • Identifyand realise the sale of surplus land • Assist the developmentof the West Dapto Masterplan • Develop a marketing planfor the crematorium and cemeteries • Project manage theCity Beach landscape project • Develop and implement adatabase for property management•Monitor thereconstruction and operation of the Lagoon SeafoodRestaurant to ensure lease compliance • Ensure communityland is included in a plan of management • Review optionsfor the Surf Leisure Resort at Towradgi • Achieve goodmarket return on commercial and residential leased/licensedpremises.above: Martha Tyndall, Property Division, withthe plan of management for the spectacularBald Hill at Stanwell Tops.left: A recently installed waterfront cabin atBulli Beach Tourist Park. Customer satisfactionlevels of 85% or higher indicate the ongoingsuccess of our tourist parks.46> > >commercial developmentexpenditure $7.232Mcommercial developmentincome $8.901MStatutory Property$1.304mProperty Development$0.839mStatutory Property$1.739mProperty Development$0.439mCrematorium& Cemeteries$1.467mPropertyManagement$0.365mTourist Parks$3.257mCrematorium& Cemeteries$1.449mPropertyManagement$1.388mTourist Parks$3.886mCommercial Development $7.232mCouncil $157.456mprogram expenditure compared to total council budgetCommercial Development $8.901mCouncil $154.097mprogram income compared to total council budget

commercial developmentperformance against objectivesProperty DevelopmentRole of FunctionProperty Development is concerned withcommercial activities associated with propertydevelopment including the acquisition of landfor development and sale. Key activities arepurchasing, marketing and selling of land andland development.Strategic Direction for 2002-2006• Investigate options for the development ofCouncil owned land in the West Daptodevelopment corridor.• Investigate the acquisition of land for futureresidential development.Results Against Objectives 2002-2003Development and InvestmentOpportunitiesOnly one property was acquired this year. Thiswas for a strategic purpose as it is required tofacilitate the development of the ClevelandRoad sector and the Fowler Road extension atWest Dapto.Property Development Business UnitAll property development work is undertaken ina competitive environment, in accordance withthe National Competition Policy. Annual resultsare identified at year’s end in the financialreporting process. These are reported inaccordance with the National CompetitionPolicy’s pricing and costing guidelines.Statutory PropertyRole of FunctionThis function is concerned with propertydealings arising out of statutory obligations andresponsibilities. Key activities include sale ofsurplus and industrial land, reclassification ofland, road closures and re-naming, landacquisitions and sales arising out of statutoryobligations, production and review of plans ofmanagement for community land, and themaintenance of a land holdings register.Strategic Direction for 2002-2006• Maximise returns on the sale of surplus land.• Acquire land arising out of statutoryobligations.• Ensure all community land is included in aplan of management.Results Against Objectives 2002-2003Sale of Surplus LandTotal value of surplus land sold this year was$1.62 million. This was achieved primarily fromthe sale of properties in Dymock Street,Balgownie and at the corner of Bourke andVirginia streets, North Wollongong. The netproceeds from these sales realised a return inexcess of the assessed market value.Of the total income received, $0.39 million (thenet profit of the sale of the Western SuburbsChild Care Centre) was donated to theDepartment of Family Services as part fundingfor the construction of the new WesternSuburbs Child Care Centre.Sale of Industrial LandWhilst Council had forecasted $100,000 inindustrial land sales, no income was receiveddue to the limited number of enquiriesregarding the availability of industrial land. Thislow demand is indicative of the current market.Acquisition of Land Arising Out ofStatutory ObligationsUnder the Voluntary Purchase Scheme,Council was successful in acquiring a propertyin Anama Street, Fairy Meadow, two propertiesin Burringbar Street, Dapto and agreementreached for the acquisition of a further propertyon the Princes Highway, Bulli. Two floodaffected properties in Murphy’s Avenue,Keiraville were also acquired.To facilitate the future extension of MacCabePark, a property was purchased at 257 KeiraStreet, Wollongong. Land adjacent to the TomThumb Lagoon was purchased forenvironmental protection, along with variousother properties throughout the city for futureroad widening purposes. In addition, Councilalso acquired 37 Stewart Street, Wollongongto facilitate the future development of a publiccar park.Surplus Land for Future SaleSeveral properties identified for sale this yearwill not be finalised prior to 30 June 2003. Theincome from these sales, together with the saleof a number of other sites identified as surpluswill help achieve projected income for nextfinancial year for this key objective.Plan of Management for CommunityLandThere are 1,738 community land sitesthroughout the city. Of these, 1,691 arecovered by a generic plan of management andsix by a site specific plan of management. Theremaining 41 properties require site specificplans of management and will be programmedin accordance with Council’s priorities. Afurther 25 properties were acquired ortransferred to Council this year and areproposed to be classified as community land.These will be incorporated into existing genericplans of management in the new year.Preparation of Site Specific Plans ofManagementDuring the year, Council adopted site specificplans of management for Gleniffer Brae,Keiraville; Andrew Lysaght Park, Wollongong;and Bald Hill, Stanwell Park. In progress areplans of management for Coledale BeachReserve, Stanwell Park Reserve, andJudbooley Parade Reserve, Windang.North Beach Plan of ManagementCouncil has endorsed separate submissionsfor the development of the kiosk and batherspavilion buildings at North Beach. Meanwhile,development consent was issued for theredevelopment of the kiosk in June 2003. Workwill commence on this project in August and itis anticipated that the kiosk will reopen inDecember 2003. Preparation of thedevelopment application for the batherspavilion is underway with lodgement plannedfor mid September 2003.City Beach Surf Club DevelopmentThe construction of the new City Beach SurfClub is substantially underway and isscheduled for completion in November 2003.Stage One of the City Beach ForeshoreImprovement program has also commencedand will be completed by September 2003.Regional Gateway Tourist InformationCentre at Bulli TopsCouncil is developing concept plans for aregional tourist information centre at LyrebirdLookout, in conjunction with Tourism NSW,Tourism Wollongong and the lessee of theHorizons Cafe. A report will be submitted toCouncil in September 2003 on this project witha view to it being constructed during 2004.Property ManagementRole of FunctionThis function deals with the management ofCouncil’s property portfolio to ensure costeffectiveness and an acceptable return oncommercial properties. Key activities arenegotiation and administration of commercialand non-commercial leases and licences;grazing rights and the Mt KeiraTelecommunications Tower and theWollongong City Heliport.Strategic Direction for 2002-2006• Ensure a market-aligned return oncommercial and residential leased and licensedproperties.• Develop an efficient new propertymanagement system.• Continue to manage and refurbish KemblaTerraces to achieve optimum rental income.Results Against Objectives 2002-2003Telecommunications Activity of Mt KeiraSummit ParkA state of the art telecommunications facilitywas certified and constructed at Mt KeiraSummit Park in late 2002. This joint projectbetween Telstra Corporation Ltd andWollongong City Council has resulted insignificant advantages to the local community,particularly in relation to improved reception foremergency and essential service users.47

commercial development > > >Maintenance and Management Costs ofCommercial and Residential PropertiesPart of Council’s strategic planning is topurchase residential and retail properties forroad widening or other community purposes,such as the provision of extra parkland. Theseproperties are leased until they are required fortheir specific purpose. Monitoring the amountspent on repairs and management of eachproperty against its income will determinewhen the property has reached the end of itsuseful life. At this point, the building is eitherdemolished or sold if determined surplus.During the 2002/03, two residential propertieswere demolished.Total expenditure on the maintenance, repairand management of Council’s commercial andresidential properties was 13% of the totalgross revenue, 2% less than the target of 15%.This was considered to be a good result, giventhat major repairs were undertaken on severalproperties.Bulli Tops Reserve TrustIn January 2003, Council was appointed trustmanager of the Bulli Tops Reserve Trust. Weare now vested with the care, control andmanagement of major areas within Bulli PassScenic Reserve. These are comprised of theSublime Point Lookout, the Cliffhanger Cafe,and the Horizons Cafe at Lyrebird Lookout (siteof the proposed City Gateway project).Situated on these sites were three existingcommercial tenancies and a leasedtelecommunications tower in Lady Fuller Park,Sublime Point.Outdoor Restaurant ComplianceProcedureAlthough a new Outdoor Restaurant Policywas recently adopted, considerable resistancewas encountered regarding the submission ofdevelopment applications and the need toapply for formal approvals. As a result, anoutdoor restaurant compliance procedure wasdrafted and adopted, in consultation with thenew Ranger Services section. The newprocedure provides for the referral of difficultmatters to the Rangers Services section. TheProperty Division continued to implement themore streamlined application and complianceprocedures throughout the year.Contracted Real Estate AgencyThe local real estate firm of Martin, Morris andJones Pty Ltd continues to act as Council’sagent in the management of a number ofproperties within our commercial andresidential property portfolio. Suitableindicators have been set to measure thecompany’s performance on both an annualand quarterly basis. This is regularly monitoredand reported through monthly and quarterlycorporate reporting processes. Martin, Morrisand Jones’ performance has resulted in allindicators either being met or exceeded onalmost every occasion for 2002/03. Councilcontinues to receive the best service availablein terms of both quality and value. In December2002, a further property was added toCouncil’s commercial leasing agent’s portfoliowith the purchase of 257 Keira Street,Wollongong, for future planning needs inrelation to MacCabe Park.Automated Lease Management SystemFollowing the abandonment of the propertymanagement module of the SAP informationpackage in early 2002, the Property Divisionhas evaluated a range of alternative softwaresolutions. An appropriate automated leasemanagement system was ultimately selectedwith installation planned for the early part of2003/04. The initiative will lead to improvedefficiencies in the management of leased andlicensed properties.Refurbishment Work to Kembla TerracesMajor external refurbishment work is nowcomplete for Council’s flagship commercialproperty, known as Kembla Terraces. Theexternal facade of the building has beenmodernised through external repainting, theinstallation of new light fittings, and a signageupgrade. The work was undertaken to retainthe building’s competitiveness with othercommercial leasehold premises within theWollongong city centre.Negotiation of Major LeasesThe advertising, assessment and awarding of atender for the lease and management of theMarket Street Car Park was completed duringthe year, with the successful tenderer beingSecure Parking. Other major leases werenegotiated for Stanwell Park Kiosk and anadditional portion of Gleniffer Brae to theWollongong Conservatorium of Music. This hasseen the conservatorium expand its facilities toincorporate the old SCEGGS school laboratorybuilding.> > >left: The Wollongong Conservatorium of Music,located at Gleniffer Brae, has recently expandedits facilities.below: A lease for Stanwell Park kiosk has beenrecently negotiated. This will ensure touristswill continue to visit this breathtaking location.48

commercial developmentperformance against objectivesTourist ParksRole of FunctionThis function is concerned with the operation,management and development of Bulli,Corrimal and Windang tourist parks to optimisethe financial return to Council. It also promotestourism by providing industry-leading amenitiesto visitors and tourists. Key activities includetourist park operation, the maintenance ofgrounds, buildings and surrounds, and theirmarketing and promotion.Strategic Direction for 2002-2006• Further develop tourist parks to a standardthat leads the industry, meets the demands ofcustomers and the community, and providesthe optimum return on Council’s asset.• Increase the range and amount of on-siteaccommodation and facilities to cater forchanging industry trends.• Use the tourist park strategic plan as ablueprint for the redevelopment of the parks.Results Against Objectives 2002-2003Increased Operating SurplusThe increase in operating surplus is due toadditional revenue generated by the installationof 11 replacement cabins at Bulli and Windang.Their impact was most evident at Bulli wherethey were located on waterfront sites. Corrimal,however, has continued its downward trend.This is mainly due to its ageing infrastructure.Further refurbishment of this park shouldredress this issue.Increased Occupancy RatesThe average annual occupancy rate for allon-site accommodation rose from 61% to 65%in 2002/03. This was mainly due to upgradedaccommodation at Windang and Bulli touristparks. While this figure fell below our target of69%, it is well above the 52% our competitorsare achieving.Customer Satisfaction LevelsCustomer feedback forms indicateperformance above target levels in the areas ofcustomer service and cleanliness. However,our target of 90% customer satisfaction wasnot achieved for value for money andmaintenance. This may be due to the lack offacilities at our parks compared to thoseoffered by our competitors. Nevertheless, theoverall result was very pleasing with all areasrecording satisfaction levels of 85% or higher.Refurbishment of the Tourist ParksRefurbishment of the three tourist parks is anongoing process, however much has beenachieved this year. Eleven older standardcabins were updated with modern cabins,generating revenues higher than estimated andboosting overall operating surplus. Fiveadditional cabins were installed at Bulli and,whilst not providing any revenue this year, areexpected to generate increased revenues inyears to come. Landscaping around the newcabins at both Bulli and Windang has beenimproved, as has security and receptionfacilities at Corrimal. This provides patrons withan aesthetically pleasing amenity and a safeand welcoming holiday haven.Promoting the Tourist ParksParticipation in the Short Breaks campaign,leading into the winter period, along withincreased exposure on the Internet, have bothled to increased patronage at the parks,particularly during non-peak periods. While theTourism NSW Short Breaks campaign,accessed through Tourism Wollongong, ran inthe Sydney press from 20 May 2002. Thespecial package Council advertised throughthe campaign was valid until the 23 December2002. Therefore, in addition to the 87 bookingsand $15,652 in revenue reported last financialyear, the campaign also generated a further 66bookings and $12,277 in 2002/03.Promotion on the Internet has generatedapproximately 156 bookings and $40,371 inrevenue. The impact on occupancy rates isparticularly evident between July andDecember 2002. These are historically lowperformance months but are now recording anaverage increase of around 9% per month.Crematorium & CemeteriesRole of FunctionThis function is concerned with the provision ofquality crematorium, cemetery and memorialfacilities to residents of the Illawarra andsurrounding areas, including the Sydneymetropolitan region. Key activities includegarden placements and development, gravepreparation, and the operations andmanagement of the cemeteries andcrematorium.Council’s strategic plan for tourist parks willensure that they not only satisfy customer andcommunity demands, but establish a newindustry benchmark.> > >performance against objectives49On Site Average AnnualOccupancy100%80Combined Tourist ParksSurplus1.75$M1.506059636461651.251.28940201.000.751.0721.1290.9721.066098/99 99/00 00/01 01/02 02/030.5098/99 99/00 00/01 01/02 02/03

commercial development > > >Strategic Direction for 2002-2006• Achieve best practice standards byimproving those services and facilities identifiedthrough networking and industry benchmarkingas well as customer feedback.• Upgrade the presentation of the cemeteriesand crematorium and create a range ofmemorial options that meets customer needs.• Continue to ensure that the diverse culturalneeds of the community are met in theprovision of burial and cremation services.• Ensure that all records are maintained,protected and available for access inaccordance with legislative requirements.Results Against Objectives 2002-2003Maintaining Market ShareDuring 2002 /03, the overall number ofcremation and burial services in Wollongongrose by 49 compared to the previous year.This was due to the significant increase of 63cremation services, offsetting a decrease of14 burials.Of the 1,970 burial and cremation servicesundertaken in Wollongong, Council provided1,382 services. This represents our overallmarket share as 70%, reflecting a 2% increaseon the 68% achieved the previous year.A breakdown of this figure into cremation andburial services shows that both areasexceeded their targets during the year.In relation to cremation services, the resultsshow a slight improvement. The total numberof cremation services provided in Wollongongthis year was 1,492 with Council undertaking1,152. This reflects a 77% market share, amodest increase of 1% over 2001/02.On the other hand, whilst the overall number ofburials in the Wollongong area decreased by14 services, Council increased its services bysix. As a result, we provided 210 burials fromthe total number of 478. This is reflected as anincreased market share of 5% from theprevious year. Our market share for burials isnow 48%.Maintaining Memorialisation RatesA significant percentage of the crematorium’sincome is from memorialisation of crematedremains in gardens located at the WollongongCity Memorial Gardens and Bulli, Scarboroughand Helensburgh cemeteries. Memorialisationfigures for the year were 32%, whereas thememorialisation rate for the previous yearequated to 34% (final memorialisation figure for2001/02 of 35%). It should be noted thatCouncil allows its customers up to 12 monthsto decide the disposition of cremated remains.Disposition of AshesThis year, 59% of ashes were collectedcompared to the previous year’s collection rateof 57%. However, this year has an outstandingpercentage of 3% of cremations withoutdisposition instructions. This has the potentialto impact on the final yearly averagepercentage for ashes placed at memorial.Special Commemorative ServicesAs in previous years, special commemorativeservices were held at the crematorium forChristmas, Mothers Day and Fathers Day.These were extremely well attended, with eachservice attracting between 220 and 300people. This initiative continues to receive verypositive feedback from our clients and Illawarrafuneral directors. The donations received frompeople attending these services were directedto various local and national charities.Major Activities and ProjectsRecent installation of a backup generator atthe crematorium has improved safety andreduced overall risks to staff, the general publicand to Council assets.In conjunction with Forté Marketing & Design,crematorium employees produced brochuresdetailing services provided by the crematoriumand cemeteries. These will be used to creategreater public awareness of these facilities.Site management plans for all facilities withinthe crematorium and cemeteries werecompleted as part of new OH&S regulations.Transfer of Records to ComputerWork continued on a five-year project totransfer paper and microfiche burial records atWollongong Cemetery to computer database.By year’s end, all burial permits from 1967 topresent day were fully entered, whilstpre-1967 burials were 55% complete for theAnglican portion, 30% complete for Catholicportion and 55% for other smaller sections.Franca Quinn, Wollongong City MemorialGardens. Council continues to meet the diversecultural needs of the community in the provisionof burial and cremation services.50performance against objectivesCrematorium Market ShareCemetery Market ShareNumber of BurialsNumber of Cremations100%100%6001,5008060787777767780605004004675081,2501,0001,3491,2931,0951,0921,152404047474746483007502020200223224210500098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/0310098/99 99/00 00/01 01/02 02/0325098/99 99/00 00/01 01/02 02/03

waste management > > >program goal Effective management and minimisation ofwaste collection and disposal whilst encouraging commercialand residential recycling.key results 02-03 The waste management sectioncontinued to receive widespread recognition for itsinnovative projects and activities • Significant effort wasmade to educate the community on good recycling and wastemanagement practises • A glove renewal program is beingimplemented to dramatically reduce the number of glovessent to landfill • The free syringe disposal program continueswith over 20 pharmacies participating • Major advertisingprogram launched to reduce the amount of contaminationto residential recycling bins • An irrigation scheme has beendesigned for the three fairways at Russell Vale Golf Course.the year ahead Improve the performance of the domesticgarbage, recycling and green waste collection services •Promote domestic garbage, recycling and green wasteservices • Promote annual clean up services • Investigatethe possibility of using multipurpose recycling banks •Establish a materials receiving/transport facility at theWollongong Resource Recovery Park • Provide additionalbins in commercial areas, public reserves and beaches •Improve the cleanliness of streets and public areas •Evaluate the SWERF project • Implement new technologiesat the waste disposal depots.above: Council has implemented awarenessprograms and extensive community education inall aspects of recycling and waste management.right: 2,400 people attended workshops atGlengarry Cottage waste education during theyear.> > >51waste managementexpenditure $18.658Mwaste managementincome $17.698MDisposal$4.185mDisposal$6.878mCollection &Recycling$11.780mCollection &Recycling$13.513mWaste Management $18.658mCouncil $157.456mWaste Management $17.698mCouncil $154.097mprogram expenditure compared to total council budgetprogram expenditure compared to total council budget

waste management > > >Collection and RecyclingRole of FunctionThis function involves the collection andrecycling of domestic solid waste services to allhouseholds within the city, and the provision ofstreet cleaning and litter collection services. Italso manages contracts for the provision ofcollection services for domestic waste, greenwaste and recycling. Key activities include theimplementation of extensive communityeducation and awareness programs.Strategic Direction for 2002-2006• Promote ResourceNSW’s managementhierarchy of ‘avoid, recover and dispose’.• Improve the cleanliness of streets and publicareas.• Promote the domestic recycling service.• Establish a revolve/re-use centre.• Review the ongoing need of current recyclingfacilities given the increasing operationalcapacity of SWERF.Waste Management PoliciesCouncil is firmly committed to the reduction ofwaste to landfill. The domestic waste collectionservices consist of weekly garbage services,fortnightly recycling and green waste servicesand an annual clean up service. Residentshave a price incentive to use small capacitygarbage bins and at present approximately95% of households use the 80 litre or 120 litregarbage bin.The pricing structure and provision of greenwaste and recycling facilities at the wastedisposal depots at Helensburgh and WhytesGully also encourage residents to reduce theamount of waste disposed of by landfill.ResourceNSWIn 2003, ResourceNSW published its WasteAvoidance and Resource Recovery Strategy.This will guide the efforts of state and localgovernment agencies, industry and thebroader community in waste prevention andavoidance, re-use and recycling.Waste LevyThe waste levy applicable to the Illawarra,Hunter and Central Coast regions will rise inJuly 2003 from $9.60 to $11.30 per tonne, inaccordance with CPI increases and theprovisions of the current legislation for annualincreases of $1.50 per tonne.Results Against Objectives 2002-2003Waste Collection and RecyclingDomestic waste and recycling collectionsremained essentially the same as the previousyear, in spite of increased services. However,the collection of green waste recorded lessvolume, due to dry conditions experiencedfrom the second half of 2002 until late March2003. A detailed audit was undertaken duringthe year to assist with the review of ourdomestic waste services. The sustained highperformance levels that were recorded are adirect result of the varied waste managementinitiatives provided to the community.Industry Recognition and AwardsThe Waste Management section continues toreceive widespread recognition for itsinnovative projects and activities. Three majorawards were received this year: first place inthe Metro Pride Awards, second place in theNational Steel Can Recycling Awards and firstprize in the Aerosol Industry Awards for BestSupport of Recycling in Australia for 2003.Activities at Glengarry CottageOnce again, significant effort was made toeducate the community on good recycling andwaste management practices. Activities held atGlengarry Cottage Waste Education and VisitorCentre in 2002/03 attracted some 2,400people to one or more workshops, with afurther 541 people visiting the centre to inspectthe facility and experience the activities onoffer. Special programs held at the cottageincluded a two week Spring into Glengarryevent in September 2002 offering a range ofpractical workshops for residents; activities aspart of the Wollongong Garden Festival; and aGet Back to Basics range of workshops forpensioners in Seniors Week. In addition, schoolholiday activities were held in July and October2002, and in January and April 2003.Installation of Colour Coded SignageThe installation of colour coded signs withinthe grounds and low waste gardens atGlengarry Cottage now allow visitors toconduct their own discovery tours. Informationis provided on the features and benefits of thevarious types of shrubs, mulch and groundcover used.Rod Wallace from the green team educating thecommunity on the environmental benefits ofworm farming at Glengarry Cottage.> > >52performance against objectivesNumber of Garbage ServicesProvidedAmount of Recycling MaterialCollectedRecycling ServiceParticipation RateRecycling Bin NumbersCommercial, Hospitality& Retail Premises80,00016,000Tonnes100%60075,00070,00065,00069,35369,94571,09871,29572,06715,00014,00015,83515,25014,72414,34814,490806040868889898840020031734939042444360,00013,0002055,00098/99 99/00 00/01 01/02 02/0312,00098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

waste managementperformance against objectivesGlove Renewal ProgramA glove renewal program is being implementedacross Council that will dramatically reduce thenumber of gloves sent to landfill and supportsthe Flagstaff Group, a local organisation whoseprime goal is to provide employment for peoplewith disabilities. Council consumes in excess of10,000 gloves per annum. As some types ofgloves can be recycled up to seven times, thisprogram will ensure that gloves are rigorouslycleaned and sanitized prior to re-use.Waste Information on the InternetAll waste management and minimisationinformation can now be easily accessed onCouncil’s website. Collection information,annual household clean up, a range of wastefact sheets, information on the SWERF (SolidWaste and Energy Recycling Facility) anddetails of school competitions are just some ofthe waste topics available.Free Syringe DisposalCurrently, 22 pharmacies participate in the freesyringe disposal program. The service wasagain promoted during Diabetes Week 2002.RUM - Return Unwanted MedicinesIn December 2002, brochures promotingReturn Unwanted Medicines Week weredistributed through our libraries and communitycentres. The brochures were in English andseveral community languages. The RUMprogram operates year round and invitesresidents to return any unwanted medicines totheir local pharmacy.Bag Yourself a Better EnvironmentThe Bag Yourself a Better Environmentpromotion was conducted in March 2003 withresidents asked to bring in 20 or moresupermarket bags. In return, each receivedone calico bag free of charge. This successfulactivity resulted in 900 calico bags beingdistributed and over 18,000 supermarketplastic bags being collected.Downsizing the Red Top Garbage BinA campaign was conducted through Januaryand February 2003 to encourage residents toreduce the size of their red top garbage bins. Atotal of 270 residents took on the challenge,which equates to a drop in garbage collectioncapacity of 7,440 litres.Waste Service Information KitsAn annual waste information kit is distributed toall Wollongong households. The 2002/03 kitcontained a collection calendar, a householdclean up leaflet and a booklet outlining the fullrange of Council’s waste services.Welcome to Wollongong KitA welcome kit was mailed to all new propertyowners in the Wollongong local governmentarea. The kit contains information on how touse the waste bins correctly, along with anannual household clean up brochure, wastedepot information, a collection calendar and aletter of welcome to the neighbourhood.Supplies of the kits were also delivered to realestate agents who distribute them when newtenants move into multi-unit dwellings.Sponsorship and Community EventsLarge recycling collection bins were trialed atthe Viva la Gong Festival, with bin monitoringservices provided by local scout and venturergroups. Outfits made from recycled materialswere also on display in the front windows ofDavid Jones for the duration of the event.Participation in other community eventsconsisted of waste management displays,education, surveys, competitions and wasteworkshops on behalf of the Thirroul SeasideFestival, the Stormwater Family Fun Day atFairy Meadow and the Dapto Street Fair.Competitions to Promote WasteManagement and MinimisationTwo school competitions were conducted thisyear for all infants and primary schools in theWollongong area. The Ten Commandmentscompetition required students to develop tencommandments for each of the Avoid, Re-useand Recycle categories with the award winningschools being Wollongong Primary andCorrimal Primary. While, the Waste and ItsImpact on the Environment competition invitedprimary students to construct a model thatreflected this topic, infants students were givenan activities sheet to complete. As a specialcompetition incentive, a subsidy on bustransportation to Glengarry Cottage wasoffered to the first five schools booking aworkshop at Glengarry. Fifteen schoolssubmitted 270 entries with the prize winnersbeing St John’s Primary School at Dapto,Coniston Primary School and St TheresePrimary School, West Wollongong.> > >Council’s green team: from right, Fiona Netting,Vicki Curran, Michelle Robinson and RodWallace are enthusiastic and committed toeducating and encouraging the community in allaspects of waste management. An annual wastemanagement kit was distributed to allhouseholds in the area.Waste Wise Campaign and Other Mediaperformance against objectives53Domestic Recycling ServiceContamination2.0KG1.941.971.931.51.501.01.090.50.098/99 99/00 00/01 01/02 02/03

waste management > > >Waste Wise Campaign and MediaAdvertisingA major advertising program was launched inFebruary 2003 designed to reduce the amountof contamination to residential recycling bins.The campaign focuses on an animatedcharacter, Wil. B Wise, who communicatessimple messages regarding the main sourcesof contamination. The concept behind thecampaign was to deliver these in an eyecatching and entertaining manner. Thecampaign employed a series of television andpress advertisements developed by FortéMarketing and Design. In addition, the fullrange of waste services appears in theAdvertiser each week. Regular media storieswere also published on syringe disposal,recycling, making recycled gifts, managinghousehold waste, worm farming, compostingand Glengarry Cottage.Recycling Cages at the City’s BeachesA six week trial of recycling cages wasconducted at Bulli, Austinmer and Thirroulbeaches to promote greater recycling rates atthese facilities and to reduce the amount ofwaste going to landfill. Due to the success ofthe trial, five additional cages were installed atStanwell Park, Corrimal, North Wollongong,Wollongong City and Port Kembla beaches.Installation of 240 Litre Litter BinsThe programmed installation of 240 litre litterbins throughout the city is now complete. Atotal of 429 requests were received for theremoval of litter. These were all acted upon.Green Team ActivitiesThe Green Team continues to educate thecommunity in the correct use of the domesticwaste collection service. Visits were made to936 households to resolve problems in utilisingthe service. The team also delivered wastereduction presentations to 14 schools and 18community groups.National Recycling WeekA number of activities were conducted forNational Recycling Week in November 2002including tours of the Whytes Gully landfill siteand the materials recycling facility. A wasteminimisation flyer, along with media advertisinghelped raise community awareness.DisposalRole of FunctionThis function manages the disposal of solidwaste generated within the city. Key activitiesare landfill management, environmental control,and waste disposal depot management.Strategic Direction 2002-2006• Meet the requirements of ResourceNSW.• Continue to develop Whytes Gully WasteDisposal Depot as a centre for excellence forwaste avoidance and minimisation.Key Objectives for 2002-2003Meeting Requirements of ResourceNSWAll requirements by ResourceNSW were metduring the year.Waste Disposal Depots OperationsBoth Whytes Gully and Helensburgh landfillsites are licensed by the EPA, withdevelopment consent granted for theconstruction of two new leachate dams atWhytes Gully in 2002/03. These dams willprovide the storage levels required to meetEPA storage requirements during extremerainfall events. A contract was also awarded toURS/PET Australia to construct an ammoniatreatment plant for the leachate from WhytesGully that is discharged to sewer. The SydneyWater Trade Waste Agreement requires Councilto reduce ammonia levels prior to disposal tosewer. These two projects are important toensure that we continue to comply withrelevant operating requirements.Russell Vale Golf Course IrrigationRussell Vale Golf Course has a small leachatedam used to collect the groundwater from thecompleted landfill that was previously on thesite. In the past, this leachate was dischargedto sewer. However, an irrigation scheme hasbeen designed to allow the leachate to bemixed with fresh water and used to irrigatethree of the fairways on the course. Theirrigation project was completed in 2002/03and is so successful that all the leachate isnow used on the irrigation of the three fairwaysand the Trade Waste Agreement for the sewerdischarge has been cancelled. The threefairways in this project are the only fairwaysbeing irrigated via this system and there issignificant improvement in the standard of thispart of the course.Council has continued to develop Whytes GullyWaste Disposal Depot as a centre for excellencein waste avoidance and minimisation. Allrequirements by ResourceNSW were metduring the year.54performance against objectivesGreen Waste CollectionServiceAmount of Annual Clean UpMaterial CollectedAnnual Clean Up ServiceWaste Disposed to Landfill100%2,000Tonnes1,000Tonnes140,000Tonnes8060402051515156531,7501,5001,2501,3881,5411,5171,5841,808800600400200478741762806946120,000100,000131,000118,933110,273109,21494,000098/99 99/00 00/01 01/02 02/031,00098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/0380,00098/99 99/00 00/01 01/02 02/03

ecreation & natural resources > > >program goal To meet the recreational, sporting and leisureneeds of the community, including tourists. To work with ourcommunity in providing a range of programs and servicesthat will sustain and improve the city’s lifestyle, biodiversityand natural assets.key results 02-03 Customer feedback confirmed overallsatisfaction with the standard of park maintenance •Regular maintenance of the city’s playground facilities saw99% of these conform to Australian standards • A strategicreview of skate park priorities completed, with a final reportto be considered by Council in late 2003•A Cringila Park/Berkeley Place Manager appointed • High income levelsrecorded at Beaton Park Leisure Centre • A record numberof surf rescues were undertaken this year • Continued highvisitation numbers at the Wollongong Botanic Garden • TheGreenplan program wins the prestigious NSW LocalGovernment Excellence in the Environment Award in theNatural Environment Category • Discovery Centre activitiespresented at several national events.the year ahead Ensure consistent maintenance standards/programs for parks, sports fields, golf courses and publicplaces • Commence design of a masterplan for TowradgiPark • Review strategic priorities for skate parks • Developand enhance Gleniffer Brae’s heritage, commercial andcultural potential • Manage the ecological restoration ofnatural areas on community land through Bushcare andother initiatives • Conduct a two year place managementtrial in the Cringila Park/Berkeley precincts • ExtendWindang Surf Club • Develop a bushfire risk managementstrategy that recognises the balance between ESD and riskmanagement principles • Manage a sustainable vegetationcanopy through conservation initiatives.above: Jason Foye, a lifeguard at one ofWollongong City Council’s many beautifulbeaches. The lifeguard services team educatesthe community so that we can enjoy thespectacular beaches whilst being aware ofsafety issues.right: Hayley Mathieson utilises Beaton ParkLeisure Centre’s fitness facilities.> > >55recreation & natural resourcesexpenditure $18.570MConservation& Natural Resources$2.442mrecreation & natural resourcesincome $4.490MConservation& Natural Resources$0.395mLeisure ServicesPools & Beaches$5.009mCity Parks$8.669mLeisure ServicesPools & Beaches$0.920mCity Parks$1.284mLeisure ServicesHealth & Fitness$2.451mLeisure ServicesHealth & Fitness$1.891mRecreation & Natural Resources $18.570mCouncil $157.456mprogram expenditure compared to total council budgetRecreation & Natural Resources $4.490mCouncil $154.097mprogram income compared to total council budget

ecreation & natural resources > > >City ParksRole of FunctionCity Parks involves managing the operations ofparks, playing fields and reserves. Key activitiesare facility structure maintenance, parkmaintenance, landscape maintenance andconstruction, tree maintenance, planning andinfrastructure development, maintenance offootpaths, median strips and roundabouts, andmanagement of Russell Vale Golf Course.Strategic Directions 2002-2006• Maintain the appearance and quality of citypark assets.• Manage, conserve and enhance park assetsthrough strategic planning and operationalinitiatives.Results Against Objectives 2002-2003Maintenance of the City’s ParksCouncil’s adopted budget did not allocate anycapital funding for these activities. However,Section 94 funds were approved in November2002 to fund park furniture and otherembellishments. This work will be undertakenat Rex Jackson Park, Stanwell Park RecreationArea, Thirroul Beach, Bulli Park, NicholsonPark, Hollymount Park, Thomas Dalton Park,Market Square Park, Beaton Park, Galvin Park,Wollongong, Unanderra Recreation Area, ReedPark and Gallipoli Street Park. The Section 94funded replacement of playground equipment,park furniture and refurbish signs projects willcommence in August 2003.Customer Satisfaction with ParkMaintenanceCustomer feedback has confirmed that thecommunity is generally satisfied with staffperformance and the quality of parkmaintenance. Areas of highest satisfaction aresignage provision, and regular cutting andcollection of lawn cuttings. Park furniturecontinues to attract the least satisfaction andthis will be a financial challenge to address infuture budgets. The 2002/03 customer surveyindicated 81% of respondents were satisfiedwith the overall appearance of parks and 83%with sports fields.Maintenance of Playground FacilitiesThis year’s maintenance program for existingplaygrounds focused on repairs, modificationsand synthetic softfall upgrades. The outcomesaw 98% of the city’s entire playground assetsconforming to Australian Standards, a similarresult to 2001/02. Vandalism continues to bethe main barrier to achieving full compliance.New playgrounds were installed at ThirroulBeach Reserve, Mt Kembla Community Parkand at Happy Valley East Reserve in Corrimal.Hectares Under ManagementA total of 2,776 hectares was maintained thisyear, at an average cost of $1,900 per hectare.The average cost of residential parks was$5,030 per hectare per annum, with higherprofile parks averaging $8,090 per hectare. Anadditional 70 hectares of new parkland wasadded to our portfolio this year, representing a3% increase to the total holding.Action Requests for Work Compared toPrevious YearsA total of 1,736 park action requests werereceived this year, 129 more than in 2002/03.Common community requests include grasscutting and the clearing of parks and adjoiningproperty reserves. This steady increase in parkrequests is associated with the acquisition ofadditional land through handovers to Council.There are approximately 60,000 street andpark trees on the asset register. A total of2,607 tree maintenance requests werereceived during 2002/03, 295 more than lastyear. This follows the average trend of a 10%annual increase in requests. This growingdemand will prove to be another challenge forCouncil to meet in future budgets.Customer Satisfaction with Russell ValeGolf CourseThe golf course continues to maintain itsfacilities to a high standard and within allocatedexpenditure budget. A customer satisfactionsurvey was distributed to all members in late2002, along with a catch survey conducted onplaying days to gauge the opinions of nonmembers.Results show high satisfaction levelswith barbecue facilities, customer service andgolf lessons. A new toilet facility has beeninstalled in response to survey results and aleachate water re-use fairway irrigation systemwill lessen the impact of drought, whichaffected some survey results this year. Nonmembersrecorded a much higher satisfactionthan club members, with an overall satisfactionrating of 76%.> > >far left: Customer feedback has confirmed thatthe community is generally satisfied with staffperformance and quality of park maintenance.Results indicated 81% of respondents weresatisfied with the overall appearance of parksand 83% with sports fields.left: Craig Capaan, greenkeeper at Russell ValeGolf Course, which has again performedfavourably in maintaining its facilities to a highstandard and within allocated budgetresources.56performance against objectivesPlaygrounds Conformingto Standards100%806040208097979898Hectares of Public Open Space2,8002,7002,6002,5002,6182,6582,6802,7062,776Russell Vale Golf Course Usage60,00055,00050,00045,00050,97454,86049,63346,66445,089098/99 99/00 00/01 01/02 02/032,40098/99 99/00 00/01 01/02 02/0340,00098/99 99/00 00/01 01/02 02/03

ecreation & natural resourcesperformance against objectivesExpansion of Russell Vale Golf CourseThe Russell Vale Golf Club executive is workingwith Council officers and the University ofWollongong to develop a feasible marketingplan that will influence the design of theproposed clubhouse and amenities for thenorth-west corner of the golf course. The cluband the university are currently developing asurvey for potential users of the proposedclubhouse to identify key issues that need tobe considered in the design of the building.Golf Course Usage and IncomeTotal course rounds for 2002/03 was 45,089.This is lower than the target of 52,000 rounds.This decline in usage is consistent withAustralian golf industry trends. The Centre forEnvironmental and Recreation Management(CERM) benchmarking results for golf coursesconfirmed that Russell Vale Golf Course hadsignificantly higher visits per square metre thanthe national average.The new fee structure adopted for 2002/03has failed to reach anticipated revenue levels,due to gold cards purchased at the end of thelast financial year still being active in thiscurrent period. Despite not achieving incometargets, the course still managed to return asmall operating surplus.Replacement of Flagstaff Hill FenceDuring the year, funding was made available forthe replacement of Flagstaff Hill fence. The$112,000 tender was approved during thefourth quarter with the successful contractordue to commence installation in late 2003.Sport Facility Planning ProcessIn 2002/03, the Sports Liaison Committeenominated a range of projects through thesports facility planning process that wassubsequently adopted by Council. In priorityorder, these were the design of the Dapto poolredevelopment, lighting to North Dalton Park,Wollongong Tennis Courts administration,design of the extension to amenities atHollymount Park, and security and traininglights at Coniston Lions Soccer Club. Theresolution adopting the priorities includedsupport for the use of the Dapto PoolRedevelopment Reserve ($500,000) for thedetailed design of stages two and three of theadopted masterplan, and the use of the NorthDalton Park Reserve ($130,000) for the NorthDalton Park Development lighting project.New Reed Park Tennis/Cricket AmenitiesAgreement has been reached with the cricketand tennis clubs on the proposed design andcosting of the proposed amenities building.The Sports Liaison Committee will consider theproject for inclusion in the 2003/04 corporateplan.Masterplan for Rex Jackson OvalCommunity stakeholders in Helensburgh arecurrently documenting and prioritising all issuesrelating to the park including the proposedskate facility. Once these are prioritised,detailed planning can proceed. A developmentapplication will then be prepared and fundingopportunities pursued for installation of theskate facility and other embellishments to RexJackson Oval.Review of Skate Park PrioritiesRecreation and Natural Resources Division hasrecently completed a strategic review of theproposed locations for skate facilities within theWollongong area. A combination of publictransport information, demographic data,community requests, user surveys andconsultation with neighbourhood committeeswas used to determine the most appropriatelocations for skate facilities. A final report willbe considered by Council in late 2003.Community Involvement in Managementof Cringila Park and Berkeley PrecinctsSignificant community consultation has takenplace in planning for the appointment of aCringila Park/Berkeley Place Manager. Theoutcome will see a two year trial of this positionto commence in July 2003. The principalobjective behind the proposal is to facilitateimprovements to the precinct by establishingvalue adding partnerships with business,government and non-government sectors, incollaboration with the community.Leisure ServicesRole of FunctionThis function is responsible for themanagement and upkeep of Council’sswimming pools, beaches and leisure facilities.Key activities include management ofchlorinated, salt water and tidal pools, beachand pool lifeguard services, employee healthprogram, commercial leisure centres andliaison with surf lifesaving organisations.right: It was a busy year for our lifeguards witha record number of beach rescues. The majorityof these were performed outside the flaggedbeach areas.below right: Both Beaton Park and Lakesideleisure centres experienced increased incomelevels in 2002/03.> > >performance against objectives57Beach RescuesSurf Sense ParticipantsPool Attendances1,50018,0001.30Million1,0001,40616,00016,9001.201.101.2350062043246146714,00012,00013,03313,14114,30014,5371.000.900.970.921.031.10098/99 99/00 00/01 01/02 02/0310,00098/99 99/00 00/01 01/02 02/030.8098/99 99/00 00/01 01/02 02/03

ecreation & natural resources > > >Strategic Directions 2002-2006• Develop commercial competitive leisurecentres.• Optimise the reach and impact of our wastesafety education programs.• Strategically plan for and develop leisureservices and facilities.Results Against Objectives 2002-2003Community Safety at the BeachA record number of rescues were undertakenthis year. The majority of these were performedoutside the flagged areas of the 17 patrolledbeaches. Large seas and unseasonably hotweather also attributed to the high workload ofthe lifeguards.Council’s award-winning Surf Sense watersafety education campaign continues to growwith 14,537 primary school children from theWollongong, Campbelltown and the SouthernHighlands areas participating in 2002/03. Theinitiative was again supported by grant fundingthrough the NSW Government’s Safe Waterscampaign. This year’s program featured a newformat developed by Forté Marketing, includingthe design of new workbooks and theintroduction of giveaways, such as temporarytattoos. These were a great success withexcellent feedback received from schools.Safe and Efficient Tidal Rock PoolsCouncil conducted 98 rock pool cleans thisyear, compared to 73 the previous year. Theaverage cost per clean was $2,437.Maintaining the City’s Aquatic FacilitiesThe city’s eight aquatic facilities recorded1.10 million visits this year, a reduction over2001/02 results, which were 1.23 million.During the year, major improvements werecompleted to these facilities including solarheating at Helensburgh pool and landscaping,windbreaks, shade structures, kioskembellishments, and heat plant improvementsto Corrimal pool. At the Western Suburbs pool,landscaping and windbreaks were installed inlate 2002 to complement the pool blankets.However, weather conditions and vandalismprevented full commissioning of the blankets,but these should be fully operational for the2003 swimming season.Water Quality Within Public HealthStandardsWater quality in 2002/03 continued to achievestandards set by the NSW Department ofPublic Health.Customer Satisfaction with the City’sAquatic FacilitiesThe recent community survey undertaken bythe Illawarra Regional Information Serviceshows that the community considers the city’saquatic facilities to be of high importance andwas highly satisfied with these facilities.The City Swim ProgramThe City Swim program once again proved tobe highly popular, with enrolment levels similarto previous years. A total of 1,718 childrenparticipated in this year’s program.Income From Leisure CentresBeaton Park and Lakeside leisure centresprovide quality, cost effective services to meetthe needs of members and casual users. Bothcentres experienced an increase in incomeduring 2002/03. In the case of Beaton Park,there was unprecedented growth inmembership income, with net income being$1.43 million. This was a direct result fromsignificant capital investment in new gymequipment. The growth for Lakeside, however,was much more modest with $0.3 million inincome, compared to $0.29 million the yearbefore. This is attributed to an increase inmembership revenue since the introduction ofnew pin loaded fitness equipment inSeptember 2002.Cafe Facility at Beaton Park LeisureCentreA client survey undertaken in 2001demonstrates the feasibility of establishing apermanent facility within the Beaton Parkcomplex. However, due to other on-site assetpriorities, such as the replacement of the roofdome, detailed construction drawings will notbe required until 2004/05.Track Resurfacing at the IllawarraRegional Athletics CentreCurrent track reserve balances and ongoingcontributions are consistent to ensure there willbe sufficient funds to pay for resurfacingrequirements in late 2004. The works arescheduled for August and September of thatyear, following the Olympic Games.58performance against objectivesBeaton Park Leisure CentreOverall UseBeaton Park Leisure CentreIncomeLakeside Leisure CentreIncomeCity Swim Enrolments500,0002.0$M0.4$M2,000460,000420,000380,000411,898447,525433,450419,645415,1891.51.01.251.361.341.371.430.30.20.230.250.340.290.301,5001,0001,4261,5491,6351,7941,718340,0000.50.1500300,00098/99 99/00 00/01 01/02 02/030.098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

ecreation & natural resourcesperformance against objectivesEmployee Health ProgramThe Employee Health Program is a valuableservice that provides a convenient fitnessfacility for our employees and their families. Thefacility continues to be well used and achievesa high satisfaction rating with members. Thisyear customer satisfaction consistentlyexceeded 90%. Whilst the aim is to achieve acost neutral situation, a small surplus wasrecorded by year’s end.Conservation & NaturalResourcesRole of FunctionThis function incorporates vegetationmanagement, environmental restoration, localbiodiversity and improving environmentalawareness. Key activities are management ofthe Wollongong Botanic Garden and annexes,Gleniffer Brae Manor House, botanic gardennursery, environmental education and theDiscovery Centre, administering the TreeManagement Order, restoration of natural areasand management of the Bushcare program.Strategic Directions 2002-2006• Develop a regional botanic garden ofexcellence.• Develop and enhance Gleniffer Brae’sheritage, commercial and cultural potential.• Manage and enhance the city’s vegetationcover and biodiversity through strategicplanning, operational initiatives and communityinvolvement.• Develop regional and local partnerships tocoordinate natural resource managementissues.• Implement a NSW Coastal Policy throughCoastcare, green corridors, Illawarra Landcare,wetland protection and total catchmentmanagement.• Develop a bushfire risk management strategythat recognises the balance between ESDprinciples and risk management.Results Against Objectives 2002-2003Visits to the Wollongong Botanic GardenThe botanic garden continues to be a highlypopular and well used community facility. Thisyear’s figures were approximately 10,000 visitshigher than the previous year and reflect highcommunity satisfaction with this beautifulregional attraction. It is expected that evengreater numbers will visit the botanic garden infuture years, due to a number of new initiativesand an expansion of promotional activitieswithin its grounds.Inaugural Artist in Residence ProgramThe very first Artist in Residence Programcommenced in the botanic garden during theyear with the internationally renownedphotographer Jane Davenport in residence.Jane Davenport spent over 12 monthsexploring the garden and photographingspectacular and colourful macro images ofbugs and insects never seen before. Her workwill be exhibited early in the new financial year.Introduction of a Tour BusThrough the donation of a minibus by a localresident and the Friends of the Garden, a newdimension has been added to the botanicgarden’s services. It has already proved apopular addition with both local residents andtourists alike, with bookings increasing for thespring period. Proceeds raised from the toursmaintain its operations and provide the Friendsof the Garden with another income stream thatcan fund future projects. The bus is also usedby staff and the Friends of the Garden to visitother botanic gardens and sites of interest.Solar Heating Installed into NurseryGlasshousesIn late 2002, the nursery heating system forpropagation benches was changed fromelectricity and gas to solar. This $15,000project has significantly reduced heating costsfor the glasshouse. The new system is at thecutting edge of environmental best practiceand considerably reduces the use of fossilfuels, providing consistent low cost warmth tothe propagation benches. It is anticipated thatthe system will be expanded in the future toheat a potting mix pasteurising system, hotwater for staff amenities and atmospherictemperature within the glasshouses.Landscaping Works at the BotanicGardenLandscape distribution is similar to last year,even though drought had an impact onplant-outs. Distribution is slightly lower due tothe prolonged drought conditions.left: The City Swim program once againproved to be highly popular, as did ouraward-winning Surf Sense water safetyeducation campaign, which continues togrow. This year, the program reached14,537 primary school children inWollongong, Campbelltown and theSouthern Highlands.right: Gleniffer Brae manor house remains apopular venue for functions and weddings,as well as being home to the IllawarraConservatorium of Music.performance against objectives> > >59Botanic Nursery PlantDistribution55,000Botanic Garden Attendance200,00050,00045,00040,00049,93151,69845,900180,000160,000140,000200,000162,897195,06435,00030,00036,33734,88898/99 99/00 00/01 01/02 02/03120,000100,000123,277132,79198/99 99/00 00/01 01/02 02/03

ecreation & natural resources > > >ResourceNSW PartnershipResourceNSW and the Wollongong BotanicGarden have developed a draft wastemanagement plan for the botanic garden. Oneof the issues raised in the plan was the re-useof green waste; with an opportunity to developpotting mix from the garden’s own greenwaste. Planning for the implementation of largebulk storage bins took place during the yearwith a view to construct them during 2003/04.Wollongong Botanic Garden also hosted, inconjunction with ResourceNSW, a workshopfor all professionals involved in the green wasterecycling industry. The workshop promoted theHealthy Parks program developed byResourceNSW and was a great success.Starlit CinemaThe botanic garden continued to run a starlitcinema to residents and visitors of Wollongongincluding the successful screening of HarryPotter and the Chamber of Secrets andLantana with hundreds of people enjoying thegardens at night. The starlit cinema continuesto be a huge success and has now become anintegral part of the Wollongong Garden andViva la Gong festivals. During the year, thestarlit cinema program moved from movie filmto DVD with great results including reducedrunning costs and improved screen quality.Greenplan an Award WinnerThe Greenplan program won the prestigiousNSW Local Government Excellence in theEnvironment award, in the Natural Environmentcategory.This award was presented to staff inrecognition for the collection, propagation anddistribution of provenance plant materialthroughout Wollongong. Greenplan distributedover 13,000 plants last year, which was anexcellent result considering the drought had amajor affect on plantings throughout the city.Gleniffer Brae Manor HouseGleniffer Brae remains a popular venue forfunctions and weddings. During the year, a sitespecific plan of management was prepared forthe manor house, which included communityconsultation on future uses for the site. Thishas resulted in some expanded operations forthe Wollongong Conservatorium of Musicthrough the refurbishment of the old SCEGGSlaboratory building into music tuition andrecording rooms.Gleniffer Brae User SurveyA customer survey was conducted during theyear to determine future potential for thefunction centre. Results highlighted that themost important use of the facility was forweddings, due to its unique atmosphere andsuperb views. Other important considerationswere its heritage and cultural significance. Interms of facilities, Gleniffer Brae performedextremely well in relation to meeting the needsof its customers. In fact, the facility exceededthe expectations of customers in everycategory. The highest performance ratings,however, were for the centre operatingprofessionally and in having well presented andmaintained kitchen facilities.Wollongong City Tree ManagementOrderThe Wollongong City Tree Management Orderallows for a proper assessment to be made ofthe environmental importance and viability oftrees before they are pruned, removed ordamaged. A total of 2,568 applications wereprocessed during 2002/03, with all requestsserviced within ten working days. A review ofthe Tree Management Order will be conductedin July and August 2003 with the aim ofintegrating all applications for tree removal onprivate land into a centralised area of Council.Bushcare ActivitiesThe sustainable management, conservationand restoration of our natural areas are anongoing challenge for the Bushcare programand our community. During the year, the 42Bushcare groups undertook creek and riparianland restoration, bushland regeneration, dunerestoration and revegetation works thatrequired the planting and maintenance of12,369 indigenous plant species. A number ofsignificant milestones were reached this yearincluding a record number of volunteers. Atotal of 1,946 volunteers contributed 13,431hours in the 420 Bushcare events scheduledin 2002/03.Training WorkshopsTo further support Bushcare volunteers,training workshops were scheduled on plantidentification, weedbuster workshops,restoration techniques, site assessment, safeuse and handling of herbicides, Aboriginal sitesand cultural awareness.The sustainable management of our naturalareas is an ongoing challenge for the Bushcareprogram. This year, a record 1,946 volunteerscontributed 13,431 hours towards bushregeneration, weed eradication andconservation activities.below right: Mick Cummins, Recreation &Natural Resources Division, helps keep thecity’s parks hazard free by regular pruning.60performance against objectivesNumber of VolunteerCommunity BushcareGroups454042353439373830252098/99 99/00 00/01 01/02 02/03

ecreation & natural resourcesperformance against objectivesApplications for Grant FundingGrant funding applications were submitted tothe Natural Heritage Trust Envirofund for threesites totalling $37,818 and another to the NSWEnvironmental Trust for $94,382. Bushcarevolunteers were also successful in attracting$80,873 in grant funding to further supportrestoration efforts at Puckeys Estate,Mangerton Park, Greenhouse Park, EmperorCourt and Hill 60 sites.Wollongong Greenhouse ParkThe Wollongong Greenhouse Park project hascontinued to attract volunteers - along withbroad community interest, particularly as aresult of the special activities conducted duringthe year. These were National Tree Day, WorldEnvironment Day and Biodiversity Month. Theband of dedicated volunteers who provideweekly assistance with the development andmaintenance of the site have made anenormous contribution; as have the variouscorporate partnerships developed withWollongong Rotary Club, Nortel Networks andthe University of Wollongong. The culminationof 12 months effort at this site was the receiptof first place in the prestigious NSW LocalGovernment Excellence in the EnvironmentAwards.Fire Hazard Reduction WorksFire Hazard reduction works were conductedwithin our natural areas in consultation with thefire authorities. Contract bush regeneratorswere also engaged at seven sites to manuallyreduce fuel loadings on community land.Discovery Centre ProgramsThe Discovery Centre continues to providequality environmental education programs atthe Wollongong Botanic Garden for localschool children and adults. Close cooperationwith the University of Wollongong has seencentre staff assist schools to implement theirenvironmental management plans.The attendance figure for 2002/03 was13,463. Although this is a decrease from theprevious year, it still represents an excellentoutcome as attendance levels for 2001/02were exceptional. The ongoing success of theprogram is largely due to the quality programsdeveloped by the centre. These are highlyvalued by participants for their innovativeapproach to environmental education. Duringthe year, Discovery Centre programs were alsotaken on the road with great success.Program highlights included the filming of avisit by Disney on Ice to the botanic garden, ajungle workshop to students from KeiravillePublic and TIGS primary schools and EasterExpress Holiday Express, in conjunction withthe NSW Department of Sport and Education.Six holiday programs were produced this yearwith activities attracting numerous familygroups to the botanic garden as well as toStuart Park and Puckeys Estate. The latterwere the venues for two new outreachprograms that proved very successful. Similaroutreach activities are being planned for nextyear. A number of detailed evaluationworkshops with students from high schoolsand the university have also provided valuablefeedback to aid further program development.Extension Programs and PartnershipsDiscovery Centre employees have also workedin partnership with other botanic gardens,NSW State Forests, community groups,Sydney councils and other Council divisions toproduce events to celebrate dates ofenvironmental significance, such asBiodiversity Month in September 2002. Inaddition, the Theatre in the Wheelbarrowprogram continued to expand. This program ofenvironmental drama for children wasproduced at the Discovery Centre and taken tothe Royal Adelaide Botanic Garden in March2003, for the second year running, and to theRoyal Botanic Garden in Sydney in October2002. The Sydney performances of ‘Let’s Savethe Planet’ and ‘Captain Compost’ were partof an international conference on education inbotanic gardens. The Discovery Centre’seducation coordinator also presented aworkshop at this conference.Natural Areas Strategies and ActionPlansDuring the year, the Recreation and NaturalResources Division helped to develop a NativeVegetation Management Plan and a RiparianCorridor Management Plan for the city. Inputwas also provided for the design and projectmanagement of the Wollongong Bushfire AssetProtection Zone Risk Management Study, incollaboration with consultants and fireauthorities. Considerable resources were alsoused in the preparation of projects for the2003/04 environment fund.The Discovery Centre program is growing fromstrength to strength with 13,463 adults andchildren participating this year. The widespreadaudience appeal and industry recognition islargely due to the program’s highly original andvaried content. This is mainly developedin-house by the program’s educationcoordinator.performance against objectives> > >61Education Centre Participants16,00014,00015,63812,00013,46310,0008,0008,3418,45010,1036,00098/99 99/00 00/01 01/02 02/03

community & cultural services > > >program goal Our mission is to provide community andcultural services and facilities that enhance our community’squality of life.key results 02-03 The Drop In program continues to behighly popular with the city’s young people • Projectcommenced that provides support and a social outlet foryoung deaf and hearing impaired people in Wollongong• Ongoing success of the respite options service •Introduction of an Access Award program to encourage localbusinesses to include access in their normal way of doingbusiness • Commencement of a Retirement Options programfor people over 55 years of age to provide social andrecreational opportunities in mainstream communityactivities • Dapto Ribbonwood Centre continues to recordgood visitation rates • Kemblawarra Community Hallidentified as the possible site for a new Aboriginal culturalfacility • Investigation into the transport needs of the localAboriginal and Torres Strait Islander community • Furtherprogress in establishing a new community centre at Thirroul• Vibrancy and diversity of cultural life within our citycelebrated at the Viva la Gong Festival.the year ahead • Plan and conduct youth week in April •Conduct regular school holiday programs • Coordinate thePurple Ribbon Month Campaign • Develop the multiculturalaccess project • Further develop social crime preventionstrategies • Proceed with the development of ThirroulCommunity Centre and Library • Further the establishmentof a new Aboriginal cultural centre • Coordinate and promoteregional museums to promote cultural tourism, image andidentity • Improve urban amenity through public artsolutions and place making projects • Consolidate anddevelop the Viva la Gong Festival.Council continues to resource and supportcommunity based children’s services and hasliaised with government and peak groups toachieve an adequate level of quality services inthe Wollongong area.62> > >community & cultural servicesexpenditure $7.771Mcommunity & cultural servicesincome $2.999MPerforming Arts Centre$0.684mArt Gallery$0.689mCultural Services$0.589mCommunity Facilities$2.320mYouth Services$0.590mCommunityDevelopment$1.505mChildren’s Services$0.164mAged & Disabled$1.231mPerforming Arts Centre$0.029mArt Gallery$0.029mCultural Services$0.231mCommunity Facilities$1.045mYouth Services$0.107mCommunityDevelopment$0.441mChildren’s Services$0.023mAged & Disabled$1.093mCommunity & Cultural Services $7.771mCouncil $157.456mprogram expenditure compared to total council budgetCommunity & Cultural Services $2.999mCouncil $154.097mprogram income compared to total council budget

community & cultural servicesperformance against objectivesYouth ServicesRole of FunctionThis function provides programs and servicesfor young people between 12 and 24 years ofage. Key activities are the planning anddevelopment of Council and community basedactivities, service provision through theWollongong Youth Centre and thedevelopment of partnerships between serviceproviders to meet the needs of young people.Strategic Direction 2002-2006• Enhance the delivery of a range of flexibleservices for young people at the youth centrewith regard to the recommendations of theYouth Advisory Committee.• Promote best value and innovative servicesand facilities to meet the needs of youngpeople.Results Against Objectives 2002-2003Strategies Relevant to Young PeopleTwenty-two strategies were identified for youngpeople in the social/community plan for actionthis year. Of these, Council was thestakeholder in 16 strategies with the outcomethat all bar one was either completed or in thedevelopment stage at year’s end. Projectsincluded implementing recommendations fromthe Neighbourhood Youth Work ProgramReview, supporting a newly recruited YouthAdvisory Committee, and providing Links toLearning courses for those either at risk ofleaving school early or unemployed earlyschool leavers.Youth Services and ProgramsA range of programs was delivered during theyear, primarily through the Wollongong YouthCentre. These attracted 12,159 young peoplecompared to 13,977 the previous year. Thedecrease may be reflective of temporary staffand the closure of the music rehearsal spacefor two months whilst major equipment repairswere carried out. The Drop In programcontinued to be one of the most popularactivities, with 5,950 young peopleparticipating in the program, an increase of327 over last year. This can be attributed tomaintaining young people’s interest, fromtargeted programs to mainstream programs,particularly with disadvantaged young people.A customer satisfaction survey was carried outin April 2003 of both young people accessingthe youth centre and a broad range of serviceproviders. Overall, the response was verypositive with 68% of providers having theirexpectations met and 77% happy with theservices provided. Of the young peoplesurveyed, 97% were happy with the servicesand 95% found the staff to be friendly. Allexternally funded programs including theannual Youth Week program, the Links toLearning project, and the graffiti activity, fundedby the Attorney General’s Department, yieldedexcellent evaluations, as did the service’s ownprograms.Art Programs and Exhibition SpaceThe centre’s Drop In area now devotes twowalls to an exhibition space for use by youngartists seeking a wider audience for their work.This includes young people who produce artwork through our own programs. The YoungWomen’s Body Image project, ReconciliationWeek project, Youth Week, and the Drop Inprogram, all incorporated art workshops intotheir activities as a way for young people toexpress themselves creatively, explore issues,and have fun. The resulting art exhibitions andlaunches provided a focal point for eachprogram and its participants. Young peoplehave gained a sense of achievement andprovided others and users of the centre with acolourful and thought-provoking backdrop.Approximately 150 young people contributedart works to the exhibition space in 2002/03.Deaf Youth ProjectAfter four years of developmental work andcommunity consultation, Youth Services tookon the direct provision of this program inJanuary 2003. The project provides supportand a social outlet for young deaf and hearingimpaired people. Although target numbers aresmall, this group experiences a high degree ofisolation within the school system and in familynetworks. Youth Services has worked with aproject advisory group to set up a weeklyactivities group at the centre, supported by adeaf youth worker. The program has beengoing for three months and is the only one ofits kind in the state. Participants range in agefrom 12 to 17 years and have embraced avariety of activities, such as basketball, tabletennis, art and drama workshops. Integrationinto the mainstream Drop In program and thecross-over of generalist youth workers toprovide activities are major successes to date.> > >below: Daryl Brown, Alison Broadbent, VimalaColless and Mick Jones, all members of Council’syouth services team. The Wollongong YouthCentre is the flagship for youth activities in thecity and is well patronised in the variety ofactivities staged there on a regular basis.performance against objectives63Wollongong Youth CentreDrop In Attendance8,000Wollongong Youth CentreAttendance at Entertainment5,0006,0004,0006,3455,5274,5265,6235,9504,0003,0002,0002,4883,2094,0713,700*3,2412,0001,000098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03*No ‘pay for entry’ gigs held in fourthquarter due to the ‘community workerentertainment’ position remaining vacant.

commercial developmentperformance against objectivesTourist ParksRole of FunctionThis function is concerned with the operation,management and development of Bulli,Corrimal and Windang tourist parks to optimisethe financial return to Council. It also promotestourism by providing industry-leading amenitiesto visitors and tourists. Key activities includetourist park operation, the maintenance ofgrounds, buildings and surrounds, and theirmarketing and promotion.Strategic Direction for 2002-2006• Further develop tourist parks to a standardthat leads the industry, meets the demands ofcustomers and the community, and providesthe optimum return on Council’s asset.• Increase the range and amount of on-siteaccommodation and facilities to cater forchanging industry trends.• Use the tourist park strategic plan as ablueprint for the redevelopment of the parks.Results Against Objectives 2002-2003Increased Operating SurplusThe increase in operating surplus is due toadditional revenue generated by the installationof 11 replacement cabins at Bulli and Windang.Their impact was most evident at Bulli wherethey were located on waterfront sites. Corrimal,however, has continued its downward trend.This is mainly due to its ageing infrastructure.Further refurbishment of this park shouldredress this issue.Increased Occupancy RatesThe average annual occupancy rate for allon-site accommodation rose from 61% to 65%in 2002/03. This was mainly due to upgradedaccommodation at Windang and Bulli touristparks. While this figure fell below our target of69%, it is well above the 52% our competitorsare achieving.Customer Satisfaction LevelsCustomer feedback forms indicateperformance above target levels in the areas ofcustomer service and cleanliness. However,our target of 90% customer satisfaction wasnot achieved for value for money andmaintenance. This may be due to the lack offacilities at our parks compared to thoseoffered by our competitors. Nevertheless, theoverall result was very pleasing with all areasrecording satisfaction levels of 85% or higher.Refurbishment of the Tourist ParksRefurbishment of the three tourist parks is anongoing process, however much has beenachieved this year. Eleven older standardcabins were updated with modern cabins,generating revenues higher than estimated andboosting overall operating surplus. Fiveadditional cabins were installed at Bulli and,whilst not providing any revenue this year, areexpected to generate increased revenues inyears to come. Landscaping around the newcabins at both Bulli and Windang has beenimproved, as has security and receptionfacilities at Corrimal. This provides patrons withan aesthetically pleasing amenity and a safeand welcoming holiday haven.Promoting the Tourist ParksParticipation in the Short Breaks campaign,leading into the winter period, along withincreased exposure on the Internet, have bothled to increased patronage at the parks,particularly during non-peak periods. While theTourism NSW Short Breaks campaign,accessed through Tourism Wollongong, ran inthe Sydney press from 20 May 2002. Thespecial package Council advertised throughthe campaign was valid until the 23 December2002. Therefore, in addition to the 87 bookingsand $15,652 in revenue reported last financialyear, the campaign also generated a further 66bookings and $12,277 in 2002/03.Promotion on the Internet has generatedapproximately 156 bookings and $40,371 inrevenue. The impact on occupancy rates isparticularly evident between July andDecember 2002. These are historically lowperformance months but are now recording anaverage increase of around 9% per month.Crematorium & CemeteriesRole of FunctionThis function is concerned with the provision ofquality crematorium, cemetery and memorialfacilities to residents of the Illawarra andsurrounding areas, including the Sydneymetropolitan region. Key activities includegarden placements and development, gravepreparation, and the operations andmanagement of the cemeteries andcrematorium.Council’s strategic plan for tourist parks willensure that they not only satisfy customer andcommunity demands, but establish a newindustry benchmark.> > >performance against objectives49On Site Average AnnualOccupancy100%80Combined Tourist ParksSurplus1.75$M1.506059636461651.251.28940201.000.751.0721.1290.9721.066098/99 99/00 00/01 01/02 02/030.5098/99 99/00 00/01 01/02 02/03

commercial development > > >Strategic Direction for 2002-2006• Achieve best practice standards byimproving those services and facilities identifiedthrough networking and industry benchmarkingas well as customer feedback.• Upgrade the presentation of the cemeteriesand crematorium and create a range ofmemorial options that meets customer needs.• Continue to ensure that the diverse culturalneeds of the community are met in theprovision of burial and cremation services.• Ensure that all records are maintained,protected and available for access inaccordance with legislative requirements.Results Against Objectives 2002-2003Maintaining Market ShareDuring 2002 /03, the overall number ofcremation and burial services in Wollongongrose by 49 compared to the previous year.This was due to the significant increase of 63cremation services, offsetting a decrease of14 burials.Of the 1,970 burial and cremation servicesundertaken in Wollongong, Council provided1,382 services. This represents our overallmarket share as 70%, reflecting a 2% increaseon the 68% achieved the previous year.A breakdown of this figure into cremation andburial services shows that both areasexceeded their targets during the year.In relation to cremation services, the resultsshow a slight improvement. The total numberof cremation services provided in Wollongongthis year was 1,492 with Council undertaking1,152. This reflects a 77% market share, amodest increase of 1% over 2001/02.On the other hand, whilst the overall number ofburials in the Wollongong area decreased by14 services, Council increased its services bysix. As a result, we provided 210 burials fromthe total number of 478. This is reflected as anincreased market share of 5% from theprevious year. Our market share for burials isnow 48%.Maintaining Memorialisation RatesA significant percentage of the crematorium’sincome is from memorialisation of crematedremains in gardens located at the WollongongCity Memorial Gardens and Bulli, Scarboroughand Helensburgh cemeteries. Memorialisationfigures for the year were 32%, whereas thememorialisation rate for the previous yearequated to 34% (final memorialisation figure for2001/02 of 35%). It should be noted thatCouncil allows its customers up to 12 monthsto decide the disposition of cremated remains.Disposition of AshesThis year, 59% of ashes were collectedcompared to the previous year’s collection rateof 57%. However, this year has an outstandingpercentage of 3% of cremations withoutdisposition instructions. This has the potentialto impact on the final yearly averagepercentage for ashes placed at memorial.Special Commemorative ServicesAs in previous years, special commemorativeservices were held at the crematorium forChristmas, Mothers Day and Fathers Day.These were extremely well attended, with eachservice attracting between 220 and 300people. This initiative continues to receive verypositive feedback from our clients and Illawarrafuneral directors. The donations received frompeople attending these services were directedto various local and national charities.Major Activities and ProjectsRecent installation of a backup generator atthe crematorium has improved safety andreduced overall risks to staff, the general publicand to Council assets.In conjunction with Forté Marketing & Design,crematorium employees produced brochuresdetailing services provided by the crematoriumand cemeteries. These will be used to creategreater public awareness of these facilities.Site management plans for all facilities withinthe crematorium and cemeteries werecompleted as part of new OH&S regulations.Transfer of Records to ComputerWork continued on a five-year project totransfer paper and microfiche burial records atWollongong Cemetery to computer database.By year’s end, all burial permits from 1967 topresent day were fully entered, whilstpre-1967 burials were 55% complete for theAnglican portion, 30% complete for Catholicportion and 55% for other smaller sections.Franca Quinn, Wollongong City MemorialGardens. Council continues to meet the diversecultural needs of the community in the provisionof burial and cremation services.50performance against objectivesCrematorium Market ShareCemetery Market ShareNumber of BurialsNumber of Cremations100%100%6001,5008060787777767780605004004675081,2501,0001,3491,2931,0951,0921,152404047474746483007502020200223224210500098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/0310098/99 99/00 00/01 01/02 02/0325098/99 99/00 00/01 01/02 02/03

waste management > > >program goal Effective management and minimisation ofwaste collection and disposal whilst encouraging commercialand residential recycling.key results 02-03 The waste management sectioncontinued to receive widespread recognition for itsinnovative projects and activities • Significant effort wasmade to educate the community on good recycling and wastemanagement practises • A glove renewal program is beingimplemented to dramatically reduce the number of glovessent to landfill • The free syringe disposal program continueswith over 20 pharmacies participating • Major advertisingprogram launched to reduce the amount of contaminationto residential recycling bins • An irrigation scheme has beendesigned for the three fairways at Russell Vale Golf Course.the year ahead Improve the performance of the domesticgarbage, recycling and green waste collection services •Promote domestic garbage, recycling and green wasteservices • Promote annual clean up services • Investigatethe possibility of using multipurpose recycling banks •Establish a materials receiving/transport facility at theWollongong Resource Recovery Park • Provide additionalbins in commercial areas, public reserves and beaches •Improve the cleanliness of streets and public areas •Evaluate the SWERF project • Implement new technologiesat the waste disposal depots.above: Council has implemented awarenessprograms and extensive community education inall aspects of recycling and waste management.right: 2,400 people attended workshops atGlengarry Cottage waste education during theyear.> > >51waste managementexpenditure $18.658Mwaste managementincome $17.698MDisposal$4.185mDisposal$6.878mCollection &Recycling$11.780mCollection &Recycling$13.513mWaste Management $18.658mCouncil $157.456mWaste Management $17.698mCouncil $154.097mprogram expenditure compared to total council budgetprogram expenditure compared to total council budget

waste management > > >Collection and RecyclingRole of FunctionThis function involves the collection andrecycling of domestic solid waste services to allhouseholds within the city, and the provision ofstreet cleaning and litter collection services. Italso manages contracts for the provision ofcollection services for domestic waste, greenwaste and recycling. Key activities include theimplementation of extensive communityeducation and awareness programs.Strategic Direction for 2002-2006• Promote ResourceNSW’s managementhierarchy of ‘avoid, recover and dispose’.• Improve the cleanliness of streets and publicareas.• Promote the domestic recycling service.• Establish a revolve/re-use centre.• Review the ongoing need of current recyclingfacilities given the increasing operationalcapacity of SWERF.Waste Management PoliciesCouncil is firmly committed to the reduction ofwaste to landfill. The domestic waste collectionservices consist of weekly garbage services,fortnightly recycling and green waste servicesand an annual clean up service. Residentshave a price incentive to use small capacitygarbage bins and at present approximately95% of households use the 80 litre or 120 litregarbage bin.The pricing structure and provision of greenwaste and recycling facilities at the wastedisposal depots at Helensburgh and WhytesGully also encourage residents to reduce theamount of waste disposed of by landfill.ResourceNSWIn 2003, ResourceNSW published its WasteAvoidance and Resource Recovery Strategy.This will guide the efforts of state and localgovernment agencies, industry and thebroader community in waste prevention andavoidance, re-use and recycling.Waste LevyThe waste levy applicable to the Illawarra,Hunter and Central Coast regions will rise inJuly 2003 from $9.60 to $11.30 per tonne, inaccordance with CPI increases and theprovisions of the current legislation for annualincreases of $1.50 per tonne.Results Against Objectives 2002-2003Waste Collection and RecyclingDomestic waste and recycling collectionsremained essentially the same as the previousyear, in spite of increased services. However,the collection of green waste recorded lessvolume, due to dry conditions experiencedfrom the second half of 2002 until late March2003. A detailed audit was undertaken duringthe year to assist with the review of ourdomestic waste services. The sustained highperformance levels that were recorded are adirect result of the varied waste managementinitiatives provided to the community.Industry Recognition and AwardsThe Waste Management section continues toreceive widespread recognition for itsinnovative projects and activities. Three majorawards were received this year: first place inthe Metro Pride Awards, second place in theNational Steel Can Recycling Awards and firstprize in the Aerosol Industry Awards for BestSupport of Recycling in Australia for 2003.Activities at Glengarry CottageOnce again, significant effort was made toeducate the community on good recycling andwaste management practices. Activities held atGlengarry Cottage Waste Education and VisitorCentre in 2002/03 attracted some 2,400people to one or more workshops, with afurther 541 people visiting the centre to inspectthe facility and experience the activities onoffer. Special programs held at the cottageincluded a two week Spring into Glengarryevent in September 2002 offering a range ofpractical workshops for residents; activities aspart of the Wollongong Garden Festival; and aGet Back to Basics range of workshops forpensioners in Seniors Week. In addition, schoolholiday activities were held in July and October2002, and in January and April 2003.Installation of Colour Coded SignageThe installation of colour coded signs withinthe grounds and low waste gardens atGlengarry Cottage now allow visitors toconduct their own discovery tours. Informationis provided on the features and benefits of thevarious types of shrubs, mulch and groundcover used.Rod Wallace from the green team educating thecommunity on the environmental benefits ofworm farming at Glengarry Cottage.> > >52performance against objectivesNumber of Garbage ServicesProvidedAmount of Recycling MaterialCollectedRecycling ServiceParticipation RateRecycling Bin NumbersCommercial, Hospitality& Retail Premises80,00016,000Tonnes100%60075,00070,00065,00069,35369,94571,09871,29572,06715,00014,00015,83515,25014,72414,34814,490806040868889898840020031734939042444360,00013,0002055,00098/99 99/00 00/01 01/02 02/0312,00098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

waste managementperformance against objectivesGlove Renewal ProgramA glove renewal program is being implementedacross Council that will dramatically reduce thenumber of gloves sent to landfill and supportsthe Flagstaff Group, a local organisation whoseprime goal is to provide employment for peoplewith disabilities. Council consumes in excess of10,000 gloves per annum. As some types ofgloves can be recycled up to seven times, thisprogram will ensure that gloves are rigorouslycleaned and sanitized prior to re-use.Waste Information on the InternetAll waste management and minimisationinformation can now be easily accessed onCouncil’s website. Collection information,annual household clean up, a range of wastefact sheets, information on the SWERF (SolidWaste and Energy Recycling Facility) anddetails of school competitions are just some ofthe waste topics available.Free Syringe DisposalCurrently, 22 pharmacies participate in the freesyringe disposal program. The service wasagain promoted during Diabetes Week 2002.RUM - Return Unwanted MedicinesIn December 2002, brochures promotingReturn Unwanted Medicines Week weredistributed through our libraries and communitycentres. The brochures were in English andseveral community languages. The RUMprogram operates year round and invitesresidents to return any unwanted medicines totheir local pharmacy.Bag Yourself a Better EnvironmentThe Bag Yourself a Better Environmentpromotion was conducted in March 2003 withresidents asked to bring in 20 or moresupermarket bags. In return, each receivedone calico bag free of charge. This successfulactivity resulted in 900 calico bags beingdistributed and over 18,000 supermarketplastic bags being collected.Downsizing the Red Top Garbage BinA campaign was conducted through Januaryand February 2003 to encourage residents toreduce the size of their red top garbage bins. Atotal of 270 residents took on the challenge,which equates to a drop in garbage collectioncapacity of 7,440 litres.Waste Service Information KitsAn annual waste information kit is distributed toall Wollongong households. The 2002/03 kitcontained a collection calendar, a householdclean up leaflet and a booklet outlining the fullrange of Council’s waste services.Welcome to Wollongong KitA welcome kit was mailed to all new propertyowners in the Wollongong local governmentarea. The kit contains information on how touse the waste bins correctly, along with anannual household clean up brochure, wastedepot information, a collection calendar and aletter of welcome to the neighbourhood.Supplies of the kits were also delivered to realestate agents who distribute them when newtenants move into multi-unit dwellings.Sponsorship and Community EventsLarge recycling collection bins were trialed atthe Viva la Gong Festival, with bin monitoringservices provided by local scout and venturergroups. Outfits made from recycled materialswere also on display in the front windows ofDavid Jones for the duration of the event.Participation in other community eventsconsisted of waste management displays,education, surveys, competitions and wasteworkshops on behalf of the Thirroul SeasideFestival, the Stormwater Family Fun Day atFairy Meadow and the Dapto Street Fair.Competitions to Promote WasteManagement and MinimisationTwo school competitions were conducted thisyear for all infants and primary schools in theWollongong area. The Ten Commandmentscompetition required students to develop tencommandments for each of the Avoid, Re-useand Recycle categories with the award winningschools being Wollongong Primary andCorrimal Primary. While, the Waste and ItsImpact on the Environment competition invitedprimary students to construct a model thatreflected this topic, infants students were givenan activities sheet to complete. As a specialcompetition incentive, a subsidy on bustransportation to Glengarry Cottage wasoffered to the first five schools booking aworkshop at Glengarry. Fifteen schoolssubmitted 270 entries with the prize winnersbeing St John’s Primary School at Dapto,Coniston Primary School and St TheresePrimary School, West Wollongong.> > >Council’s green team: from right, Fiona Netting,Vicki Curran, Michelle Robinson and RodWallace are enthusiastic and committed toeducating and encouraging the community in allaspects of waste management. An annual wastemanagement kit was distributed to allhouseholds in the area.Waste Wise Campaign and Other Mediaperformance against objectives53Domestic Recycling ServiceContamination2.0KG1.941.971.931.51.501.01.090.50.098/99 99/00 00/01 01/02 02/03

waste management > > >Waste Wise Campaign and MediaAdvertisingA major advertising program was launched inFebruary 2003 designed to reduce the amountof contamination to residential recycling bins.The campaign focuses on an animatedcharacter, Wil. B Wise, who communicatessimple messages regarding the main sourcesof contamination. The concept behind thecampaign was to deliver these in an eyecatching and entertaining manner. Thecampaign employed a series of television andpress advertisements developed by FortéMarketing and Design. In addition, the fullrange of waste services appears in theAdvertiser each week. Regular media storieswere also published on syringe disposal,recycling, making recycled gifts, managinghousehold waste, worm farming, compostingand Glengarry Cottage.Recycling Cages at the City’s BeachesA six week trial of recycling cages wasconducted at Bulli, Austinmer and Thirroulbeaches to promote greater recycling rates atthese facilities and to reduce the amount ofwaste going to landfill. Due to the success ofthe trial, five additional cages were installed atStanwell Park, Corrimal, North Wollongong,Wollongong City and Port Kembla beaches.Installation of 240 Litre Litter BinsThe programmed installation of 240 litre litterbins throughout the city is now complete. Atotal of 429 requests were received for theremoval of litter. These were all acted upon.Green Team ActivitiesThe Green Team continues to educate thecommunity in the correct use of the domesticwaste collection service. Visits were made to936 households to resolve problems in utilisingthe service. The team also delivered wastereduction presentations to 14 schools and 18community groups.National Recycling WeekA number of activities were conducted forNational Recycling Week in November 2002including tours of the Whytes Gully landfill siteand the materials recycling facility. A wasteminimisation flyer, along with media advertisinghelped raise community awareness.DisposalRole of FunctionThis function manages the disposal of solidwaste generated within the city. Key activitiesare landfill management, environmental control,and waste disposal depot management.Strategic Direction 2002-2006• Meet the requirements of ResourceNSW.• Continue to develop Whytes Gully WasteDisposal Depot as a centre for excellence forwaste avoidance and minimisation.Key Objectives for 2002-2003Meeting Requirements of ResourceNSWAll requirements by ResourceNSW were metduring the year.Waste Disposal Depots OperationsBoth Whytes Gully and Helensburgh landfillsites are licensed by the EPA, withdevelopment consent granted for theconstruction of two new leachate dams atWhytes Gully in 2002/03. These dams willprovide the storage levels required to meetEPA storage requirements during extremerainfall events. A contract was also awarded toURS/PET Australia to construct an ammoniatreatment plant for the leachate from WhytesGully that is discharged to sewer. The SydneyWater Trade Waste Agreement requires Councilto reduce ammonia levels prior to disposal tosewer. These two projects are important toensure that we continue to comply withrelevant operating requirements.Russell Vale Golf Course IrrigationRussell Vale Golf Course has a small leachatedam used to collect the groundwater from thecompleted landfill that was previously on thesite. In the past, this leachate was dischargedto sewer. However, an irrigation scheme hasbeen designed to allow the leachate to bemixed with fresh water and used to irrigatethree of the fairways on the course. Theirrigation project was completed in 2002/03and is so successful that all the leachate isnow used on the irrigation of the three fairwaysand the Trade Waste Agreement for the sewerdischarge has been cancelled. The threefairways in this project are the only fairwaysbeing irrigated via this system and there issignificant improvement in the standard of thispart of the course.Council has continued to develop Whytes GullyWaste Disposal Depot as a centre for excellencein waste avoidance and minimisation. Allrequirements by ResourceNSW were metduring the year.54performance against objectivesGreen Waste CollectionServiceAmount of Annual Clean UpMaterial CollectedAnnual Clean Up ServiceWaste Disposed to Landfill100%2,000Tonnes1,000Tonnes140,000Tonnes8060402051515156531,7501,5001,2501,3881,5411,5171,5841,808800600400200478741762806946120,000100,000131,000118,933110,273109,21494,000098/99 99/00 00/01 01/02 02/031,00098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/0380,00098/99 99/00 00/01 01/02 02/03

ecreation & natural resources > > >program goal To meet the recreational, sporting and leisureneeds of the community, including tourists. To work with ourcommunity in providing a range of programs and servicesthat will sustain and improve the city’s lifestyle, biodiversityand natural assets.key results 02-03 Customer feedback confirmed overallsatisfaction with the standard of park maintenance •Regular maintenance of the city’s playground facilities saw99% of these conform to Australian standards • A strategicreview of skate park priorities completed, with a final reportto be considered by Council in late 2003•A Cringila Park/Berkeley Place Manager appointed • High income levelsrecorded at Beaton Park Leisure Centre • A record numberof surf rescues were undertaken this year • Continued highvisitation numbers at the Wollongong Botanic Garden • TheGreenplan program wins the prestigious NSW LocalGovernment Excellence in the Environment Award in theNatural Environment Category • Discovery Centre activitiespresented at several national events.the year ahead Ensure consistent maintenance standards/programs for parks, sports fields, golf courses and publicplaces • Commence design of a masterplan for TowradgiPark • Review strategic priorities for skate parks • Developand enhance Gleniffer Brae’s heritage, commercial andcultural potential • Manage the ecological restoration ofnatural areas on community land through Bushcare andother initiatives • Conduct a two year place managementtrial in the Cringila Park/Berkeley precincts • ExtendWindang Surf Club • Develop a bushfire risk managementstrategy that recognises the balance between ESD and riskmanagement principles • Manage a sustainable vegetationcanopy through conservation initiatives.above: Jason Foye, a lifeguard at one ofWollongong City Council’s many beautifulbeaches. The lifeguard services team educatesthe community so that we can enjoy thespectacular beaches whilst being aware ofsafety issues.right: Hayley Mathieson utilises Beaton ParkLeisure Centre’s fitness facilities.> > >55recreation & natural resourcesexpenditure $18.570MConservation& Natural Resources$2.442mrecreation & natural resourcesincome $4.490MConservation& Natural Resources$0.395mLeisure ServicesPools & Beaches$5.009mCity Parks$8.669mLeisure ServicesPools & Beaches$0.920mCity Parks$1.284mLeisure ServicesHealth & Fitness$2.451mLeisure ServicesHealth & Fitness$1.891mRecreation & Natural Resources $18.570mCouncil $157.456mprogram expenditure compared to total council budgetRecreation & Natural Resources $4.490mCouncil $154.097mprogram income compared to total council budget

ecreation & natural resources > > >City ParksRole of FunctionCity Parks involves managing the operations ofparks, playing fields and reserves. Key activitiesare facility structure maintenance, parkmaintenance, landscape maintenance andconstruction, tree maintenance, planning andinfrastructure development, maintenance offootpaths, median strips and roundabouts, andmanagement of Russell Vale Golf Course.Strategic Directions 2002-2006• Maintain the appearance and quality of citypark assets.• Manage, conserve and enhance park assetsthrough strategic planning and operationalinitiatives.Results Against Objectives 2002-2003Maintenance of the City’s ParksCouncil’s adopted budget did not allocate anycapital funding for these activities. However,Section 94 funds were approved in November2002 to fund park furniture and otherembellishments. This work will be undertakenat Rex Jackson Park, Stanwell Park RecreationArea, Thirroul Beach, Bulli Park, NicholsonPark, Hollymount Park, Thomas Dalton Park,Market Square Park, Beaton Park, Galvin Park,Wollongong, Unanderra Recreation Area, ReedPark and Gallipoli Street Park. The Section 94funded replacement of playground equipment,park furniture and refurbish signs projects willcommence in August 2003.Customer Satisfaction with ParkMaintenanceCustomer feedback has confirmed that thecommunity is generally satisfied with staffperformance and the quality of parkmaintenance. Areas of highest satisfaction aresignage provision, and regular cutting andcollection of lawn cuttings. Park furniturecontinues to attract the least satisfaction andthis will be a financial challenge to address infuture budgets. The 2002/03 customer surveyindicated 81% of respondents were satisfiedwith the overall appearance of parks and 83%with sports fields.Maintenance of Playground FacilitiesThis year’s maintenance program for existingplaygrounds focused on repairs, modificationsand synthetic softfall upgrades. The outcomesaw 98% of the city’s entire playground assetsconforming to Australian Standards, a similarresult to 2001/02. Vandalism continues to bethe main barrier to achieving full compliance.New playgrounds were installed at ThirroulBeach Reserve, Mt Kembla Community Parkand at Happy Valley East Reserve in Corrimal.Hectares Under ManagementA total of 2,776 hectares was maintained thisyear, at an average cost of $1,900 per hectare.The average cost of residential parks was$5,030 per hectare per annum, with higherprofile parks averaging $8,090 per hectare. Anadditional 70 hectares of new parkland wasadded to our portfolio this year, representing a3% increase to the total holding.Action Requests for Work Compared toPrevious YearsA total of 1,736 park action requests werereceived this year, 129 more than in 2002/03.Common community requests include grasscutting and the clearing of parks and adjoiningproperty reserves. This steady increase in parkrequests is associated with the acquisition ofadditional land through handovers to Council.There are approximately 60,000 street andpark trees on the asset register. A total of2,607 tree maintenance requests werereceived during 2002/03, 295 more than lastyear. This follows the average trend of a 10%annual increase in requests. This growingdemand will prove to be another challenge forCouncil to meet in future budgets.Customer Satisfaction with Russell ValeGolf CourseThe golf course continues to maintain itsfacilities to a high standard and within allocatedexpenditure budget. A customer satisfactionsurvey was distributed to all members in late2002, along with a catch survey conducted onplaying days to gauge the opinions of nonmembers.Results show high satisfaction levelswith barbecue facilities, customer service andgolf lessons. A new toilet facility has beeninstalled in response to survey results and aleachate water re-use fairway irrigation systemwill lessen the impact of drought, whichaffected some survey results this year. Nonmembersrecorded a much higher satisfactionthan club members, with an overall satisfactionrating of 76%.> > >far left: Customer feedback has confirmed thatthe community is generally satisfied with staffperformance and quality of park maintenance.Results indicated 81% of respondents weresatisfied with the overall appearance of parksand 83% with sports fields.left: Craig Capaan, greenkeeper at Russell ValeGolf Course, which has again performedfavourably in maintaining its facilities to a highstandard and within allocated budgetresources.56performance against objectivesPlaygrounds Conformingto Standards100%806040208097979898Hectares of Public Open Space2,8002,7002,6002,5002,6182,6582,6802,7062,776Russell Vale Golf Course Usage60,00055,00050,00045,00050,97454,86049,63346,66445,089098/99 99/00 00/01 01/02 02/032,40098/99 99/00 00/01 01/02 02/0340,00098/99 99/00 00/01 01/02 02/03

ecreation & natural resourcesperformance against objectivesExpansion of Russell Vale Golf CourseThe Russell Vale Golf Club executive is workingwith Council officers and the University ofWollongong to develop a feasible marketingplan that will influence the design of theproposed clubhouse and amenities for thenorth-west corner of the golf course. The cluband the university are currently developing asurvey for potential users of the proposedclubhouse to identify key issues that need tobe considered in the design of the building.Golf Course Usage and IncomeTotal course rounds for 2002/03 was 45,089.This is lower than the target of 52,000 rounds.This decline in usage is consistent withAustralian golf industry trends. The Centre forEnvironmental and Recreation Management(CERM) benchmarking results for golf coursesconfirmed that Russell Vale Golf Course hadsignificantly higher visits per square metre thanthe national average.The new fee structure adopted for 2002/03has failed to reach anticipated revenue levels,due to gold cards purchased at the end of thelast financial year still being active in thiscurrent period. Despite not achieving incometargets, the course still managed to return asmall operating surplus.Replacement of Flagstaff Hill FenceDuring the year, funding was made available forthe replacement of Flagstaff Hill fence. The$112,000 tender was approved during thefourth quarter with the successful contractordue to commence installation in late 2003.Sport Facility Planning ProcessIn 2002/03, the Sports Liaison Committeenominated a range of projects through thesports facility planning process that wassubsequently adopted by Council. In priorityorder, these were the design of the Dapto poolredevelopment, lighting to North Dalton Park,Wollongong Tennis Courts administration,design of the extension to amenities atHollymount Park, and security and traininglights at Coniston Lions Soccer Club. Theresolution adopting the priorities includedsupport for the use of the Dapto PoolRedevelopment Reserve ($500,000) for thedetailed design of stages two and three of theadopted masterplan, and the use of the NorthDalton Park Reserve ($130,000) for the NorthDalton Park Development lighting project.New Reed Park Tennis/Cricket AmenitiesAgreement has been reached with the cricketand tennis clubs on the proposed design andcosting of the proposed amenities building.The Sports Liaison Committee will consider theproject for inclusion in the 2003/04 corporateplan.Masterplan for Rex Jackson OvalCommunity stakeholders in Helensburgh arecurrently documenting and prioritising all issuesrelating to the park including the proposedskate facility. Once these are prioritised,detailed planning can proceed. A developmentapplication will then be prepared and fundingopportunities pursued for installation of theskate facility and other embellishments to RexJackson Oval.Review of Skate Park PrioritiesRecreation and Natural Resources Division hasrecently completed a strategic review of theproposed locations for skate facilities within theWollongong area. A combination of publictransport information, demographic data,community requests, user surveys andconsultation with neighbourhood committeeswas used to determine the most appropriatelocations for skate facilities. A final report willbe considered by Council in late 2003.Community Involvement in Managementof Cringila Park and Berkeley PrecinctsSignificant community consultation has takenplace in planning for the appointment of aCringila Park/Berkeley Place Manager. Theoutcome will see a two year trial of this positionto commence in July 2003. The principalobjective behind the proposal is to facilitateimprovements to the precinct by establishingvalue adding partnerships with business,government and non-government sectors, incollaboration with the community.Leisure ServicesRole of FunctionThis function is responsible for themanagement and upkeep of Council’sswimming pools, beaches and leisure facilities.Key activities include management ofchlorinated, salt water and tidal pools, beachand pool lifeguard services, employee healthprogram, commercial leisure centres andliaison with surf lifesaving organisations.right: It was a busy year for our lifeguards witha record number of beach rescues. The majorityof these were performed outside the flaggedbeach areas.below right: Both Beaton Park and Lakesideleisure centres experienced increased incomelevels in 2002/03.> > >performance against objectives57Beach RescuesSurf Sense ParticipantsPool Attendances1,50018,0001.30Million1,0001,40616,00016,9001.201.101.2350062043246146714,00012,00013,03313,14114,30014,5371.000.900.970.921.031.10098/99 99/00 00/01 01/02 02/0310,00098/99 99/00 00/01 01/02 02/030.8098/99 99/00 00/01 01/02 02/03

ecreation & natural resources > > >Strategic Directions 2002-2006• Develop commercial competitive leisurecentres.• Optimise the reach and impact of our wastesafety education programs.• Strategically plan for and develop leisureservices and facilities.Results Against Objectives 2002-2003Community Safety at the BeachA record number of rescues were undertakenthis year. The majority of these were performedoutside the flagged areas of the 17 patrolledbeaches. Large seas and unseasonably hotweather also attributed to the high workload ofthe lifeguards.Council’s award-winning Surf Sense watersafety education campaign continues to growwith 14,537 primary school children from theWollongong, Campbelltown and the SouthernHighlands areas participating in 2002/03. Theinitiative was again supported by grant fundingthrough the NSW Government’s Safe Waterscampaign. This year’s program featured a newformat developed by Forté Marketing, includingthe design of new workbooks and theintroduction of giveaways, such as temporarytattoos. These were a great success withexcellent feedback received from schools.Safe and Efficient Tidal Rock PoolsCouncil conducted 98 rock pool cleans thisyear, compared to 73 the previous year. Theaverage cost per clean was $2,437.Maintaining the City’s Aquatic FacilitiesThe city’s eight aquatic facilities recorded1.10 million visits this year, a reduction over2001/02 results, which were 1.23 million.During the year, major improvements werecompleted to these facilities including solarheating at Helensburgh pool and landscaping,windbreaks, shade structures, kioskembellishments, and heat plant improvementsto Corrimal pool. At the Western Suburbs pool,landscaping and windbreaks were installed inlate 2002 to complement the pool blankets.However, weather conditions and vandalismprevented full commissioning of the blankets,but these should be fully operational for the2003 swimming season.Water Quality Within Public HealthStandardsWater quality in 2002/03 continued to achievestandards set by the NSW Department ofPublic Health.Customer Satisfaction with the City’sAquatic FacilitiesThe recent community survey undertaken bythe Illawarra Regional Information Serviceshows that the community considers the city’saquatic facilities to be of high importance andwas highly satisfied with these facilities.The City Swim ProgramThe City Swim program once again proved tobe highly popular, with enrolment levels similarto previous years. A total of 1,718 childrenparticipated in this year’s program.Income From Leisure CentresBeaton Park and Lakeside leisure centresprovide quality, cost effective services to meetthe needs of members and casual users. Bothcentres experienced an increase in incomeduring 2002/03. In the case of Beaton Park,there was unprecedented growth inmembership income, with net income being$1.43 million. This was a direct result fromsignificant capital investment in new gymequipment. The growth for Lakeside, however,was much more modest with $0.3 million inincome, compared to $0.29 million the yearbefore. This is attributed to an increase inmembership revenue since the introduction ofnew pin loaded fitness equipment inSeptember 2002.Cafe Facility at Beaton Park LeisureCentreA client survey undertaken in 2001demonstrates the feasibility of establishing apermanent facility within the Beaton Parkcomplex. However, due to other on-site assetpriorities, such as the replacement of the roofdome, detailed construction drawings will notbe required until 2004/05.Track Resurfacing at the IllawarraRegional Athletics CentreCurrent track reserve balances and ongoingcontributions are consistent to ensure there willbe sufficient funds to pay for resurfacingrequirements in late 2004. The works arescheduled for August and September of thatyear, following the Olympic Games.58performance against objectivesBeaton Park Leisure CentreOverall UseBeaton Park Leisure CentreIncomeLakeside Leisure CentreIncomeCity Swim Enrolments500,0002.0$M0.4$M2,000460,000420,000380,000411,898447,525433,450419,645415,1891.51.01.251.361.341.371.430.30.20.230.250.340.290.301,5001,0001,4261,5491,6351,7941,718340,0000.50.1500300,00098/99 99/00 00/01 01/02 02/030.098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

ecreation & natural resourcesperformance against objectivesEmployee Health ProgramThe Employee Health Program is a valuableservice that provides a convenient fitnessfacility for our employees and their families. Thefacility continues to be well used and achievesa high satisfaction rating with members. Thisyear customer satisfaction consistentlyexceeded 90%. Whilst the aim is to achieve acost neutral situation, a small surplus wasrecorded by year’s end.Conservation & NaturalResourcesRole of FunctionThis function incorporates vegetationmanagement, environmental restoration, localbiodiversity and improving environmentalawareness. Key activities are management ofthe Wollongong Botanic Garden and annexes,Gleniffer Brae Manor House, botanic gardennursery, environmental education and theDiscovery Centre, administering the TreeManagement Order, restoration of natural areasand management of the Bushcare program.Strategic Directions 2002-2006• Develop a regional botanic garden ofexcellence.• Develop and enhance Gleniffer Brae’sheritage, commercial and cultural potential.• Manage and enhance the city’s vegetationcover and biodiversity through strategicplanning, operational initiatives and communityinvolvement.• Develop regional and local partnerships tocoordinate natural resource managementissues.• Implement a NSW Coastal Policy throughCoastcare, green corridors, Illawarra Landcare,wetland protection and total catchmentmanagement.• Develop a bushfire risk management strategythat recognises the balance between ESDprinciples and risk management.Results Against Objectives 2002-2003Visits to the Wollongong Botanic GardenThe botanic garden continues to be a highlypopular and well used community facility. Thisyear’s figures were approximately 10,000 visitshigher than the previous year and reflect highcommunity satisfaction with this beautifulregional attraction. It is expected that evengreater numbers will visit the botanic garden infuture years, due to a number of new initiativesand an expansion of promotional activitieswithin its grounds.Inaugural Artist in Residence ProgramThe very first Artist in Residence Programcommenced in the botanic garden during theyear with the internationally renownedphotographer Jane Davenport in residence.Jane Davenport spent over 12 monthsexploring the garden and photographingspectacular and colourful macro images ofbugs and insects never seen before. Her workwill be exhibited early in the new financial year.Introduction of a Tour BusThrough the donation of a minibus by a localresident and the Friends of the Garden, a newdimension has been added to the botanicgarden’s services. It has already proved apopular addition with both local residents andtourists alike, with bookings increasing for thespring period. Proceeds raised from the toursmaintain its operations and provide the Friendsof the Garden with another income stream thatcan fund future projects. The bus is also usedby staff and the Friends of the Garden to visitother botanic gardens and sites of interest.Solar Heating Installed into NurseryGlasshousesIn late 2002, the nursery heating system forpropagation benches was changed fromelectricity and gas to solar. This $15,000project has significantly reduced heating costsfor the glasshouse. The new system is at thecutting edge of environmental best practiceand considerably reduces the use of fossilfuels, providing consistent low cost warmth tothe propagation benches. It is anticipated thatthe system will be expanded in the future toheat a potting mix pasteurising system, hotwater for staff amenities and atmospherictemperature within the glasshouses.Landscaping Works at the BotanicGardenLandscape distribution is similar to last year,even though drought had an impact onplant-outs. Distribution is slightly lower due tothe prolonged drought conditions.left: The City Swim program once againproved to be highly popular, as did ouraward-winning Surf Sense water safetyeducation campaign, which continues togrow. This year, the program reached14,537 primary school children inWollongong, Campbelltown and theSouthern Highlands.right: Gleniffer Brae manor house remains apopular venue for functions and weddings,as well as being home to the IllawarraConservatorium of Music.performance against objectives> > >59Botanic Nursery PlantDistribution55,000Botanic Garden Attendance200,00050,00045,00040,00049,93151,69845,900180,000160,000140,000200,000162,897195,06435,00030,00036,33734,88898/99 99/00 00/01 01/02 02/03120,000100,000123,277132,79198/99 99/00 00/01 01/02 02/03

ecreation & natural resources > > >ResourceNSW PartnershipResourceNSW and the Wollongong BotanicGarden have developed a draft wastemanagement plan for the botanic garden. Oneof the issues raised in the plan was the re-useof green waste; with an opportunity to developpotting mix from the garden’s own greenwaste. Planning for the implementation of largebulk storage bins took place during the yearwith a view to construct them during 2003/04.Wollongong Botanic Garden also hosted, inconjunction with ResourceNSW, a workshopfor all professionals involved in the green wasterecycling industry. The workshop promoted theHealthy Parks program developed byResourceNSW and was a great success.Starlit CinemaThe botanic garden continued to run a starlitcinema to residents and visitors of Wollongongincluding the successful screening of HarryPotter and the Chamber of Secrets andLantana with hundreds of people enjoying thegardens at night. The starlit cinema continuesto be a huge success and has now become anintegral part of the Wollongong Garden andViva la Gong festivals. During the year, thestarlit cinema program moved from movie filmto DVD with great results including reducedrunning costs and improved screen quality.Greenplan an Award WinnerThe Greenplan program won the prestigiousNSW Local Government Excellence in theEnvironment award, in the Natural Environmentcategory.This award was presented to staff inrecognition for the collection, propagation anddistribution of provenance plant materialthroughout Wollongong. Greenplan distributedover 13,000 plants last year, which was anexcellent result considering the drought had amajor affect on plantings throughout the city.Gleniffer Brae Manor HouseGleniffer Brae remains a popular venue forfunctions and weddings. During the year, a sitespecific plan of management was prepared forthe manor house, which included communityconsultation on future uses for the site. Thishas resulted in some expanded operations forthe Wollongong Conservatorium of Musicthrough the refurbishment of the old SCEGGSlaboratory building into music tuition andrecording rooms.Gleniffer Brae User SurveyA customer survey was conducted during theyear to determine future potential for thefunction centre. Results highlighted that themost important use of the facility was forweddings, due to its unique atmosphere andsuperb views. Other important considerationswere its heritage and cultural significance. Interms of facilities, Gleniffer Brae performedextremely well in relation to meeting the needsof its customers. In fact, the facility exceededthe expectations of customers in everycategory. The highest performance ratings,however, were for the centre operatingprofessionally and in having well presented andmaintained kitchen facilities.Wollongong City Tree ManagementOrderThe Wollongong City Tree Management Orderallows for a proper assessment to be made ofthe environmental importance and viability oftrees before they are pruned, removed ordamaged. A total of 2,568 applications wereprocessed during 2002/03, with all requestsserviced within ten working days. A review ofthe Tree Management Order will be conductedin July and August 2003 with the aim ofintegrating all applications for tree removal onprivate land into a centralised area of Council.Bushcare ActivitiesThe sustainable management, conservationand restoration of our natural areas are anongoing challenge for the Bushcare programand our community. During the year, the 42Bushcare groups undertook creek and riparianland restoration, bushland regeneration, dunerestoration and revegetation works thatrequired the planting and maintenance of12,369 indigenous plant species. A number ofsignificant milestones were reached this yearincluding a record number of volunteers. Atotal of 1,946 volunteers contributed 13,431hours in the 420 Bushcare events scheduledin 2002/03.Training WorkshopsTo further support Bushcare volunteers,training workshops were scheduled on plantidentification, weedbuster workshops,restoration techniques, site assessment, safeuse and handling of herbicides, Aboriginal sitesand cultural awareness.The sustainable management of our naturalareas is an ongoing challenge for the Bushcareprogram. This year, a record 1,946 volunteerscontributed 13,431 hours towards bushregeneration, weed eradication andconservation activities.below right: Mick Cummins, Recreation &Natural Resources Division, helps keep thecity’s parks hazard free by regular pruning.60performance against objectivesNumber of VolunteerCommunity BushcareGroups454042353439373830252098/99 99/00 00/01 01/02 02/03

ecreation & natural resourcesperformance against objectivesApplications for Grant FundingGrant funding applications were submitted tothe Natural Heritage Trust Envirofund for threesites totalling $37,818 and another to the NSWEnvironmental Trust for $94,382. Bushcarevolunteers were also successful in attracting$80,873 in grant funding to further supportrestoration efforts at Puckeys Estate,Mangerton Park, Greenhouse Park, EmperorCourt and Hill 60 sites.Wollongong Greenhouse ParkThe Wollongong Greenhouse Park project hascontinued to attract volunteers - along withbroad community interest, particularly as aresult of the special activities conducted duringthe year. These were National Tree Day, WorldEnvironment Day and Biodiversity Month. Theband of dedicated volunteers who provideweekly assistance with the development andmaintenance of the site have made anenormous contribution; as have the variouscorporate partnerships developed withWollongong Rotary Club, Nortel Networks andthe University of Wollongong. The culminationof 12 months effort at this site was the receiptof first place in the prestigious NSW LocalGovernment Excellence in the EnvironmentAwards.Fire Hazard Reduction WorksFire Hazard reduction works were conductedwithin our natural areas in consultation with thefire authorities. Contract bush regeneratorswere also engaged at seven sites to manuallyreduce fuel loadings on community land.Discovery Centre ProgramsThe Discovery Centre continues to providequality environmental education programs atthe Wollongong Botanic Garden for localschool children and adults. Close cooperationwith the University of Wollongong has seencentre staff assist schools to implement theirenvironmental management plans.The attendance figure for 2002/03 was13,463. Although this is a decrease from theprevious year, it still represents an excellentoutcome as attendance levels for 2001/02were exceptional. The ongoing success of theprogram is largely due to the quality programsdeveloped by the centre. These are highlyvalued by participants for their innovativeapproach to environmental education. Duringthe year, Discovery Centre programs were alsotaken on the road with great success.Program highlights included the filming of avisit by Disney on Ice to the botanic garden, ajungle workshop to students from KeiravillePublic and TIGS primary schools and EasterExpress Holiday Express, in conjunction withthe NSW Department of Sport and Education.Six holiday programs were produced this yearwith activities attracting numerous familygroups to the botanic garden as well as toStuart Park and Puckeys Estate. The latterwere the venues for two new outreachprograms that proved very successful. Similaroutreach activities are being planned for nextyear. A number of detailed evaluationworkshops with students from high schoolsand the university have also provided valuablefeedback to aid further program development.Extension Programs and PartnershipsDiscovery Centre employees have also workedin partnership with other botanic gardens,NSW State Forests, community groups,Sydney councils and other Council divisions toproduce events to celebrate dates ofenvironmental significance, such asBiodiversity Month in September 2002. Inaddition, the Theatre in the Wheelbarrowprogram continued to expand. This program ofenvironmental drama for children wasproduced at the Discovery Centre and taken tothe Royal Adelaide Botanic Garden in March2003, for the second year running, and to theRoyal Botanic Garden in Sydney in October2002. The Sydney performances of ‘Let’s Savethe Planet’ and ‘Captain Compost’ were partof an international conference on education inbotanic gardens. The Discovery Centre’seducation coordinator also presented aworkshop at this conference.Natural Areas Strategies and ActionPlansDuring the year, the Recreation and NaturalResources Division helped to develop a NativeVegetation Management Plan and a RiparianCorridor Management Plan for the city. Inputwas also provided for the design and projectmanagement of the Wollongong Bushfire AssetProtection Zone Risk Management Study, incollaboration with consultants and fireauthorities. Considerable resources were alsoused in the preparation of projects for the2003/04 environment fund.The Discovery Centre program is growing fromstrength to strength with 13,463 adults andchildren participating this year. The widespreadaudience appeal and industry recognition islargely due to the program’s highly original andvaried content. This is mainly developedin-house by the program’s educationcoordinator.performance against objectives> > >61Education Centre Participants16,00014,00015,63812,00013,46310,0008,0008,3418,45010,1036,00098/99 99/00 00/01 01/02 02/03

community & cultural services > > >program goal Our mission is to provide community andcultural services and facilities that enhance our community’squality of life.key results 02-03 The Drop In program continues to behighly popular with the city’s young people • Projectcommenced that provides support and a social outlet foryoung deaf and hearing impaired people in Wollongong• Ongoing success of the respite options service •Introduction of an Access Award program to encourage localbusinesses to include access in their normal way of doingbusiness • Commencement of a Retirement Options programfor people over 55 years of age to provide social andrecreational opportunities in mainstream communityactivities • Dapto Ribbonwood Centre continues to recordgood visitation rates • Kemblawarra Community Hallidentified as the possible site for a new Aboriginal culturalfacility • Investigation into the transport needs of the localAboriginal and Torres Strait Islander community • Furtherprogress in establishing a new community centre at Thirroul• Vibrancy and diversity of cultural life within our citycelebrated at the Viva la Gong Festival.the year ahead • Plan and conduct youth week in April •Conduct regular school holiday programs • Coordinate thePurple Ribbon Month Campaign • Develop the multiculturalaccess project • Further develop social crime preventionstrategies • Proceed with the development of ThirroulCommunity Centre and Library • Further the establishmentof a new Aboriginal cultural centre • Coordinate and promoteregional museums to promote cultural tourism, image andidentity • Improve urban amenity through public artsolutions and place making projects • Consolidate anddevelop the Viva la Gong Festival.Council continues to resource and supportcommunity based children’s services and hasliaised with government and peak groups toachieve an adequate level of quality services inthe Wollongong area.62> > >community & cultural servicesexpenditure $7.771Mcommunity & cultural servicesincome $2.999MPerforming Arts Centre$0.684mArt Gallery$0.689mCultural Services$0.589mCommunity Facilities$2.320mYouth Services$0.590mCommunityDevelopment$1.505mChildren’s Services$0.164mAged & Disabled$1.231mPerforming Arts Centre$0.029mArt Gallery$0.029mCultural Services$0.231mCommunity Facilities$1.045mYouth Services$0.107mCommunityDevelopment$0.441mChildren’s Services$0.023mAged & Disabled$1.093mCommunity & Cultural Services $7.771mCouncil $157.456mprogram expenditure compared to total council budgetCommunity & Cultural Services $2.999mCouncil $154.097mprogram income compared to total council budget

community & cultural servicesperformance against objectivesYouth ServicesRole of FunctionThis function provides programs and servicesfor young people between 12 and 24 years ofage. Key activities are the planning anddevelopment of Council and community basedactivities, service provision through theWollongong Youth Centre and thedevelopment of partnerships between serviceproviders to meet the needs of young people.Strategic Direction 2002-2006• Enhance the delivery of a range of flexibleservices for young people at the youth centrewith regard to the recommendations of theYouth Advisory Committee.• Promote best value and innovative servicesand facilities to meet the needs of youngpeople.Results Against Objectives 2002-2003Strategies Relevant to Young PeopleTwenty-two strategies were identified for youngpeople in the social/community plan for actionthis year. Of these, Council was thestakeholder in 16 strategies with the outcomethat all bar one was either completed or in thedevelopment stage at year’s end. Projectsincluded implementing recommendations fromthe Neighbourhood Youth Work ProgramReview, supporting a newly recruited YouthAdvisory Committee, and providing Links toLearning courses for those either at risk ofleaving school early or unemployed earlyschool leavers.Youth Services and ProgramsA range of programs was delivered during theyear, primarily through the Wollongong YouthCentre. These attracted 12,159 young peoplecompared to 13,977 the previous year. Thedecrease may be reflective of temporary staffand the closure of the music rehearsal spacefor two months whilst major equipment repairswere carried out. The Drop In programcontinued to be one of the most popularactivities, with 5,950 young peopleparticipating in the program, an increase of327 over last year. This can be attributed tomaintaining young people’s interest, fromtargeted programs to mainstream programs,particularly with disadvantaged young people.A customer satisfaction survey was carried outin April 2003 of both young people accessingthe youth centre and a broad range of serviceproviders. Overall, the response was verypositive with 68% of providers having theirexpectations met and 77% happy with theservices provided. Of the young peoplesurveyed, 97% were happy with the servicesand 95% found the staff to be friendly. Allexternally funded programs including theannual Youth Week program, the Links toLearning project, and the graffiti activity, fundedby the Attorney General’s Department, yieldedexcellent evaluations, as did the service’s ownprograms.Art Programs and Exhibition SpaceThe centre’s Drop In area now devotes twowalls to an exhibition space for use by youngartists seeking a wider audience for their work.This includes young people who produce artwork through our own programs. The YoungWomen’s Body Image project, ReconciliationWeek project, Youth Week, and the Drop Inprogram, all incorporated art workshops intotheir activities as a way for young people toexpress themselves creatively, explore issues,and have fun. The resulting art exhibitions andlaunches provided a focal point for eachprogram and its participants. Young peoplehave gained a sense of achievement andprovided others and users of the centre with acolourful and thought-provoking backdrop.Approximately 150 young people contributedart works to the exhibition space in 2002/03.Deaf Youth ProjectAfter four years of developmental work andcommunity consultation, Youth Services tookon the direct provision of this program inJanuary 2003. The project provides supportand a social outlet for young deaf and hearingimpaired people. Although target numbers aresmall, this group experiences a high degree ofisolation within the school system and in familynetworks. Youth Services has worked with aproject advisory group to set up a weeklyactivities group at the centre, supported by adeaf youth worker. The program has beengoing for three months and is the only one ofits kind in the state. Participants range in agefrom 12 to 17 years and have embraced avariety of activities, such as basketball, tabletennis, art and drama workshops. Integrationinto the mainstream Drop In program and thecross-over of generalist youth workers toprovide activities are major successes to date.> > >below: Daryl Brown, Alison Broadbent, VimalaColless and Mick Jones, all members of Council’syouth services team. The Wollongong YouthCentre is the flagship for youth activities in thecity and is well patronised in the variety ofactivities staged there on a regular basis.performance against objectives63Wollongong Youth CentreDrop In Attendance8,000Wollongong Youth CentreAttendance at Entertainment5,0006,0004,0006,3455,5274,5265,6235,9504,0003,0002,0002,4883,2094,0713,700*3,2412,0001,000098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03*No ‘pay for entry’ gigs held in fourthquarter due to the ‘community workerentertainment’ position remaining vacant.

community & cultural servicesperformance against objectives64Children & Family ServicesRole of FunctionThis function advocates the development of arange of quality and accessible children’sservices. Key activities are to plan andcoordinate the development of children’sservices, provide children’s servicesinformation, and to liaise with government andpeak groups to achieve an adequate level ofquality services in Wollongong.Strategic Direction 2002-2006• Promote to service providers best value andinnovation in services and facilities that meetthe needs of children.• Resource and support community basedchildren’s services.• Provide training and developmentopportunities for child care services.Results Against Objectives 2002-2003Purple Ribbon CampaignPurple Ribbon Month raises communityawareness about child abuse. This year’sactivities involved an art exhibition, shoppingcentre displays and the distribution of ribbonsacross various retail and business outlets in theWollongong local government area. A familydisco and fun night was the final event in thismonth long activity.Children’s Week EventThis year saw Council’s first official Children’sWeek event take place at the WollongongBotanic Garden. Held to celebrate families andto promote the concept of having fun as afamily, the event proved to be a great success.All activities required both parent and childparticipation and included tribal drumming, kitemaking, planting, worm farming, face painting,and musical entertainment.Development of Local InnovativeChildren and Family ServicesCouncil supported eight applications by privateand community owned children’s servicesduring the year. Funding was also secured forthe Grandparents Group through the IllawarraArea Assistance Scheme. A focus group hasbeen developed to look at the needs of thisgroup. In addition, five developmentapplications required comment and feedback,and a further 11 enquiries were receivedrelating to the need for additional child carefacilities in the Illawarra and Council’srequirements for buildings of this nature.Regional Response to Proposed NewChild Care RegulationsA major focus of the local branch of theNational Association of Community BasedChildren’s Services (NACBCS) during the yearwas the draft NSW Department of CommunityServices Child Care Regulations. Council is theconvenor of the branch.To develop a joint response to the child careregulations, a forum was held for parents, staffand management groups of community basedchildren’s services across the Illawarra,Southern Highlands and Camden areas. Theforum facilitated a strong position on the draftwith consensus reached on future action.Families First ProjectChildren and Family Services continues to workwith the Early Intervention Interagency and,during the year, took on a new role in thedevelopment of the Families First project forthe Illawarra. The focus is on the developmentof early intervention strategies and services toassist families identified as being at risk and toprevent families from falling at risk.Aged & DisabilityRole of FunctionThis function provides services for olderpeople, people with disabilities and theircarers. Key activities are to plan and developservices to meet identified community needs,to provide community transport and respiteservices, and to provide information andadvocacy.Strategic Direction 2002-2006• Promote best value and innovative servicesand facilities that meet the needs of olderpeople, people with disabilities and carers.• Enhance the delivery of a range of servicesthrough the development of partnerships.• Develop regional strategies that provideflexible care arrangements for older people,people with disabilities and their carers.Results Against Objectives 2002-2003Seniors Week ActivitiesThis year’s Seniors Week was held from 15 to23 March 2003 and was the biggest and mostexciting yet. The diverse program ofapproximately 50 events offered something tosuit seniors of all abilities. Events included avariety concert, dances, competitions,multicultural activities, sporting and fitnessactivities, bowling, craft exhibits and outings toSydney, the Southern Highlands, Port Hacking,and the Wollongong Nan Tien Temple. A newaddition to this year’s program was the designof a fridge magnet that featured a quickreference guide of all senior’s week activities.Disability Awareness TrainingDisability awareness training was delivered tosix corporate, commercial and communitygroups involving 140 participants during2002/03. The training program was developedby Council primarily to educate employees inbeing sensitive to the needs of people withdisabilities. Specialist trainers with a disabilityand our own staff provided information andhighlighted social and physical access barriersin order to improve access.International Day of AbilitiesThe International Day of Abilities 2002 sawCommunity and Cultural Services forge newpartnerships that culminated in thedevelopment of an art project. The projectconsisted of a series of workshops to producework for an exhibition. Its aim was to providepeople with disabilities the opportunity to workwith a community artist to develop theircreative skills and to unite the community tocelebrate these abilities. The latter took theform of an art exhibition launched onInternational Day. This was a great successand received extensive media coverage.Access TourismFollowing the success of an easy access guidefor visitors, a joint project with TourismWollongong resulted in access matters beingplaced firmly on the agenda for all touristmaterial produced for visitors to the region. TheAged and Disability Development teamrecorded overwhelming satisfaction for thisproject. The House with No Steps - SouthernRegion and project participants were surveyed,with Council receiving 95% satisfaction inrelation to project support, supervision,planning, management and resourcing.Customer Satisfaction with Aged andDisabilities ServicesCustomer satisfaction levels were measuredthrough the evaluation of a specific project anda random customer survey. The projectselected for the assessment was theCelebration of Ability. Overall, the Aged andDisability Development team received at least90% satisfaction with the services theyprovided. These related to responsiveness toenquiries, level of information provided, rangeof information available and direct support tocommunity agencies.Respite and Neighbour Aid ServicesRespite and Neighbour Aid Services continuesto provide a wide range of in-home and centrebased services to the community. All servicesare working to capacity with waiting lists forservice provision. To enhance the quality ofcare at the day respite centres, trainingprograms were initiated for volunteers incultural awareness and safe food handlingtechniques. The Twilight Tours programcontinues to be a popular alternative for peoplewith dementia and their carers.Respite Options ProgramFurther development of the Respite OptionsProgram as a more acceptable form of respiteinstead of institutional care, such as nursinghomes, has proved so successful that theservice has expanded to provide respite indisability specific accommodation. These arelocated at the Beachside Tourist Park, and atParkside, the Disability Trust’s building inDapto. The program is particularly relevant tocarers from non-English speakingbackgrounds.

community & cultural servicesperformance against objectivesConsumer Planning DayA highly successful Consumer Planning Daywas held in May 2003. Clients from the region’sday respite, in-home and neighbour aidservices came together to identify possiblegaps in service provision, plan for futureservices and to evaluate customer satisfaction.Access RecognitionIn partnership with the Illawarra BusinessChamber, the Access Award process was ahighlight for access provision and recognition.The award program encourages localbusinesses to consider and include access intheir normal way of doing business. Theoutcome has seen heightened communityawareness and improved access opportunities.Retirement Option ProgramThe Retirement Options Program is a newservice for those who either have a long termdisability or are ageing carers who are lookingto retire from work. Implemented in April 2003,the program works in partnership with twoother local non-government organisations, theGreenacres Association and Life WithoutBarriers. This initiative aims to provide socialand recreational opportunities into mainstreamcommunity activities, with support provided byeither a paid worker or volunteer, depending onthe level of care required.Development of Community TransportServicesCommunity Transport Services provides a widerange of transport options. In 2002/03, the unitmade 46,983 passenger trips carrying 1,551individuals. This represents a slight decrease inthe number of passenger trips from theprevious year, due to the newly establishedtransport unit within the Illawarra Area HealthService (IAHS). The unit was established as anoutcome of the Integrated Health RelatedTransport Trial and the IAHS now providestransport to its own services.High Needs BrokerageThe high needs brokerage program provides atransport option to people with high andcomplex needs across the Kiama, Shellharbourand Wollongong local government areas. Thiswas another initiative of the IntegratedCommunity Transport Coordination Trial. Theservice uses a risk management approach tominimise the risk to clients and volunteers.Individual Bus Transport ServicesA new eight seater bus was purchased toprovide individual transport services to peoplewho live in the northern suburbs. The bus isbased at the Bulli Depot and is used foressential appointments, such as doctor’sappointments, visits to hospitals and libraries,and for social outings. In operation for the lastsix months, the bus has proved popular withour customers not only due to its comfort butalso because customers now have a cheaperoption than individual car transport.Transport Needs of Aboriginal andTorres Straight Islander CommunityLast year, a project officer was employed toidentify the transport needs of the localAboriginal and Torres Straight Islandercommunity through a consultation process.The data collected is to be used to developstrategies for a culturally appropriate service.Community DevelopmentRole of FunctionThis function facilitates active communityparticipation and partnerships in the areas ofchildren and family services, community andsocial planning, development and provision ofservices, improving community access andassisting local communities to identify andmeet needs.Strategic Direction 2002-2006• Encourage the development of partnershipswith other service providers to improve accessand equity, promote community safety andcrime prevention and meet identifiedcommunity needs.• Continue to engage volunteer participation indelivery of community programs.• Promote best value and innovation to childcare service providers.• Resource and support community basedchild care services.Results Against Objectives 2002-2003Cultural Awareness Training ProgramCultural awareness training continues to beimplemented within the organisation, with 59new staff participating as part of their inductionprogram. The program was also expanded toinclude the training of external clients. Demandin this area has been high, with 16 sessionsprovided for 170 workers and volunteers.Developing an Aboriginal ConsultationProtocolA focus this year was the establishment of linksbetween Council and the Aboriginal and TorresStrait Islander community. This wasdemonstrated through the development of anAboriginal Consultation Protocol. The work inprogress identifies appropriate strategies forconsultation on key issues. It also recognisesthe role of elders in community consultationand decision making, and informs Council onissues that impact on the health, welfare,cultural heritage and the community.Reconciliation ProjectThe Aboriginal Liaison Officer has worked toimprove access and equity for the Aboriginaland Torres Strait Islander communities. Onesuch initiative was the Reconciliation Projectundertaken in partnership with Youth Services.The program involved working with communityelders, young Aboriginal people and a localcommunity artist to develop art works to bedisplayed at the Wollongong Youth Centre.Language Aid ProgramThe Language Aid program was accessed on50 occasions this year. Multicultural Serviceshas taken on the administration of the programand is currently implementing new datameasurement systems.Welcoming Refugee SettlementAnother significant access strategy was theadoption of a Statement of Commitment toRefugee Settlement that welcomes refugees tothe area. To support these initiatives, civic tourswere introduced to newly arrived migrants andrefugees. This raises community awareness ofCouncil’s role and facilities. Three additionaltours were also held during Refugee Week withanother four held throughout the year.Crime Prevention StrategiesOver 6,000 residents participated in crimeprevention activities in 2002/03. Major projectswere the Port Kembla Christmas Carnivale,Lakeside Festival, SMILE Workshops,Wentworth Road refurbishment consultations,International Women’s Day events and theWarrawong Short Films Festival. All fundingrequirements were met within the requiredtimeframes.In relation to policy development, the focus thisyear was on the Sex Industry Policy. Councilhas participated in a state-wide policydevelopment project that seeks to addressmanagement of the street sex industry and itsimpact on the broader community.Supporting Community GroupsCouncil provides ongoing support and trainingto community groups and managementcommittees. Eight training sessions wereprovided during the year, covering topics fromdisability awareness training to conflictmanagement. In addition, over 1,000 agencieswere surveyed to identify their training needs.These will contribute to the development ofanother six month calendar. Ten major fundingapplications were submitted this year. Of these,four were successful with the outcome of onestill pending.65Illawarra Area Assistance SchemeThe Illawarra Area Assistance Scheme directlytargets projects for non English speakinggroups, children and young people, Aboriginalservices and transport for the disadvantaged.Of the 38 eligible applications, 19 receivedfunding for 2003/04 for diverse projects,ranging from a forum to support grandparentswho are caring for their grandchildren, to thepurchase of a forklift for Foodshare, anorganisation that provides quality boxes offood at nominal cost. The Dharwal AboriginalTribal Elders Association was successful inreceiving funding to purchase equipment forthe establishment of a walking track on Hill 60.

community & cultural services> > >66Port Kembla Community Safety andRenewal ProgramThe program is developing civic pride andsocial capital in Port Kembla. This year’s focuswas on the establishment of a health andwelfare service. Darcy House involves majorcollaboration between Illawarra Health, SouthCoast City Church, Illawarra Women’s HealthService, Sex Workers Outreach project andCouncil, against the effects of drug and alcoholabuse in the suburb. The service will addresscommunity needs, particularly those of streetsex workers. Access to bathing facilities,clothes washing, kitchen and drop in space willbe provided, as well as sexual health clinics,and drug and alcohol services. Progress wasalso made in the refurbishment of WentworthStreet. The project required extensivecommunity consultation and workshops in aneffort to encourage shop owners and residentsto reclaim their CBD.Safe Community Compact InitiativesActivities implemented in 2002/03 included theSMILE campaign, the Summer Bus project,and a partnership program with NSW Police tocombat drug and alcohol abuse. The SMILEcampaign builds community neighbourlinessand helps reduce fear of crime. The campaignattracted 180 residents to a variety ofworkshops involving children, young people,older people, and people with mental healthissues. The Summer Bus is a joint initiative withthe RTA to increase the safety of patronsreturning home from licensed premises andreduce drink driving offences.Crime Prevention ThroughEnvironmental Design (CPTED)This project makes assessments on majorprivate and public developments throughoutthe region and also contributes to theestablishment of CPTED guidelines andstandard conditions for developers. In all, 53development applications were assessedagainst CPTED principles in 2002/03.Drug and Alcohol InitiativesA coordinated approach was taken to thedistribution of drug and alcohol abuseinformation across the region. These includedregional promotion of the Are YouResponsible? and the Spiked Drinkscampaigns. The latter activity aimed toincrease awareness of the risk of drinks beingspiked. Promoting protective behaviour hasbeen central to the program. Council continuesto facilitate the sharing of information throughthe Drug Action Information Exchange.Community FacilitiesRole of FunctionThis function provides for the development andmanagement of a range of community facilitiesincluding planning, project development,operations and evaluation.Strategic Direction 2002-2006• Plan and develop facilities in response tocommunity need and best practice standards.• Operate and evaluate facilities usingmanagement systems that equate to bestpractice within resource limitations.Results Against Objectives 2002-2003Addressing New Occupational Healthand Safety (OH&S) LegislationTo address the new requirements, all staff atour multipurpose community facilities werere-trained in the regulations. Managementplans were commenced for each facility, withfour nearing completion by year’s end.Standard operating procedures were alsoreviewed and updated accordingly toincorporate safe work methods. To ensure asystematic approach for the safety ofcontractors at these facilities, a contractorsmanual was also developed. Next year, theOH&S systems will be rolled out to centreslicensed by voluntary community groups.OH&S training will be included as a regularitem in the overall training program.Assistance to LicenseesIndividual resourcing and assistance wasprovided to licensees to help them developstrategies to address management issues.These related to the shared use of rooms in thecentre or to noise impacts on neighbouringresidential properties. Ongoing monitoring andassistance will be provided to ensure thefacilities achieve optimum utilisation.Safety Awareness TrainingA system has been put in place to regularlyupdate emergency procedures and to conductongoing emergency evacuation drills. The drillswere expanded to include regular user groups.A program was also initiated to tag and test allportable electrical items owned by Council andlicensees. This resulted in a significant numberof items failing the test and being subsequentlydecommissioned. A system of regular testingof portable electrical items is now in place.Weekly and Quarterly Asset InspectionsWeekly inspections were undertaken of allCouncil facilities in 2002/03 with all risksidentified and actioned. Training was alsoprovided to licensees to assist them toconduct quarterly inspections. Of these, 94%undertook regular inspections with all identifiedrisks actioned appropriately.Utilisation of Dapto Ribbonwood CentreUsage levels at Dapto Ribbonwood Centreremain consistent with good visitation ratesrecorded during 2002/03. The centre receivedexposure through a number of promotionalactivities including displays, the distribution ofinformational brochures, and a banner acrossthe front doors promoting rooms for hire.These activities directly procured several newpermanent weekly bookings for Ribbonwood.Thirroul Community Centre and LibraryA planning charrette was held over two days inSeptember 2002 for participants to identify avision for the centre and to work with architectsto produce sketch designs. The firm, Graham,Bell and Bowman Architects, was appointed in2003 to finalise concept development, detaileddesign work, documentation and undertakecommunity consultation. In recent months, twolots of land on the northern side of the sitecame on the market. Following a cost benefitanalysis, Council approved the purchase ofboth lots to add to the development. Next yearwill see the design phase completed, withconstruction expected in 2004/05.Aboriginal Cultural CentrePlanning for a new Aboriginal Cultural Centretook a step forward with discussions held withthe occupier of the Kemblawarra CommunityHall. These related to the proposed licensing ofthe hall for this purpose. A concept brief will beprepared once negotiations are finalised.Improving Existing Community FacilitiesA number of projects were undertaken thisyear to improve existing community facilities.These incorporated the first stage of a projectat Cringila Community Hall to provide fullaccess to people with a disability, and thereplacement of ceiling and lights at HeiningerHall in Dapto Ribbonwood Centre. Bothprojects will be completed by August 2003.The Wollongong Town Hall also receivedattention with the restoration of the pipe organand the purchase of a replacement baby grandpiano. Stage One of an electrical upgrade wasalso commenced. In addition, licenseesreceived funding for the construction of anentry ramp to Helensburgh Preschool; acousticpanels to the hall at the BellambiNeighbourhood Centre; and beautificationworks to Unanderra Community Centre.Cultural ServicesRole of FunctionCultural Services advocates a strong culturalrole in the city’s identity. Key activities are theimplementation of innovative culturaldevelopment programs across all art forms andcategories of city culture, and to integratecultural planning into other city planningfunctions. The function implements the culturalplan and audit, and attracts external funding.Strategic Direction 2002-2006• Work with a range of stakeholders to providea strong cultural definition to city identity.• Link culture with economic and socialdevelopment by facilitating broad culturalpartnerships with community, business,industry, education and government sectors.• Implement the 1998/2003 cultural plan andthe cultural audit 2000 and attract funding forrelative programs.

community & cultural servicesperformance against objectivesResults Against Objectives 2002-2003Developing Strategic AlliancesCultural Services worked in partnership with120 organisations on 39 regional projects, 36community cultural development projects and32 brokerages to implement the goals of thecultural plan. A total of $294,615 in externalfunding was generated from government andcorporate sources to undertake these projects.Culture Builds CommunitiesThree placemaking and community capacitybuilding projects are being implemented inlocal neighbourhoods. These involve artistsworking directly with community groups toexpress their sense of connection and identity.The projects are the revitalisation of WentworthStreet, Port Kembla; the Bellambi Safe Streetproject, and establishment of a place of healingand well being in Hooka Park, Berkeley.In From the MarginsThe Illawarra Youth Arts Strategy, funded bythe NSW Ministry for the Arts, provides regionalopportunities for skills development andcultural employment for young people. Twomajor projects employed six local young artistsand nine trainees to produce Sparx, thecultural magazine of the Illawarra, and ZombieMotel, a book showcasing the work of 82young Illawarra artists. The Hoodz projectengaged young people to reflect on publicspace and planning issues within the city.Another project, Warrawong, What a Place,employed five artists to produce films of youngpeople from diverse backgrounds.City Identity and Sense of PlaceRecent surveys have shown that 85% of localresidents believe that a vibrant and diversecultural life is important to a growing city. Tothis end, Cultural Services is developing thecultural aspects of the city centre revitalisationproject. This will ensure a vibrant culturalprecinct in the heart of the city. The role ofculture in economic development was alsohighlighted in many forums, including asuccessful forum during Innovation Week.Building Businesses of the FutureA partnership with the Australian Business ArtsFoundation will see a training and businessdevelopment program coordinated between 20local arts organisations and businesses. Thecity enjoys a national profile for its support ofcultural enterprise, through such activities asthe Project Centre for Contemporary Art,Duckprint Fine Art Press, the Migrant HeritageProject, the Richmix Circus training workshops;and the National Australian Circus Festival.Cultural Industry OpportunitiesThe commitment to provide employmentopportunities to the local culture industry saw23 artists on contracts and 21 casualemployees work on a variety of projects. Inaddition, the Viva la Gong festival employed432 artists, 70% of whom were locals. Afeasibility study for a cultural incubator as acentre for new media businesses and skillsdevelopment services is also underway. Keystakeholders have endorsed the project as amajor strategy for economic development andcultural recovery of Wollongong.The Small Grants ProgramIn 2002/03, Council considered 64 applicationsto the value of $147,121 for infrastructure andcultural support. The outcome saw 22 smallgrants awarded for a total of $30,000.Investing in Cultural InfrastructureA museum advisor was employed to work with11 local museums to provide training and skillsdevelopment, in addition to developingcollaborations for International Museums Day.Funding was also sought to employ a museumstrategic planner to advise on policy andpromote the cultural heritage of our city.Viva la Gong FestivalThe 2002 festival provided 46 events in 25venues over 16 days. These attracted 35,000people to experience the vibrancy and diversityof cultural life within our city. In all, a total of3,041 individuals and 279 businesses wereinvolved in this city wide celebration of culturaldiversity and contemporary arts.Public Art PolicyThe Local Government and Shires Associationadopted Wollongong’s public art policy forinclusion in their public art resource kit. Workcontinued on securing funding andpartnerships for environmental artworks inOsborne Park and Mt Keira Summit that willreflect indigenous and non-indigenous culturalheritage. Advice was also provided to otherareas of Council regarding contractingprocesses, recommended artists andstructuring new projects.middle left: Monica Myers, with her cherrybeach traffic light box artwork, part of thesuccessful Viva la Gong festival. Viva la Gongfestival employed 432 artists.left: The mural at Belmore Basin titled ‘BlueDreaming’ represents the coastal people of theeast coast of Australia and the fight forrecognition of their lifestyle.performance against objectives> > >67Community Transport ProjectAnnual Passenger Trips60,000Hours of Service Provided forHome Respite Care3,000Number of Visitors to MultiPurpose Community Facilities650,000Average Number of UsersPer Multi Purpose CommunityFacilities20,000Small Grant Fund30,00050,00040,00030,00020,00045,34049,80145,96251,50246,98398/99 99/00 00/01 01/02 02/032,5002,0001,5001,0005002,0252,1402,6902,5582,14198/99 99/00 00/01 01/02 02/03625,000600,000575,000550,000525,000500,000562,478584,969548,456563,355627,20098/99 99/00 00/01 01/02 02/0319,00018,00017,00016,00015,00016,54317,20516,13117,07119,00698/99 99/00 00/01 01/02 02/0325,00020,00015,00010,0005,00012,00011,75025,95026,25024,00023,50130,00029,90030,00030,00098/99 99/00 00/01 01/02 02/03allocatedspent

library services > > >program goal To provide effective public library lending,information and referral services that recognise the values,needs and diversity of the community.key results 02-03 A customer survey for Dapto DistrictLibrary reflected high levels of satisfaction • A marketingcampaign implemented to promote the library as an excitingand innovative place for all children • Huge success of thePre-Book Week Extravaganza • Introduction of an illicitdrugs information project, as part of a joint initiativebetween the State Library of NSW and the NSW Premier’sDepartment • Increased use of the library’s catalogue viathe Internet due to 24 hour access • Planning for a majorrefurbishment of the central library into a more casual,user-friendly, bookshop style browsing area.the year ahead Redesign library services in line withchanging trends in population profiles, customer needs,material format, advances in information technology andallocate resources accordingly • Review and redesign theindexes and catalogues to provide a single access point tothe library’s resources • Widely promote the Internet basedcommunity information service as a significant communityresource • Review the service levels and resource allocationsto the mobile library and nursing home delivery service tomeet changing community needs • Finalise the buildingdesign and fit-out plans for the new Thirroul District Library• Develop and market library services to local communities• Investigate the feasibility of relocating the Helensburghlibrary into the Helensburgh Community Centre building •Seek funding for the Book Express project to traincommuters at Dapto, Wollongong and Thirroul stations.above: Andrew Main, Library Services Division,carrying out library website maintenance. Useof the library’s catalogue on the Internetcontinues to increase.left: Library characters, produced by ForteMarketing & Design were part of a highlysuccessful animated film. Library services willcontinue to benefit from this positive anddynamic campaign in coming years.68> > >library servicesexpenditure $5.280MCommunityInformation$0.041mlibrary servicesincome $0.604MCommunityInformation$0.004mLibrary$5.239mLibrary$0.599mLibrary Services $5.280mCouncil $157.456mLibrary Services $0.604mCouncil $154.097mprogram expenditure compared to total council budgetprogram income compared to total council budget

library servicesperformance against objectivesLibraryRole of FunctionThis function provides the Wollongongcommunity with reference, literary, educationalsupport, literacy and recreational resources tosupport and encourage self-development andlifelong learning, as well as contributingtowards a well informed local community. Keyactivities include provision of collections andfacilities, loan of library materials, and operationof the reference and information service.Strategic Development 2002-2006• Allocate resources in accordance withchanging trends in customer needs, materialformats and technology.• Develop and promote branch and districtlibrary services to local communities.• Develop and conserve the local studiescollection and extend community access.• Identify options and implement changes todevelop best value library acquisitions andcataloguing services.Results Against Objectives 2002-2003Thirroul District Library and CommunityCentre ProjectPlanning continues for the development of anew Thirroul District Library and CommunityCentre, in association with the CommunityServices Division. The outcome will see theconstruction of a state of the art facility thatmeets the diverse needs of the community.Dapto District LibraryThe new Dapto District Library at theRibbonwood Centre celebrated its first year ofoperation in October 2002. Usage statisticsexceeded all expectations with an initialincrease of 20% in the loans and a 105% inInternet bookings due to the provision ofadditional computers. A customer satisfactionsurvey conducted in March 2003 reflected highlevels of satisfaction with most aspects of thelibrary, especially with customer service levels.Library Marketing StrategyAn earlier review of children and youth libraryservices highlighted the need for promotionalmaterial specifically targeting young people. Tomeet this need, a marketing campaign wasimplemented on 10 December 2002. Theofficial launch, held in the central lending library,was conducted by the Lord Mayor, AlexDarling. Similar activities were held across thecity at each of the branch libraries, with morethan 400 children and their parents attendingthe library wide promotion. The launch involvedthe unveiling of a range of material producedby Forté Marketing including the production ofan animated featurette, Readers Inc. Thesequality promotional materials featured thecharacters developed for the animated film andwere given out as handouts to all children inattendance. The campaign has promoted thelibrary, in a fun and highly distinctive style, asan exciting and innovative place for all children.By utilising this strategy, the library has aneffective vehicle to promote library services andwill continue to benefit from the positive anddynamic image.Pre Book Week ExtravaganzaLibrary staff were extremely busy during thelead up to the inaugural Pre Book WeekExtravaganza. Organised by Wollongong CityLibrary, in conjunction with The AustralianLibrary and Information Association [ALIA]Children’s and Youth Services (NSW) Group,the event was held at the Corrimal DistrictLibrary and Community Centre on 27 June2003. The Pre Book Week Extravaganzaattracted a wide audience including librarians,child care workers, teacher/librarians andothers working with children and youth in thelocal area. The attendees were fascinated by acollage of the famous view from Bald Hilloverlooking oceans of book covers andcolourful display ideas for this year’s shortlisted titles. The extravaganza began withColleen Langan, the professional storytellerwho presented three short listed picture books.Another special feature was a live performanceof the 2003 Book Week song by local singerand songwriter, Shane Veitch and theTuckshop singers. Wollongong library staffpresented ideas for a number of this year’sshort listed books, and were joined by fellowlibrarians from Camden and Shellharbourlibraries in providing an evening of Book Weekideas. The overall event was a tremendoussuccess and provided the library with anopportunity to showcase the innovative workbeing undertaken in the area of children andyouth library services. The Pre Book WeekExtravaganza will become an annual event onthe Wollongong City Library calendar, withsupport for next year’s event already securedfrom other library services.> > >performance against objectives69Number of Reference EnquiriesRegistered Library BorrowersWeblinks VisitsCommunity InformationInternet Website Visits600,000100,000500,00040,000500,000400,000300,000404,999597,77680,00060,00081,36979,19283,09281,24277,899400,000300,000421,02230,00020,00036,64026,931200,000100,0000176,737195,670205,36098/99 99/00 00/01 01/02 02/0340,00020,000098/99 99/00 00/01 01/02 02/03200,000100,00009,85828,61451,741220,86598/99 99/00 00/01 01/02 02/0310,00001,7392,9283,47398/99 99/00 00/01 01/02 02/03

library services > > >Supply of Library MaterialsThe review of acquisitions and cataloguingsystems continued in 2002/03 with emphasison electronic cataloguing to improveprocessing times for library materials, frominitial receipt through to inclusion in the librarycollections. This initiative resulted in a furtherimprovement in processing times, from aprevious average of 22.8 days per item downto 12 days per item. During this period, thelibrary acquired 43,812 new items, including26,000 new books, music and audiovisualitems, and almost 14,000 serials andmagazines for its collections. The project toprovide access through the library’s on-linecatalogue for local studies materials was alsocompleted. The transfer of records from cardto an on-line catalogue for titles in the generalcollection is currently underway. A total of3,550 additional titles are now accessiblethrough the computer catalogue.External Access to the LibraryCatalogueThe library has taken up the use of technologyto provide more efficient and effective deliveryof services. The increasing use of the librarycatalogue on the Internet indicates thatcommunity needs are being met through thisuse of technology. Use of the library’scatalogue on the Internet has grown over thepast 12 months from a total of 45,000 in2001/02 to over 58,000 in 2002/03. TheInternet provides an opportunity for remotecustomers to have 24-hour access to thisservice.Di@YLL ProjectThe Di@YLL - Drug Information @ Your LocalLibrary project is a joint initiative between theState Library of NSW and the NSW Premier’sDepartment. The aim of Di@YLL is to build thecapacity of the NSW public library network toprovide information on illicit drugs. All resourcematerials were recommended by drug andalcohol experts to help better inform thecommunity about drug matters. As part of theproject, the library received specialist books,reports and pamphlets to assist families to dealwith these issues. The Di@YLL initiative waslaunched in Wollongong during Drug ActionWeek from 23 to 28 June 2003. Displays wereset up in the reference and branch libraries andmedia coverage was received from localnewspapers, television and radio.An Internet gateway with links to relevantwebsites was also developed as part of theDi@YLL. The materials have been cataloguedto distinguish them as part of the Di@YLLspecial collection. The complete collection isavailable in the reference library, while thepamphlet collection and the Di@YLL websitecan be accessed at all branch libraries. Trainingwas provided to reference staff to assist thepublic to locate information, and branch staffwere trained in the use of the Di@YLL website.Computer Based Library ServicesComputer based library service provision is acore part of library business and in addition tocomputer and Internet access to librarycatalogues, a growing list of other services arenow provided.These include seamless access to a range ofInternet based information resources throughthe WebLinks database, an on-line enquiryservice, networking of CD-ROMs in thereference library, and Internet access to thecommunity information database of almost1,000 local organisations. Remote access isalso available to special collections and localstudies material, such as the Illawarra Imagescollection; as well as the hosting of servicesprovided by government, including legalresources available on-line and in text form inthe library and Di@YLL. Within the library,Internet access is provided to customers as aninformation resource at all service points. In2002/03, Internet use in the library was inexcess of 51,000 hours.Reference & Information Services inTransitionOver the past two years, a new direction hasbeen developed for the reference library in linewith the findings of a review. The review’sobjective was to identify strategies to achievehigh-value public library reference andinformation services to meet identifiedcommunity needs. The review found that bothfloors of the central library were cramped in allfunctional areas. Moreover, the layout of thecollections was poorly presented and not userfriendly, and technology facilities needed to beexpanded to reflect the growing importance ofelectronic resources. Since the review, anumber of changes have been implementedincluding the establishment of core referencecollections for all branches.left: Eva Westacott, Library Services Division, isresponsible for the production, maintenanceand updating of the community informationdirectory.> > >70performance against objectivesPercentage of CommunityWho are Library BorrowersNumber of CommunityInformation Services EnquiriesVisits to Central LibraryTotal Loans50%5,000500,0002.0Million40302046.743.945.644.644.94,0003,0002,0003,8524,0312,5742,1402,348400,000300,000200,000386,465369,245336,029337,620314,3821.51.01.441.451.401.471.43101,000100,0000.5098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/030.098/99 99/00 00/01 01/02 02/03

library servicesperformance against objectivesWork on weeding both reference and centrallending collections, and the retrospectivecataloguing of the 3,000 remaining items intothe library system is now completed. TheDesign Division has drawn up the new layoutand an application was prepared for adevelopment grant to assist with the library’srefurbishment. The proposed changesrepresent a long term vision for serviceplanning and the allocation of resources at theWollongong Central Library, based oncustomer and staff consultation. The changesare intended to achieve a central library thatcan maintain a high standard of serviceefficiency, combining new informationtechnologies and opportunities with traditionallibrary collections and services.Central and Outreach ServicesThe year commenced with a report outlining aproposed change of direction for the centrallibrary. Over a period of two years, the groundfloor lending library is to be refurbished into amore casual, user friendly, bookshop-stylebrowsing area. The change to make the librarymore inviting to customers is to incorporate themusic library. Planning for these changes hasbecame a major focus with the services of theState Library of NSW buildings specialistsought in the drafting of specifications forbuilding changes. The first step in the processwas to ensure that the present lending stockwas suitable, up-to-date and well displayed. Tothis end, the central library closed for a week inFebruary 2003 to cull and discard older stockand to bring the collection closer to theoptimum size.A considerable number of items were removedfrom the collections and the layout changed topromote easier access to junior non-fiction andaudio material. Casual seating areas weredispersed throughout the collection areas andare now used more regularly by customers.Display areas have been moved forward toprovide instant awareness to customers whenfirst entering the library. These first stepstoward the changed concept have beenachieved within existing resources.In March 2003, the central lending libraryhosted two workshops featuring motivationalspeaker John Stanley, who specialises inapplying retailing principles to library layout anddisplay. The sessions were arranged tohighlight to staff, and the Library LiaisonCommittee, the proposed changes and theeffect they can have on library customers andusage. The sessions were very well receivedand 36 representatives of other libraries fromboth the Country Public Libraries Association -South East Zone and the Sydney metropolitanarea attended. The sessions generated greatenthusiasm among staff, which translated intoincreased activity in marketing and display.Community Information ServiceRole of FunctionThis function is responsible for providinginformation and referral advice on localorganisations based on specialised databases,directories, and other resources held in thereference and local studies collections.Key activities are to produce a printed andon-line version of the directory, provide aninformation service to the community, and tostore information relative to Council.Strategic Direction 2002-2006• Facilitate public access to information onlocal organisations.• Establish and promote district libraries as thefocus for information on local issues andCouncil services, activities and facilities.• Continue to develop and implement Internetand other remote access to the communityinformation database and services.Results Against Objectives 2002-2003Community InformationIn the library, community information enquiriesare answered through the reference desk. Staffare skilled in the use of resources and refercustomers to relevant external organisations orother Council divisions if necessary. A surveywas conducted in May 2003 to determinecustomer satisfaction with both the printed andWeb versions of the community informationdirectory. Most users of the directory are localorganisations and service providers, of which92% were either satisfied or very satisfied withthe features of the printed directory, althoughthe layout of entries may need to be reviewed.However, over 50% of respondents wereunaware that the directory is available on theInternet, despite the fact that almost 90% hadaccess to the Internet. Further promotion ofthe Internet option is obviously required.> > >far left: Corrimal Library encourages readers ofall ages to take advantage of the excellentfacilities.left: The library’s Internet service provides anopportunity for remote customers to have24-hour access to the catalogue service.performance against objectives71Visits to Branch LibrariesTotal Library VisitsTotal Reference Enquiries800,0001.2Million200,000600,000400,000667,877623,396628,930592,031582,2830.81.050.990.960.930.90150,000100,000161,288160,097147,572145,354147,4750.4200,00050,000098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

organisational services > > >program goal To assist in the delivery of quality services tothe community by providing effective support andmanagement services to the organisation.key results 02-03 Council continues to liaise with Telstraand other telecommunication services to provide a reliableand efficient telephone service • The purchase andinstallation of back-end infrastructure to support the newapplication systems • All statutory deadlines in relation tomanagement plans and financial reporting were met •Project to convert all archived hard copy plans into a digitalformat now complete • Implementation of the new LandInformation System (LIS) currently underway and will beavailable to all staff by late 2003 • Forte Marketing andDesign recorded its highest ever levels of internal andexternal income • Council’s OH&S and injury managementprogram now in the implementation and review stage.the year ahead Utilise current technologies to furtherprogress electronic document management • Identify andtreat perceptible risks to Council • Support theimplementation of corporate systems that improve thequality and efficiency of Council’s work processes •Promote electronic business opportunities based one-commerce • Plan and monitor Council’s finances to ensurefinancial sustainability •Manage transition to new financialmanagement system • Implement and review financial healthchecks • Manage the implementation of the new LIS program• Develop the ability to deliver key LIS services externallyvia the Internet • Benchmark and review performancemanagement system • Implement management leadershipprogram • Develop an employee self-service system.above: Marcello Chiodo, Administration andInformation Technology Division, connectingCouncil’s computer ports to network hubs.left: Chris Micallef and Jill Benvenuto, DesignDivision, assist in the management andmaintenance of land information data andsupport services.72> > >organisational servicesexpenditure $41.307MCouncil &Committee Support$0.653mLegal & Risk$6.500mDesign$7.716mMarketing$2.906mLegislation & Elections$0.353mHuman Resources$8.364mFinancialManagement$7.243mInformationTechnology$4.853mAdministration$2.719morganisational servicesincome $97.135MLegal & Risk$1.016mInformationTechnology$0.012mAdministration$0.107mCouncil &Committee Support$0.000mDesign$2.032mHuman Resources$0.169mFinancialManagement$90.467mMarketing$3.355mLegislation & Elections$0.000mOrganisational Services $41.307mCouncil $157.456mprogram expenditure compared to total council budgetOrganisational Services $97.135mCouncil $154.097mprogram income compared to total council budget

organisational servicesperformance against objectivesAdministrationRole of FunctionThis function provides effective and efficientsupport to councillors, the organisation and thecommunity. Key activities are the preparation ofbusiness papers, provision of stenographicservices, document management, telephoneand mobile phone services, printing services,neighbourhood committee support, Councilresolutions, and assistance to the StateElectoral Office with local governmentelections.Strategic Direction 2002-2006• Provide quality administrative services andinformation to councillors, staff and communitygroups.Results Against Objectives 2002-2003Voice Communications SystemsCouncil’s communication servicesrequirements continue to be provided byTelstra, in accordance with the currentcontract. We monitor our accounts on aregular basis to ensure that charges are leviedcorrectly. We also liaise with Telstra, and othertelecommunication providers, to provide staffand customers with a reliable and efficienttelephone service.Distribution of IncomingCorrespondenceOur policy for incoming correspondencerequires all material to be registered anddistributed within 24 hours of receipt.Over the last year, an average of less than oneitem per day required scrutiny that delayeddelivery. This is considered acceptable, givenan average of 83 letters are registered daily.Support to Neighbourhood CommitteesCouncil provides stenographic supportservices to neighbourhood committees.Following a recent survey, 54% of respondentsconfirmed that the resources provided areadequate.Legal and RiskRole of FunctionLegal and Risk provides a range of legal adviceand services to Council, its delegates andofficers. Key activities are to procureappropriate insurance cover at minimum cost,manage claims made against Council, andmanage litigation by and against Council.Strategic Direction for 2002-2006• Extend the self-funding insurance program.• Implement the CAPS system formanagement of operational risk.Results Against Objectives 2002-2003Accountability for Risk ManagementIt is executive management’s responsibility toensure that risk management policies areimplemented within the organisation. While, theLegal and Risk branch prepares and reviewsstandard contract documentation thatincorporate risk protection provisions.It also drafts documentation for procurementpolicies and procedures; and conductsseminars and workshops on legal complianceissues, in association with external advisers.Risk FinancingInsurance broker Heath Lambert Group isengaged on a fixed fee for all our insurancerequirements. In an effort to lessen the impactof increasing liability insurance premiums, apresentation of our risk managementsuccesses was made to our London-basedliability risk underwriters in March 2003. Theunderwriters were favourably impressed andrenewed coverage within budget estimates.Property InsurancePremiums for property insurance continued toincrease during the year. In order to effectivelyunderwrite Council’s physical assets,consultant valuers undertook the identificationand valuation of buildings, contents and otherphysical assets. Completion of this work didnot occur until June 2003 and our underwriterhas agreed to extend the existing cover on apro-rata basis for three months whilstmarketing of Council’s property portfoliounderwriting could take place on 31 July 2003.Motor Fleet InsuranceMotor vehicle insurance was secured for anunchanged premium, based on Councilretaining responsibility for the first $297,000 inclaims. This arrangement resulted in a $60,000saving for the year, as losses amounted to only$220,000.> > >73Jackie McGowan and Vicki Anderton(above), Administration and InformationTechnology Division, assist in providingquality administrative services andinformation to councillors, staff andcommunity groups.left: Rob Little, Administration andInformation Technology Division, preparingfor the production of one of the manyquality print jobs undertaken in-house.

organisational services > > >Reducing Perceptible RiskThe purpose of the NSW civil liabilitieslegislation of 2002 was to reduce the number,and financial consequences, of civil liabilityclaims required to be settled by defendants,including councils. The legislation providesprotection for those councils who actresponsibly in these matters. Councils arerequired to provide appropriate warnings, toresearch risks and to keep records of theirknowledge of risks.The Corporate Asset Protection System(CAPS) involves the identification and treatmentof risks that have the potential to causepersonal injury and property damage, resultingin financial cost. The value of Council’s risks isestimated to be $94.2 million, with a total of$41.3 million worth of risks having been treatedto date. Work continues on reducing the valueof risk to the organisation.Claims ManagementCouncil’s policy is to respond to every claimpromptly and fairly. Since 1995, the incidenceof liability claims has increased at an averagerate of 6% per annum, until the second half of2002, when the NSW civil liabilities legislationwas introduced. Since that time, the number ofliability claims being brought against us hasreduced. This year, the average monthly rate ofincidence (not cost) of claims has decreasedby 22.17% over 2001/02, and by 11.73% over2000/01. The reduction in the number ofclaims has resulted in an approximate halvingin the number of potential litigated and litigatedliability claims currently being administered.It is too early to draw definitive conclusions onthe long term effect of the civil liabilitieslegislation and its impact will be closelymonitored over the next few years.Information TechnologyRole of FunctionThis function is responsible for providing arange of computing and support services toCouncil. Key activities are maintenance ofinformation technology equipment, customersupport and the support of corporateinformation systems.Strategic Direction 2002-2006• Provide quality IT support services to allcustomers.• Implement updated information systems thatsupport current and future work processes andenable 24 hour, seven days per weekcustomer service.• Promote opportunities for the implementationof electronic business such as e-commerceand e-community.Results Against Objectives 2002-2003Changes to IT InfrastructureThis year has proved challenging for theInformation Technology team, particularly inview of significant changes to IT infrastructure.Amongst these were the upgrading of serversand personal computers to the latest MicrosoftWindows operating systems.This included the installation of the latestversion of Microsoft Office to the 700 personalcomputers currently in operation within theorganisation. As expected, these majorprojects contributed to a 40% increase insupport requests handled by the InformationTechnology section during the period underreview.New Corporate IT SystemsA major achievement for the year was thepurchase and installation of back-endinfrastructure to support the implementation ofnew application systems for the organisation.A storage area network (SAN), with 12 opticalfibre connected servers, is now operationaland supports such key systems as the recentlyimplemented financial management informationsystem and the future land information system.Financial ManagementRole of FunctionFinancial Management supports a diverserange of services to the community andCouncil. Key activities are managementaccounting, financial reporting, rates, payrollservices, procurement, accounts receivable,cashiering, debt recovery and investments.Strategic Direction 2002-2006• Improve financial systems, processes,information and support to allow financialdecision making and accountability at all levelsof the organisation.left: Marcello Chiodo, Administration andInformation Technology Division, part of theteam responsible for the installation of newback-end IT infrastructure.right: Tana Ramsden, Finance Division, workingto ensure that Council maintains its strongfinancial position through sound financialplanning.74performance against objectivesNumber of InformationTechnology Enquiries12,000Rate Recovery100%Unrestricted Current Ratio2.00:1Rate & Annual ChargesCoverage Ratio65%10,0008,0006,0007,7799,2547,95611,138959096.396.396.195.996.31.60:11.20:11.49:11.59:11.87:11.62:11.69:1605558.460.761.960.161.54,0002,0005,135850.80:10.40:15045098/99 99/00 00/01 01/02 02/038098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/034098/99 99/00 00/01 01/02 02/03

organisational servicesperformance against objectivesResults Against Objectives 2002-2003Reporting on the Financial Strength ofthe OrganisationThe Local Government Act (1993) requirescouncils to prepare a management plan withrespect to their activities and revenue policy. Tothis end, we prepare a five year corporate planoutlining its principal activities, objectives andperformance targets and set these in afinancial framework. This presents a long termfinancial direction for the organisation to ensurefinancial obligations are met. Performance isreviewed on a quarterly basis to allow changingpriorities to be incorporated, whilst maintaininga sound financial position. Results arepresented to both the community and theDepartment of Local Government. At theconclusion of the financial year, independentlyaudited annual statements are prepareddetailing the financial performance and positionof the organisation.The key performance indicators that areincluded as part of the annual statementsshow Wollongong City Council to be in astrong financial position, and generallyoutperforming industry benchmarks. Allstatutory deadlines in relation to managementplans and financial reporting were met.Unrestricted Current RatioThe ratio of 169% has improved marginallyfrom the previous year, and remains well abovethe industry benchmark of 100%. Thisindicates adequate working capital and anability to satisfy short-term obligations.Debt Service RatioThe ratio of 2.30% continues to stand wellabove the accepted 10% industry benchmark.Rate and Annual Charges CoverageRatioThe ratio of 61.48% indicates a relatively highreliance on rates as a source of income,compared to the industry benchmark of 50%.However, this provides security in financialplanning, as there is less reliance on uncertainsources of income, such as grant income.Rates and Annual Charges OutstandingRatioThe ratio of 4% has improved on last year andremains below the industry benchmark of 5%.This reflects good rate recovery processes.Land InformationRole of FunctionThis function is responsible for themanagement and maintenance of landinformation data and support services. Keyactivities are the updating and enhancement ofland information, map production, analysis andsystems development, customer support andoperation of the land information systemStrategic Direction 2002-2006• Support Council and the community in theprovision of accurate land information.• Develop a computerised plan managementsystem.• Broaden the application of the geographicand land information systems with the furtherdevelopment of products and services.Results Against Objectives 2002-2003Archival and Access of Existing PlansThe project to convert all archived hard copyplans into a digital format is now complete.Auditing and rationalisation of the archiveallowed this target to be achieved nine monthsahead of schedule. Staff now enjoy increasedaccess to plan information from their desktops.Access to Land and MappingInformationImproved staff access is to be achievedthrough the effective implementation of thenew land information system. The publictender and selection process was completed inSeptember 2002. The preferred solution wasPathway PPR, supplied by Geac ComputersPty Ltd. Business scoping of the product wascompleted in December 2002, withimplementation commencing in January 2003.The project is expected to be completed byDecember 2003.New Land Information System (LIS)This project is currently underway and it isplanned to have the new LIS available to allstaff by late 2003. Major tasks include theconversion of all existing land information tothe new system, and review and improvementof current processes. Data cleansing will alsobe undertaken to improve the accuracy ofinformation.The land information project to convert allarchived hard copy plans into a digital format isnow complete. This target was achieved ninemonths ahead of schedule, enabling Councilstaff to utilise increased access to planinformation from their desktops.> > >performance against objectives75Rate & Annual ChargesOutstanding5%44.233.73.73.93.721098/99 99/00 00/01 01/02 02/03

organisational services > > >Systems IntegrationThe primary focus this year was to ensure theintegration between the existing geographicinformation system and the new landinformation system. Together these systemswill provide a solid platform for direct on-lineaccess to the public in the future.Plan Management StrategyThe land information system project team isinvestigating options to better manage plansand documents submitted to Council, as partof the development process. The quantity andcomplexity of this information is proving achallenge, but good progress is being made toensure the documents are stored effectivelyand are easily accessible.MarketingRole of FunctionForté Marketing and Design is a registeredbusiness, providing the organisation with awide range of services under the Marketingfunction, whilst developing its externalbusiness operations. Key activities are toformulate marketing plans and strategies,undertake market research and customersurveys, develop creative advertising strategiesand campaigns, and to develop and maintain aviable external customer base. Forté provideshigh quality graphic design, creative design,copy writing, audio visual, multimedia,photographic, marketing, research, Internetdesign and development, and signwritingservices.Strategic Direction 2002-2006• Continue to operate Forté as a specialbusiness unit.• Expand multimedia and Internet capabilitiesto meet market demand.• Develop photographic and camera operatorskills to meet operational requirements.Results Against Objectives 2002-2003Internal and External IncomeForté Marketing and Design’s income base isderived from both internal and external clients.The total value of internal marketing projects in2002/03 was $2.26 million, with externalincome approaching $1.12 million. Each ofthese areas achieved its highest level ofincome to date, well in excess of budgetforecasts. The outcome was particularlysatisfying, as the year proved to be extremelychallenging in terms of meeting the demandsof conflicting projects, tight lead-in times,delays with staff recruitment and someuncertainty in relation to future operations.Staff Utilisation RatesIndividual billable hours targets are set for Fortépersonnel to ensure that overheads are metand staff work to maximum efficiency. Thetarget for 2002/03 was 35,005 hours, with thetotal number of hours recorded at year’s endbeing 33,667 hours. The difference is aconsequence of staff vacancies and is offset bya corresponding saving in salaries. In reality,almost every employee within Forté exceededtheir billable target.Forté Performance and CustomerSatisfactionWhilst no formal survey was undertaken ofCouncil clients this year, feedback provided ona ‘project to project’ basis indicated a highlevel of customer satisfaction, particularly in theareas of service provision and product quality.From an external perspective, Forté continuesto excel, with continued expansion of its clientbase and very high levels of repeat business.Feedback from external clients and industrypeers indicates that Forté enjoys an enviablereputation for excellence. This is reflected inour continuing success in attracting high profileclients.Service Expansion and DeliveryConsiderable effort was made during the year,to secure Forté as a full service agency. Themultimedia, Internet, product branding andphotographic services have benefited throughthe recruitment of highly experiencedpersonnel, resulting in a noticeable increase inoperational demand for these services. Thisadded strength to our service portfolio placesForté in an excellent position to make asignificant impact on Sydney metropolitan andnational marketplaces. To this end, acommittee has been set up to investigate theoption of providing increased autonomy andflexibility to Forté, along with appropriateremuneration and incentive mechanisms topave the way for accelerated business growthin the near future. Current options include thedevelopment of a separate enterpriseagreement and a reporting mechanism outsidethe normal Council structure.Robyn Moodie, one of the highly talenteddesigners at Forté Marketing and Design,working on a desk top publishing project. Thisyear, the Forté team recorded the highest levelsof income and production hours to date.> > >76performance against objectivesForté Marketing & DesignCompleted Projects3,000Forté Marketing & Design TotalProduction Hours35,000Forté Marketing & DesignExternal Income1.2$M2,5002,0001,5001,0001,9062,0302,3742,7022,80898/99 99/00 00/01 01/02 02/0330,00025,00020,00015,00018,89622,77023,45125,96233,66798/99 99/00 00/01 01/02 02/031.00.80.60.40.2523,970705,405883,8931,025,5551,113,86398/99 99/00 00/01 01/02 02/03

organisational servicesperformance against objectivesHuman ResourcesRole of FunctionThis function provides policy, strategy, processdevelopment and implementation that enablesoperational performance to be enhancedthrough the achievement of business plans andstrategies. Key activities are enterpriseagreement development and implementation,OH&S, workers compensation and injurymanagement, employee learning anddevelopment, organisational development andperformance management, recruitmentsupport service and the professional advice,support and information provision to theorganisation.Strategic Direction 2002-2006• Develop partnerships with senior managersto assist effective transfer of human resourcemanagement responsibilities to divisions.• Support the implementation of the NationalCompetition Policy through enterpriseagreement, local area agreements, andworkplace reform initiatives.• Facilitate the recruitment and retention ofstaff skills and knowledge.• Continue to develop effective OH&Smanagement systems and programs toprevent incidents/accidents and align systemswith behavioural change initiatives.• Continue implementation of the learning anddevelopment strategy aligned with corporategoals and business plans.Results Against Objectives 2002-2003Employee Learning, Training andDevelopmentThe organisation continued its emphasis onemployee learning, training and development,particularly in the area of OH&S training toensure the safety of our employees and tomeet legislative requirements. Due to theimplementation of two new corporatecomputer systems, along with normal trainingand development activities specific to theoperational needs of each division, the yearsaw 99% of employees undertake formaltraining activities.From an individual perspective, each employeeattended 25.4 hours of formal training anddevelopment. When broken down to salariedand wages employees, salaried personnelattended an average of 27.5 hours peremployee, whilst those from the wages areaattended 22.9 hours per employee. Thedifference reflects the additional trainingrequirements of the new corporate computersystems for salaried staff.Workplace InjuriesWhilst there was a slight increase in thenumber of workplace injuries during 2002/03,the amount of time the injured employees wereaway from work has decreased. The OH&Saudits are indicating an improvement toCouncil’s risk management approach, inaddition to increased knowledge andunderstanding, and importantly application, ofOH&S by employees within their workplaces.Workplace ReformWorkplace reform projects have been ongoingacross the organisation, enabling staff toimplement change to work processes andpractices to facilitate a higher level of service tocustomers. Projects during the year involvedranger services, supply assistants, personalassistants, and work teams from theDevelopment Assessment & ComplianceDivision. These changes required a review ofsome of the traditional relationships andinteraction between jobs and facilitated bettercommunication and teamwork betweenemployees, management and other sections ofthe organisation.A further outcome of the workplace reformprocess is updated job descriptions and theprovision for progression within positions foremployees. Council is committed to thedevelopment of its employees through theemployee development and review, andcompetency based progression systems.These allow for an objective assessment ofindividual skills against identified performancecriteria and standards for individual positions,thereby enabling a measurable return on staffinvestment initiatives.To date, this system is in place for 40% of staffwith the remaining 60% currently beingaddressed. These will be completed by June2004. Progress is consistent with theperformance indicators as contained inCouncil’s current enterprise agreement.> > >Nicole Ashton, Development Assessment andCompliance Division, and Peter Kofod, ManagerDesign, have conducted extensive staff trainingin the new land information system soon to beintroduced to the organisation.performance against objectives77Total Staff Training Hours28,000Days Lost Per Lost TimeInjury16Number of Lost Time Injuries100Workers’ CompensationTotal Costs2.5$M24,00020,00016,00012,00022,80121,22916,77418,38225,66812812.478.4110.3911.5810.8180604052648157682.01.51.02.021.992.201.862.108,0004,0004200.5098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03098/99 99/00 00/01 01/02 02/03

organisational servicesperformance against objectivesOccupational, Health and Safety (OH&S)Council’s OH&S and injury managementprogram is now at the implementation andreview stage. The focus for 2002/03 was theauditing of Council’s workplace to assess theimplementation of the OH&S program. Auditswere conducted at libraries, the crematoriumand cemeteries, Ribbonwood CommunityCentre, depot workshop and Russell Vale GolfCourse. The findings were reported back todivisional managers with the subsequentdevelopment of an OH&S improvement planthat outlines critical timeframes. Council hasstaff accredited in OH&S auditing to facilitatethe audit program.Site Safety Management PlansSite safety management plans were alsoimplemented in identified highest risk workareas. These included risk assessments,emergency response actions, workplaceinductions, training, workplace inspectionchecklists, use of plant and safe work methodstatements. To support the implementation ofsite management plans, supervisory staffreceived risk management training.Injury Management ProcessesThe outcome of a review into injurymanagement processes has resulted in theintroduction of early notification proceduresand the establishment of a job bank to assist inthe early return to work of injured employees.Of the 68 employees injured in 2002/03 (workand non-work related) and who received injurymanagement services, 88% returned to theirnormal duties. This included two work claimsthat had a significant impact on overall resultsas they required extensive periods ofrehabilitation away from the workplace.As required by our Self Insurance Licence2002, the Human Resources Division internallyaudited our injury management program. Theaudit found that, whilst the system hadfacilitated compliance with legislativerequirements, opportunities remained forfurther improvement. A process has begun toimplement these improvements throughout theorganisation.Enterprise Agreement PerformanceThe current enterprise agreement will be inoperation to 30 June 2004. The agreementreinforces Council’s commitment to providingservices to the community that are of thehighest standard. This can be achieved bydemonstrating that Council can provideefficient, timely, cost effective and competitiveservices to its customers and the community.During the year, organisational changeprocedures have enabled improvementmechanisms to be implemented, resulting inmodifications to workplace practices andactivities. These initiatives included changes toworkplace structures, job roles and workarrangements.Discussions, along with a review of the currentagreement, have also commenced. Theprocess will facilitate further modifications andallow new initiatives to be incorporated for thenext enterprise agreement due to come intoeffect on 1 July 2004.Equal Employment Opportunity (EEO)The EEO management plan endeavours tocreate a working environment that is free fromdiscrimination and based on merit and equalityof access to employment, promotions, learningand development activities. In addition, theplan requires an ongoing review oforganisational policies and procedures toensure they conform to EEO principles andthat their intent and purpose is communicatedto staff. A review of the EEO management planis scheduled for late 2003.Disability and Disadvantaged ServicesA number of new initiatives were implementedthis year, including the formation of a disabilitynetwork that will review all recruitment andselection processes to eliminate barriers forpeople with disabilities. The network metquarterly to discuss issues relating toemployment opportunities including theprovision of job application workshops.Another initiative was the development of aprogram to improve communication with deafand hearing/speech impaired to meet thechanging needs of community. Whilst therewere no new apprenticeships and traineeshipsoffered this year, the organisation has fivepeople with disabilities and one Aboriginal &Torres Strait Islander currently undertakingapprenticeships, and one person with adisability and a NATSI employee undergoingtraineeships. Work experience programs alsocontinued for disadvantaged groups and ethnicpeople whose qualifications were obtained intheir country of birth.Staff Establishment78Division Salary Wages TotalAdministration & Information Technology 72 - 72Community Development & Services 68 2 70Design 52 - 52Engineering Services 42 105 146.5Environment & Health 39 6 45Finance 57.5 - 57.5Human Resources 40 8 48Library & Cultural Services 78.5 - 78.5Development Assessment & Compliance 69 - 69Strategic Planning 20.5 - 20.5Property 15 23 38Recreation & Natural Resources 54.5 178 232.5Works 25 114 139Management/Executive Services 23 - 23Total 656 436 1,092• Figures represented by 0.5 are job-sharing positions.Establishment figures include permanent and temporary staff only and do not include casual staff.Cadets and apprentices have been attributed to the Human Resources Division.

financial statements contents for the year ended 30 june 2003Financial OverviewFinancial Reporting ................................................................................................................................................................................................................................................................. 81Financial StatementsStatement Of Financial Performance For The Year Ended 30th June 2003 ......................................................................................... 83Statement Of Financial Position As At 30 June 2003 ........................................................................................................................................................... 84Statement Of Changes In Equity For The Year Ended 30th June 2003 ...................................................................................................... 85Statement Of Cash Flows For The Year Ended 30th June 2003 .......................................................................................................................... 86Notes to the Financial StatementsNOTE 1 Significant Accounting Policies ....................................................................................................................................................................................... 87NOTE 2 (a) Functions ....................................................................................................................................................................................................................................................... 93NOTE 2 (b) Components Of Functions .................................................................................................................................................................................................... 94NOTE 3 Expenses From Ordinary Activities ............................................................................................................................................................................ 95NOTE 4 Revenues From Ordinary Activities ............................................................................................................................................................................ 97NOTE 5 Gain Or Loss On Disposal Of Assets ..................................................................................................................................................................... 99NOTE 6 Cash Assets And Investment Securities ............................................................................................................................................................ 99NOTE 7 Receivables ............................................................................................................................................................................................................................................ 102NOTE 8 Inventories And Other Assets ....................................................................................................................................................................................... 103NOTE 9 (a) Property, Plant And Equipment .................................................................................................................................................................................. 104NOTE 9 (b) Restricted Property, Plant And Equipment ................................................................................................................................................. 105NOTE 10 Liabilities ...................................................................................................................................................................................................................................................... 106NOTE 11 Reconciliation To Cash Flow Statement ......................................................................................................................................................... 107NOTE 12 Commitments For Expenditure ................................................................................................................................................................................... 108NOTE 13 Statement Of Performance Measurement .................................................................................................................................................. 109NOTE 14 Conditions Over Grants And Contributions ............................................................................................................................................... 109NOTE 15 Financial Instruments ................................................................................................................................................................................................................ 110NOTE 16 Significant Variations From Original Budget .............................................................................................................................................. 111NOTE 17 Statement Of Contribution Plans ............................................................................................................................................................................. 113NOTE 18 Assets And Liabilities Not Recognised In Statement Of Financial Position .................................................. 116Independant Report to Wollongong City CouncilReport On The General Purpose Financial Reports - Section 417(2) ......................................................................................................... 117Report On The Conduct Of The Audit For The Year Ended 30 June 2003 - Section 417(3) .................................... 118Special Purpose Financial ReportsStatement By Councillors And Management Made Pursuant To The Local Government CodeOf Accounting Practice And Financial Reporting ..................................................................................................................................................................... 120Statement Of Financial Performance By Business Activities For Year Ended 30th June 2003 .............................. 121Statement Of Financial Position By Business Activities For Year Ended 30th June 2003 ............................................. 122Notes to the Special Purpose Financial ReportsNOTE 1 Significant Accounting Policies ................................................................................................................................................................................... 123Independant Auditor’s Report to Wollongong City CouncilIndependent Auditor’s Report On The Special Purpose Financial Reports ........................................................................................ 125Special SchedulesSpecial Schedule No 1 - Net Cost Of Services For The Year Ended 30 June 2003 ............................................................. 126Special Schedule No 2 (1) - Statement Of Long Term Debt (All Purpose)For The Year Ended 30 June 2003 ............................................................................................................................................................................................................. 129Special Schedule No 7 - Condition of Public Works As At 30 June 2003 .......................................................................................... 130> > >79

financial executive summaryI am very pleased to present the Annual Financial Statements for Wollongong City Council for2002/03. Amid the ongoing challenges facing local government and the increasingly high expectationswe, as a community, have for quality services and facilities in a sustainable environment, I am happy toreport that we have had a year of solid financial performance. Council’s liquidity indicators (Note 13) areall above industry standards and show continued strength of Council’s short to medium term financialposition.Council’s overall cash and investments position has improved from $64m at the end of 2001/02 to$71m at the end of the current year. While much of Council’s cash is restricted to specific purposes byexternal bodies, legislation, and Council resolution, the level of unrestricted cash and investmentsincreased from $13.5m to $15.1m.The Statement of Financial Performance shows a deficit of $6.7m which includes non-cash items suchas depreciation and movements in provisions for expenses accrued but not yet paid. The deficit fromordinary activities before capital amounts (grants and contributions) was $15.9m. This statementprovides some indication that Council is not earning sufficient revenue to carry out day-to-dayoperations and maintain current level of assets over the longer term. Council and the community arefaced with the challenge in coming years to match the appropriate level of community amenity andservice with the revenues received by Council.Council’s debt position has remained very conservative with a total debt outstanding of $5.4m,representing less than 0.5% of asset value. Our Debt Service Ratio (Note 13) remains low by industrystandards, reflecting the decisions made in the past to reduce debt prior to the year 2000. This lowdebt position places us in good stead for the future by adding to the flexibility in making financialdecisions.During the year, Council has implemented a new Financial Management Information System, andcarried out significant development of its new Land Information System, due to ‘go live’ in November2003. Both these projects required substantial resourcing in the current year, however, it is anticipatedthat they will create significant returns to operations and service levels in the future. Other majorprojects during the year include the redevelopment of Tourist Parks, the North Beach Precinct, CityBeach, and the Thirroul Community Centre and Library. The Wollongong Futures project continued toset our course for the future in the area of strategic planning.My thanks to all staff and external auditors who worked on the preparation of these statements,depicting solid financial position that can provide a firm basis for the continued operations of Council.Rod Oxley, PSMGeneral Manager, Wollongong City Council80

financial overview> > >Financial ReportingThe financial reports and statistics included in this year’s annual report reflect our financial position as at 30June 2003. These were prepared in accordance with the Local Government Act 1993 and the Regulations, aswell as Australian Accounting Standards and Statements of Accounting Concepts.Council has also complied with the requirements of both the Local Government Code of Accounting Practiceand Financial Reporting and the Local Government Asset Accounting Manual.The financial reports have been prepared on the accrual basis of accounting.Council OperationsThe corporate review conducted at 31 March 2003, along with projects reintroduced during the June quarterpredicted a projected budget deficit of $7.917 million.The Quarterly Corporate Review is generally conducted on a cash flow basis and acknowledges internal andexternal restrictions on cash for specific purposes. The effects of non cash transactions, such as depreciationare excluded.The actual result at the end of the June Quarter, was a deficit of $3.358 million. Major factors in theimprovement against the projected budget were projects totalling $4.459 million not finalised at year end andmarginal improvements in income and savings in expenditure contributing $.037 million.The following is a reconciliation between the cash flow based result shown above and the AAS27 result:$’000 $’000Cash Flow Result (Surplus) 3,359Non Cash Expenses excluded for cash flow resultDepreciation 29,401Increase in employees’ leave entitlements 2,013Increase in insurance provision 544Reversal of provision for future lease payments (1,359) 30,599Carrying value of assets sold 4,061 4,061Capital expenditure included in cash flow resultAsset acquisitions, construction and development (24,642)Loan Repayments principal (152)Finance lease payments (2,592)Finance lease interest 150 (27,236)Non cash contributions receivedBushfire assets (64) (64)Grants & contributions received in the current year but not expended in the year (1,702) (1,702)Adjustment for restricted cashTransfers to restricted cash (7,052)Transfers from restricted cash 3,593 (3,459)Loan draw down 1,163 1,163Result per Statement of Financial Performance (Deficit) 6,72181

financial FINANCIAL overview STATEMENTS CONTENTS > > >RatesFrom 1 July 1994, the full provisions of rating legislation under the new Local Government Act 1993 becameapplicable.Council receives its major source of revenue from rates. For the year commencing 1 July 2002, thisrepresented 52.2% of the income. The State Government permitted an increase of 3.3% in the rate base forthe rating year 1 July 2002 to 30 June 2003. Land valuations of base date July 2001 were used for ratingpurposes.Government GrantsGovernment grants also represent a significant portion of Council’s income. The majority of these grants aretied to specific works and cannot be used for any other purpose.Where grants remain unspent at year end the cash is held as a restricted asset. Total income received fromgrants during the year was $19.77 million. This represents 14.2% of total income, compared to 16.8% in2001/02. An amount of $5.8 million was held as restricted cash in respect of unspent grants at 30 June 2003.Fees and ChargesCouncil cannot change fees that are set by statute. These include fees such as dog registration fees andcertain building and development fees.The majority of fees set by Council were increased by 2.4 % in the year ending 30 June 2003. Before adoptingthese increases Council gave due consideration to factors such as the cost to Council of providing theservices and the importance of the service to the community.Statement by Councillors and Management made pursuant to Section 413(2)(c) ofthe Local Government Act 1993 (as amended)The attached Annual Financial Statements have been drawn up in accordance with:• The Local Government Act 1993 (as amended) and the Regulations made thereunder• The Australian Accounting Standards and professional pronouncements• The Local Government Code of Accounting Practice and Financial Reporting• The Local Government Asset Accounting ManualTo the best of our knowledge and belief, these reports:• Present fairly Council’s operating result and financial position for the year, and• Accord with Council’s accounting and other records.We are not aware of any matter that would render the reports false or misleading in any way.Signed in accordance with a resolution of Council made on 22 September 2003.Cr A DarlingLord MayorCr V KingCouncillorM HydeActing General ManagerS PayneResponsible Accounting Officer82

financial statements> > >Statement of Financial Performance for the year ended 30th June 2003Expenses from ordinary activitiesBudget Actual Actual2003 2003 2002Notes $’000 $’000 $’000Employee costs 3(a) 57,413 59,538 56,557Materials & contracts 30,451 33,250 37,177Borrowing costs 3(b) 75 238 215Depreciation 3(c) 30,598 29,401 28,057Other expenses 3(d) 21,687 23,349 21,541Total expenses from ordinary activities 140,224 145,776 143,547Revenues from ordinary activitiesRates & annual charges 4(a) 85,632 85,492 82,370User charges & fees 4(b) 18,585 17,401 17,947Investment revenues 4(c) 2,403 3,817 2,676Grants & contributions - operating 4(e)&(f) 17,614 19,115 18,961Other revenues 4(d) 1,684 2,814 3,298Gain from disposal of assets 5 305 1,196 1,012Revenues from ordinary activities before capital amounts 126,223 129,835 126,264Surplus (deficit) from ordinary activities before capital amounts (14,001) (15,941) (17,283)Grants & contributions - capital 4(e)&(f) 5,993 9,220 10,866Net surplus (deficit) for year (8,008) (6,721) (6,417)This statement is to be read in conjunction with the attached notes83

financial FINANCIAL statements STATEMENTS CONTENTS > > >Statement of Financial Position as at 30 June 2003Current assetsActual Actual2003 2002Notes $’000 $’000Cash assets 6 35,885 25,245Investment securities 6 17,889 22,324Receivables 7 7,123 10,711Inventories 8 108 403Other 8 1,542 2,097Total current assets 62,547 60,780Non-current assetsCash assets 6 16,944 16,422Receivables 7 1,585 1,393Inventories 8 6,013 5,734Property, plant & equipment 9 1,079,825 1,087,554Total non-current assets 1,104,367 1,111,103Total assets 1,166,914 1,171,883Current liabilitiesPayables 10 13,428 12,978Borrowings 10 2,336 2,260Provisions 10 9,553 8,734Total current liabilities 25,317 23,972Non-current liabilitiesPayables 10 0 951Borrowings 10 3,111 3,457Provisions 10 25,845 24,141Total non current liabilities 28,956 28,549Total liabilities 54,273 52,521Net assets 1,112,641 1,119,362EquityAccumulated surplus 862,240 868,961Asset revaluation reserve 250,401 250,401Total equity 1,112,641 1,119,362This statement is to be read in conjunction with the attached notes84

financial statements> > >Statement of Changes in Equity for the year ended 30th June 20032003 2002$’000 $’000Asset Council Outside Asset Council OutsideAccum Reval Equity Equity Total Accum Reval Equity Equity TotalSurplus Reserve Interest Interest Surplus Reserve Interest InterestBalance at beginning of the reporting period 868,961 250,401 1,119,362 0 1,119,362 875,378 250,401 1,125,779 0 1,125,779Change in Net Assets recognised inthe Statement of Financial Performance (6,721) 0 (6,721) 0 (6,417) (6,417) 0 (6,417) 0 (6,417)Balance at end of the reporting period 862,240 250,401 1,112,641 0 1,112,641 868,961 250,401 1,119,362 0 1,119,362This Statement is to be read in conjunction with the attached notes85

financial FINANCIAL statements STATEMENTS CONTENTS > > >Statement of Cash Flows for the year ended 30th June 2003Actual Actual2003 2002Notes $’000 $’000Cash flows from operating activitiesReceiptsRates & annual charges 85,526 82,017User charges & fees 19,399 18,392Investments income 3,750 2,569Grants & contributions 30,372 30,685Other operating receipts 8,866 6,879PaymentsEmployee costs (57,758) (54,040)Materials & contracts (39,168) (36,399)Borrowing costs 3,298 (215)Other operating payments (26,884) (26,041)Net cash provided by (or used in) operating activities 11 27,401 23,847Cash flows from investing activitiesReceiptsProceeds from sale of property, plant & equipment 5,200 5,942Proceeds from sale of real estate 0 110Proceeds from sale of investment securities 4,435 71Repayments from deferred debtors 8 5PaymentsPurchase of property, plant & equipment (23,440) (23,462)Purchase of real estate 0 (6)Purchase of investment securities 0 (7,000)Net cash provided by (or used in) investing activities (13,797) (24,340)Cash flows from financing activitiesReceiptsProceeds from borrowings & advances 565 1,064PaymentsRepayments of borrowings & advances (152) 0Repayment of finance lease liabilities (2,479) (2,126)Net cash provided by (or used in) financing activities (2,066) (1,062)Net increase (decrease) in cash held 11,538 (1,555)Cash assets at beginning of reporting period 11 41,291 42,846Cash assets at end of reporting period 11 52,829 41,291This statement is to be read in conjunction with the attached notes86

notes to the financial statements> > >Note 1 - Significant Accounting Policies1. The Local Government Reporting Entity1.1 Prior to the 1999/2000 financial year, Council consolidated a number of small business activities into theGeneral Purpose Financial Reports. Having consideration to the materiality of consolidating these activities andin consultation with Council’s auditors, a decision was taken not to consolidate these activities.1.2 The General FundIn accordance with the provisions of S409 (1) of the Local Government Act 1993, all money and propertyreceived by Council is held in General Fund unless it is required to be held in Council’s Trust Fund.1.3 The Trust FundCouncil is required under the Local Government Act to maintain a separate and distinct Trust Fund to accountfor all moneys and property received by Council in trust which must be applied only for the purposes of or inaccordance with the trusts relating to those moneys. Trust monies and property subject to Council’s controlhave been included in these reports. Trust monies and property held by Council but not subject to our controlhave been excluded from these reports. A separate statement of moneys held in the Trust Fund is available forinspection at Council’s office by any person free of cost.2. Basis of Accounting2.1 ComplianceThe General Purpose Financial Reports comply with the applicable Australian Accounting Standards, therequirements of the Local Government Act and Regulations and the Local Government Code of AccountingPractice and Financial Reporting and the Local Government Asset Accounting Manual and other mandatoryprofessional reporting requirements (urgent issues group consensus views).2.2 BasisThe General Purpose Financial Reports were prepared on the accrual basis of accounting. Except for assetsthat are shown at current cost valuation and employee leave entitlements which are shown at the presentvalue of future cash flows, the report was prepared in accordance with the historical cost convention.The accounting policies adopted for the reporting period were consistent with those of the previous reportingperiod except where otherwise indicated.3. RatesThe rating period and reporting period for Council coincide and, accordingly, all rates levied for the year arerecognised as revenues. Uncollected rates are recognised as receivables after providing for amounts due fromunknown owners and postponed rates in accordance with the requirements of the Local Government Act1993.4. Grants, Contributions and Donations4.1 GeneralGrants, donations and other contributions are recognised as revenues when Council obtains control over theassets comprising the contributions. Control over granted assets is normally obtained upon their receipt.Where prior advice of grants was received and expenditure was incurred in accordance with the relevant termsand conditions, unreceived grant entitlements are recorded as receivables.Unreceived contributions over which Council has control are recognised as receivables.Where grants, contributions and donations recognised as revenues during the reporting period were obtainedon the condition that they be expended in a particular manner or used over a particular period, and thoseconditions were undischarged as at the reporting date, the amounts subject to those undischarged conditionsare disclosed in these notes as restricted assets.Also disclosed is the amount of grants, contributions and receivables recognised as revenues in a previousreporting period which were obtained in respect of the Council’s operations for the current reporting period.4.2 Contributions Under S94 of the Environmental Planning and Assessment (EPA) Act 1991Council has obligations to provide facilities from contributions required from developers under the provisions ofS94 of the Environmental Planning and Assessment Act 1991. Contributions received each year are requiredto be held as restricted assets until used for the purpose designated in formal contribution plans.87

notes FINANCIAL to the financial STATEMENTS statements CONTENTS > > >These contributions may be expended only for the purposes for which the contributions were required, butCouncil may, within each area of benefit, apply contributions according to the priorities established in therelevant contribution plans and accompanying works schedules.Council also holds contributions obtained prior to the requirement to have contribution plans in place. Thesemoneys must be applied only for purposes for which they were obtained.5. InvestmentsInvestments are recognised at cost. Interest revenues are recognised as they accrue. Bills of exchange, whichwere purchased at a discount to face value, are recognised at cost. The discount brought to account duringthe reporting period is accounted for as interest received.6. ReceivablesReceivables for rates and annual charges are secured over the subject land, and bear interest at ratesdetermined in accordance with the Local Government Act 1993 (as amended) and the Regulations andDeterminations made thereunder.Other receivables are generally unsecured and do not bear interest.All receivables are reviewed as at the reporting date and adequate provision made for amounts the receipt ofwhich is considered doubtful.7. InventoriesInventories held in respect of stores have been valued by using the weighted average cost on a continualbasis, after adjustment for loss of service potential. Inventories held in respect of business undertakings havebeen valued at the lower of cost and net realisable value.Real Estate Assets developments have been classified as Inventory in accordance with Australian AccountingStandard AAS2 and are valued at the lower of cost or net realisable value. Cost includes the costs ofacquisition, development, borrowing and other costs incurred on financing of that acquisition up to the time ofsale. The amount by which cost exceeds the net realisable value has been recognised as an expense.Revenues arising from the sale of property are recognised in the Statement of Financial Performance whensettlement of all the conditions of the contract has been fulfilled.8. Property, Plant & Equipment8.1 Transitional ProvisionsExcept for land under roads and bulk earthworks, infrastructure assets acquired or constructed prior to 1January 1993 have been capitalised in the accounts on a staged basis since June 1995. The effect ofrecognising these non-current assets has increased Council’s accumulated wealth by $990 million (925%)since 1993. In addition, the annual estimated depreciation expense is almost $30 million as compared to $5million prior to the non-current asset recognition. All non-current assets purchased or constructed arecapitalised as soon as the asset is held ‘ready for use’.8.2 MaterialityFor assets capitalised since 1 July 2002, the following rules of materiality have been applied where the assethas an economic life that is determined to be longer than one year:Plant and equipment Capitalise if value > $5,000Office equipment Capitalise if value > $5,000Furniture and fittings Capitalise if value > $5,000Land• Council landCapitalise• open spaceCapitaliseBuildings• construction/extensionsCapitalise• renovations Capitalise if value > $5,000Other structures Capitalise if value > $5,000Roads, bridges, footpaths• construction/reconstructionCapitalise• reseal/resheet/major repairs Capitalise if value > $5,00088

notes to the financial statements> > >For assets capitalised prior to 1 July 2002, the following rules of materiality were applied where the asset hasan economic life that is determined to be longer than one year:Plant and equipment Capitalise if value > $1,500Office equipment Capitalise if value > $1,500Furniture and fittings Capitalise if value > $1,500Land• Council landCapitalise• open spaceCapitaliseBuildings• construction/extensionsCapitalise• renovations Capitalise if value > $1,500Other structures Capitalise if value > $1,500Roads, bridges, footpaths• construction/reconstructionCapitalise• reseal/resheet/major repairs Capitalise if value > $1,5008.3 ValuationThe ‘Recoverable Amount Test’ of paragraph 30 of AAS 10 does not apply to Council except in relation torecognised trading operations.8.3.1 Plant and Equipment, Office Equipment, Furniture and Fittings ,Buildings and Land ImprovementsAll assets as at 30 June 2001 were recorded at deemed cost of acquisition in accordance with AAS 38 (AASB1041) paragraph 10.4(a) of the Standard. All assets acquired after this date have been recorded at cost.Pursuant to clause 8.2.1 of AAS 36, Council has undertaken current valuations of all buildings.Current Valuation - An independent valuation of buildings, based on Insurance Value as at 6 June 2003, wasundertaken by Mr Scott Fullarton, registered valuer number 2144, of Scott Fullarton Valuations Pty Ltd. Theinsurance value of the valuation was $293,918,650. The new valuation has not been brought to account asCouncil has continued to adopt the ‘cost basis’ for recording this asset class.8.3.2 Operational LandAt 1 July 2000, Council elected to record all operational land at deemed cost of acquisition in accordance withAAS 38 (AASB 1041) paragraph 10.4(a) of the Standard.Pursuant to clause 8.2.1 of AAS 36, Council has undertaken current valuations of all land.Current Valuation - A valuation of operational land based on market value of land only, taking into account theproperty’s zoning and permitted use, was undertaken as at 30 June 2001 by the Valuer General. The valuationwas $28,322,910 and has not been brought to account as Council has continued to adopt the ‘cost basis’ forrecording this asset class.8.3.3 Community LandAt 1 July 2000, Council elected to record all community land at deemed cost of acquisition in accordance withAAS 38 (AASB 1041) paragraph 10.4(a) of the Standard.Pursuant to clause 8.2.1 of AAS 36, Council has undertaken current valuations of all land.Current Valuation - A valuation of community land based on market value of land only, taking into account theproperty’s zoning and permitted use, was undertaken as at 30 June 2001 by the Valuer General. The valuationwas $107,004,040 and was not brought to account as Council has continued to adopt the ‘cost basis’ forrecording this asset class.8.3.4 Land Under RoadsLand under roads was not capitalised.8.3.5 Transport Assets (Roads Infrastructure)All transport assets as at 30 June 2001 were recorded at deemed cost of acquisition in accordance with AAS38 (AASB 1041) paragraph 10.4(a) of the Standard. All transport assets acquired after this date were recordedat cost.8.3.6 Stormwater Drainage AssetsAll stormwater drainage assets as at 30 June 2001 were recorded at deemed cost of acquisition inaccordance with AAS 38 (AASB 1041) paragraph 10.4(a) of the Standard. All stormwater drainage assetsacquired after this date were recorded at cost.89

notes FINANCIAL to the financial STATEMENTS statements CONTENTS > > >8.3.7 Bulk EarthworksPrior to 1 July 1996, no values have been attributed to the bulk earthworks inherent in the road infrastructure,as Council had no reliable method of estimating values. All bulk earthworks since 1 July 1996 and up to30 June 2001 were recorded at deemed cost of acquisition in accordance with AAS 38 (AASB 1041)paragraph 10.4(a) of the Standard. All bulk earthworks from 1 July 2001 were recorded at cost.8.4 Depreciation of Non-Current AssetsAll assets having a limited useful life are systematically depreciated over their useful lives in a manner whichreflects the consumption of the service potential embodied in those assets.Depreciation is recognised on a straight-line basis using a standard range of rates which are reviewed annually.Major depreciation periods are:Vehicles10 yearsEarthmoving Equipment3 to 10 yearsOther Plant and Equipment6 to 10 yearsRural Fire Service Equipment5 yearsOffice Equipment5 to 10 yearsFurniture & Fittings10 yearsProperty, Plant & Equipment Leased3 to 6 yearsBuildings33 to 100 yearsConcrete Bridges100 yearsRoads Infrastructure14 to 42 yearsStormwater Drainage Infrastructure100 yearsPlayground Equipment5 to 10 yearsPublic Amenities50 yearsSwimming Pool33 yearsLibrary Books6 to 10 yearsLand Improvements25 to 100 yearsBulk EarthworksInfiniteLand -Council OwnedInfiniteLand -Council ControlledInfiniteHeritage Assets100 years9. Payables and Other Current Liabilities9.1 Goods & ServicesPayables are amounts due to external parties for the supply of goods and services and are recognised asliabilities when the goods and services are received. Creditors are normally paid 30 days after the month ofinvoice. No interest is payable on these amounts.9.2 Payments Received in Advance & DepositsAmounts received from external parties in advance of service delivery, and security deposits held againstpossible damage to Council assets, are recognised as liabilities until the service is delivered or damagereinstated, or the amount is refunded as the case may be.10. BorrowingsLoans are carried at their principal amounts which represent the present value of future cash flows associatedwith servicing the debt.11. Employee EntitlementsIn June 2001, the Australian Accounting Standards Board (AASB) issued a new standard on ‘EmployeeBenefits’, AASB 1028. The new standard replaces AAS 30 and will apply to annual reporting periods beginningon or after 1 July 2002.Employee entitlements are accrued on a pro-rata basis for annual leave, sick leave and long service leave andgratuities in respect of services provided by employees up to the reporting date in accordance with AASB1028. Such accruals are assessed as at each reporting date, having regard to current rates of pay and otherfactors including experience of employee departures, projected employee rates of pay and their periods ofservice.90

notes to the financial statements> > >The Standard requires liabilities in respect of wages and salaries, annual leave and sick leave (regardless ofwhether they are expected to be settled within 12 months of reporting date) to be measured at their ‘nominalamounts’. The Standard also requires employee benefits liabilities (other than wages and salaries, annual leaveand sick leave) expected to be settled within 12 months of reporting date to be measured at their ‘nominalamounts’. The nominal basis of measurement uses remuneration rates that Council expects to pay as at eachreporting period and does not discount cash flows to their present value.Employee benefit liabilities (other than wages and salaries, annual leave and sick leave) expected to be settledmore than 12 months after reporting date to be measured at ‘present value’. The Standard requires the marketyields on national government bonds to be used in determining the present value of employee benefit liabilities.The superannuation expense for the year is the amount of the contribution Council makes to the variousstatutory superannuation plans, which provide benefits to its employees.The following disclosures are made pursuant to AASB 1028, paragraph 6.10:Council makes employer superannuation contributions in respect of its employees to the Local GovernmentSuperannuation Scheme. The scheme has two types of membership, each of which is funded differently.Accumulation Fund MembersThe accumulation fund receives both employer and employee contributions on a progressive basis. Employercontributions are normally based on a fixed percentage of employee earnings in accordance withSuperannuation Guarantee Legislation (9% in 2002/03; 8% in 2001/02). No further liability accrues to theemployer as the superannuation benefits accruing to employees are represented by their share of the netassets of the fund.Defined Benefit MembersCouncil makes employer contributions to the defined benefits categories of the scheme at rates determined bythe scheme’s trustee. The rate is currently NIL% (NIL% in 2001/02) of superannuation salary. Employees alsomake member contributions to the fund. As such, assets accumulate in the fund to meet member benefits, asdefined in the trust deed, as they accrue.Council has an ongoing obligation to share in the future experience of the scheme. Favourable or unfavourablevariations may arise should the experience of the scheme differ from the assumptions made by the scheme’sactuary in estimating the scheme’s accrued benefits liability.The estimated position of the Local Government Superannuation Scheme as at 30 June 2003 is as follows:Employer Liability $39,428,917.86Employer Assets $48,145,827.13Surplus $8,716,909.27The total number of equivalent full time employees at the beginning and end of the financial year were 1028.5and 1041.4 respectively.12. Financial InstrumentsCouncil complies with Australian Accounting Standard AAS33 “Presentation & Disclosure of FinancialInstruments”, the disclosures required by that Standard are made in Note 6 (Cash Assets and InvestmentSecurities), Note 7 (Receivables) and Note 15 (Financial Instruments).13. LeasesLease arrangements have been accounted for in accordance with the Australian Accounting Standard AAS17“Accounting for Leases”.The council’s rights and obligations under finance leases, which are leases that effectively transfer to Councilsubstantially all of the risks and benefits incident to ownership of the leased items, are initially recognised asassets and liabilities equal in amount to the present value of the minimum lease payments. The assets aredisclosed as assets under lease, and are amortised to expense over the period during which the Council isexpected to benefit from the use of the leased assets. Leased assets are being amortised over periods rangingfrom 3 to 5 years. Minimum lease payments are allocated between interest expense and reduction of the leaseliability, according to the interest rate implicit in the lease.91

notes FINANCIAL to the financial STATEMENTS statements CONTENTS > > >Lease liabilities are allocated between current and non-current components. The principal component of leasepayments due on or before the end of the succeeding year is disclosed as a current liability and the remainderof the lease liability is disclosed as a non-current liability.In respect of operating leases, where the lessor substantially retains all of the risks and benefits incident toownership of the leased items, lease payments are charged to expense over the lease term.14. Budget InformationThe Statement of Financial Performance provides budget information on major income and expenditure items.Note 2(a) also provides budget information of revenues and expenditures of major activities. Budget figurespresented are those approved by Council at the beginning of the financial year and do not reflect Councilapproved variations throughout the year. Short explanations of the most significant variations are given in Note16.15. RoundingIn accordance with the Code of Accounting Practice all amounts shown in the Financial Statements have beenrounded to the nearest thousand dollars and are in Australian currency.16. Comparative FiguresWhere necessary, comparative figures have been adjusted to conform with changes in presentation in thecurrent year.92

notes to the financial statements> > >Note 2 (a) - FunctionsREVENUES, EXPENSES AND ASSETS HAVE BEEN DIRECTLY ATTRIBUTED TO THE FOLLOWING FUNCTIONS AND ACTIVITIESGrants Total assets heldRevenues Expenses Operating result included in (current &revenues non-current)Original Original OriginalBudget Actual Actual Budget Actual Actual Budget Actual Actual2003 2003 2002 2003 2003 2002 2003 2003 2002 2003 2002 2003 2002$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Governance 0 0 0 5,634 5,321 4,136 (5,634) (5,321) (4136) 0 0 0 0Administration 1,666 3,646 4,145 0 0 0 1,666 3,646 4,145 137 59 98,008 92,445Public order & safety 629 799 3,593 8,351 10,400 11,157 (7,722) (9,601) (7,564) 353 3,026 12,284 12,773Health 243 253 373 3,567 3,224 3,326 (3,324) (2,971) (2,953) 21 107 633 574Community services & education 1,421 1,913 2,590 7,948 7,526 7,191 (6,527) (5,613) (4,601) 1,849 1,968 10,450 10,584Housing & community amenities 8,469 8,771 8,236 48,267 46,226 44,239 (39,798) (37,455) (36,003) 1,931 1,989 30,451 31,136Water supplies 0 0 0 0 0 0 0 0 0 0 0 0 0Sewerage services 0 0 0 0 0 0 0 0 0 0 0 0 0Recreation & culture 4,888 7,990 7,852 47,753 53,950 53,754 (42,865) (45,960) (45,902) 1,102 2,512 259,817 261,236Fuel & energy 0 0 0 0 0 0 0 0 0 0 0 0 0Mining, manufacturing &construction 2,916 2,739 2,380 1,123 291 295 1,793 2,448 2,085 0 0 0 0Transport & communication 2,727 6,318 5,907 13,018 13,125 14,761 (10,291) (6,807) (8,854) 256 277 712,108 721,259Economic affairs 4,644 3,738 3,960 4,572 5,713 4,688 72 (1,975) (728) 0 0 43,163 41,876Totals - functions 27,603 36,167 39,036 140,233 145,776 143,547 (112,630) (109,609) (104,511) 5,649 9,938 1,166,914 1,171,883General purpose Revenues 104,622 102,888 98,094 104,622 102,888 98,094 14,121 13,048Totals 132,225 139,055 137,130 140,233 145,776 143,547 (8,008) (6,721) (6,417) 19,770 22,986 1,166,914 1,171,883The above functions conform to those used by the Australian Bureau of Statistics and provide a basis for comparison with other councils.93

notes FINANCIAL to the financial STATEMENTS statements CONTENTS > > >Note 2 (b) - Components of FunctionsThe activities relating to Council functions reported on in Note 2 (a) are as follows:AdministrationElections, meetings and elected members, corporate support, engineering and works administration, othersupport services.Public Order & SafetyFire protection, animal control, beach control, enforcement of local government regulations, emergencyservices, other.HealthAdministration and inspection, immunisations, food control, insect & vermin control, noxious plants, healthcentres, other.Community Services & EducationAdministration, family day care, child-care, youth services, other services to families and children, aged anddisabled, migrant services, Aboriginal services, other community services, education.Housing and Community AmenitiesHousing, town planning, domestic waste management services, other waste management services, streetcleaning, other sanitation and garbage, urban stormwater drainage, environmental protection, publiccemeteries, public conveniences, other community amenities.Recreation & CulturePublic libraries, museums, art galleries, community centres, public halls, other cultural services, swimmingpools, sporting grounds, parks and gardens, lakes, other sport and recreation.Mining, Manufacturing & ConstructionBuilding control, abattoirs, quarries and pits, other.Transport & CommunicationUrban roads, sealed rural roads, unsealed rural roads, bridges, footpaths, aerodromes, parking areas, busshelters and services, water transport, works undertaken for Roads & Transport Authority, street lighting, other.Economic AffairsCamping areas, caravan parks, tourism and area promotion, industrial development promotion, saleyards andmarkets, real estate development, commercial nurseries, other business undertakings.94

notes to the financial statements> > >Note 3 - Expenses from Ordinary Activities(a) Employee Costs2003 2002$’000 $’000Salaries and Wages 56,405 52,663Employee Leave Entitlements 2,014 1,731Superannuation 2,252 1,760Workers’ Compensation Insurance 1,271 1,961Fringe Benefits Tax 205 170Training Costs (excluding Salaries) 626 598Other 301 307Less: Capitalised and distributed costs (3 536) (2 633)Total Operating Employee Costs 59,538 56,557Total Number of Employees 1,041.4 1,028.5(Full time equivalent at end of reporting period)(b) Borrowing CostsInterest on Overdraft 1 2Interest on Loans 87 0Charges on Finance Leases 150 213Gross Interest Charges 238 215Less: Borrowing Costs capitalised 0 0Total Interest Charges 238 215(c) DepreciationPlant and Equipment 2,454 2,390Office Equipment 648 347Furniture & Fittings 272 263Leased Property, Plant & Equipment 2,198 1,467Land Improvements 4,732 4,715Buildings 1,161 1,128Other Structures 559 572Infrastructure• roads, bridges & footpaths 16,244 16,075• stormwater drainage 1,658 1,654Other assets• heritage collections 5 6• library books 626 489• other 137 132Less: Capitalised and distributed costs (1,293) (1,181)Total Depreciation 29,401 28,05795

notes FINANCIAL to the financial STATEMENTS statements CONTENTS > > >Note 3 - Expenses from Ordinary Activities (cont)(d) Other ExpensesAuditor’s Remuneration2003 2002$’000 $’000• Audit Services 55 55• Other Services 10 0• Other Auditors 33 0Bad and Doubtful Debts 12 51Election Expenses 101 0Insurances 3,961 3,624Legal Expenses• Planning and Development 365 364• Other Legal Expenses 708 642Light, Power and Heating 849 836Mayoral Allowance 51 50Members’ Fees and Allowances 254 252Members’ Expenses 59 59Operating Lease Rentals - cancellable 0 0Operating Lease Rentals - non-cancellable• minimum lease payments 7,004 5,485• contingent rentals 0 0• sub-lease rentals 0 0Street Lighting 2,137 2,086Telephone and Communications 479 479Contributions and Donations 4,144 4,061Provision for Self Insurance Claims 544 1,850EPA Levy 1,088 1,050Other 1,495 597Total Other Expenses 23,349 21,54196

notes to the financial statements> > >Note 4 - Revenues from Ordinary Activities2003 2002$’000 $’000(a) Rates & Annual ChargesOrdinary Rates• Residential 46,856 44,710• Farmland 318 591• Mining 762 730• Business 24,050 23,63371,986 69,664Special Rates• Mall 651 631651 631Annual Charges• Domestic Waste Management 12,855 12,07512,855 12,075Total Rates & Annual Charges 85,492 82,370(b) User Charges & FeesUser Charges• Domestic Waste Management 630 545• Other Waste Management 2,417 2,5733,047 3,118FeesRegulatory/Statutory 4,269 3,819Discretionary• RTA Claims - State Roads 154 1,260• Crematorium and Cemeteries 1,438 1,240• Car Parking 244 225• Library 274 252• Marketing 616 836• Caravan Park 2,722 2,667• Recreation 2,746 2,596• Dining Room 103 99• Halls and Community Centres 225 191• Sundry Debtor Works 556 554• Other 1,007 1,09014,354 14,829Total User Charges & Fees 17,401 17,947(c) Investment RevenuesInterest on overdue rates & charges 380 372Interest on investments attributable to• Section 94 Contributions 543 652• Other Investments 2,894 1,652Gross Investment Revenues 3,817 2,676Less: Interest deducted from capitalised borrowing costs 0 0Total Investment Revenues 3,817 2,676(d) Other RevenuesEx gratia payments in lieu of rates 11 15Fines 291 141Insurance Claims 73 394Lease Rental 1,127 1,157EPA Levy 150 114Sundry Debtor Income 546 470Outgoings Reimbursement 277 272Other Reimbursements 1 18NSW Local Government Conference 0 415Other 338 302Total Other Revenues 2,814 3,29897

notes to the financial statementsNote 4 - Revenues from Ordinary Activities (cont)OperatingCapital2003 2002 2003 2002$’000 $’000 $’000 $’000(e) GrantsGeneral Purpose (Untied)• Financial Assistance 11,913 10,871 0 0•Pensioner Rates Subsidies (General) 2,208 2,177 0 0Specific Purpose• Community Centres 0 0 107 236• Bushfire and Emergency Services 286 1,115 152 1,918• Community Services 1,597 1,732 0 0• Floodplain Management 44 153 139 920• Library 317 362 0 0• Revegetation and Restoration 0 0 98 82• Voluntary Purchase Scheme 0 0 1,410 414• Brandon Park Relocation 0 0 99 2000• Windstorm Damage 0 0 316 0• Other 1,002 569 82 437Total Grants 17,367 16,979 2,403 6,007(f) Contributions & DonationsDeveloper Contributions• Subdivider Dedications 0 0 0 0• Roadworks 0 0 2 496• Drainage 0 0 220 172• Traffic Facilities 0 0 58 57• Parking 0 0 120 28• Open Space 0 0 584 511• Community Facilities 0 0 1,450 575• Other 79 174 407 411RTA Contributions 889 877 2,120 1,664Paving 0 0 255 157Kerb & Gutter 0 0 25 0Street Lighting Subsidy 361 353 0 0Open Space 0 0 22 565Community Facilities 0 0 16 0Purple Ribbon Campaign 5 8 0 0Waste Promotion/Education 120 123 0 0NSW Local Government Conference 0 191 0 0Australia Day Committee 46 45 0 0Port Kembla Community Safety Project 0 43 0 0City Centre Revitalisation 70 0 0 0Botanic Garden 11 9 0 0Bulli Gateway Project 0 0 268 0Dendrobium Development 0 0 555 0Other 167 159 715 223Total Contributions & Donations 1,748 1,982 6,817 4,859Total Grants & Contributions 19,115 18,961 9,220 10,86698

notes to the financial statements> > >Note 5 - Gain or Loss on Disposal of AssetsDisposal Of Property2003 2002$’000 $’000Proceeds from disposal 1,666 2,422Less: Carrying amount of assets sold 208 1,193Gain (Loss) on disposal 1,458 1,229Disposal Of Plant & EquipmentProceeds from disposal 3,599 3,520Less: Carrying amount of assets sold 3,861 3,769Gain (Loss) on disposal (262) (249)Disposal Of Real Estate Development AssetsProceeds from disposal 0 110Less: Carrying amount of assets sold 0 78Gain (Loss) on disposal 0 32Total gain (loss) on disposal of assets 1,196 1,012Note 6 - Cash Assets and Investment SecuritiesCash assets2003 2002$’000 $’000Current Non-current Current Non-currentCash on hand and at bank 557 0 13 0Deposits at call 4,420 0 1,785 0Short Term Deposits & Bills, etc 30,908 16,944 23,447 16,422Total cash assets 35,885 16,944 25,245 16,422Investment securitiesTerm deposits 5 0 4,004 0Treasury corporation 6,884 0 5,320 0NCDs, FRNs 11,000 0 13,000 0Total investment securities 17,889 0 22,324 0Total cash assets and investment securities 53,774 16,944 47,569 16,422Cash Assets comprise highly liquid investments with short periods to maturity subject to insignificant riskof changes of value. Cash Assets subject to external restrictions that are not expected to be dischargedduring the next reporting period are classified as Non-Current.The permitted forms of investment in financial instruments of Council are defined in an order made by theMinister of Local Government on 16 November 2000, and may broadly be described as “Trustee Securities”.Accordingly, credit risk is considered to be insignificant. Deposits and Bills are with, or have been accepted by,banks and credit unions and bear various rates of interest between 4.70% and 5.20% (2002 - 4.45% and5.27%). Floating Rate Notes are all with organisations with credit ratings that comply with the Minister’s Orderand bear various rates of return between 4.93% and 6.19% (2002 - 5.05% and 5.72%).99

notes to the financial statementsNote 6 - Cash Assets and Investment Securities (cont)RESTRICTED CASH ASSETS AND INVESTMENT SECURITIES2003 2002$’000 $’000Current Non-current Current Non-currentExternal restrictionsIncluded in liabilities• Unexpended loans 437 0 124 940• Self insurance - workers comp 6,884 0 6,884 07,321 0 7,008 940Other• Developer contributions Note 17 2,827 14,940 2,617 14,618• RTA contributions 685 0 293 0• Unexpended grants Note 14 5,778 0 5,270 0• Domestic waste management 4,425 2,004 3,895 864• Other 1,350 0 891 015,065 16,944 12,966 15,482Total external restrictions 22,386 16,944 19,974 16,422Total internal restrictions 16,254 0 14,028 0Total unrestricted 15,134 0 13,567 0Total cash assets and investment securities 53,774 16,944 47,569 16,422100

notes to the financial statements> > >Note 6 - Cash Assets and Investment Securities (cont)DETAILS OF MOVEMENTS AND UTILISATION OF RESTRICTED CASH ASSETS AND INVESTMENT SECURITIESMovements Proposed utilisation of restrictionOpening Closingbalance Transfers to Transfers from balance Less than Between 1 Greater than30 June 2002 restriction restriction 30 June 2003 1 year and 5 years 5 years$’000 $’000 $’000 $’000 $’000 $’000 $’000External restrictions• Developer Contributions Note 17 17,235 0 (532) 17,767 2,827 0 14,940•RTA Contributions 293 0 (392) 685 685 0 0• Unexpended Grants 5,270 0 (508) 5,778 5,778 0 0• Domestic Waste Management 4,759 2,579 909 6,429 4,425 1,580 424• Unexpended Loans 1,064 0 627 437 437 0 0• Self Insurance-Workers Comp 6,884 0 0 6,884 6,884 0 0• Other 891 815 356 1,350 1,350 0 0Total external restrictions 36,396 3,394 460 39,330 22,386 1,580 15,364External Restrictions arise pursuant to section 409(3) of the Local Government Act, the Local Government(Financial Management) Regulation 1999 and other applicable legislation. Further information relating toDeveloper Contributions is provided in Note 17 and Unexpended Grants in Note 14. Amounts raised forDomestic Waste Management may only be used for that purpose.Internal restrictions•Property Development 1,052 1,438 772 1,718 754 964 0• McCabe Park Development 588 150 422 316 0 0 316• Building Maintenance 5,220 1,250 321 6,149 4,784 1,365 0• Future Projects 5,548 0 160 5,388 2,300 2,000 1,088• Beaton Park Athletics Track 94 150 0 244 0 244 00• Flood Mitigation Works 1,459 0 28 1,431 800 0 631• North Dalton Park Development 67 35 0 102 102 0 0• Shared Pathways and Cycleways 0 200 0 200 0 0 200• Extraordinary Insurance Claims 0 1,250 981 269 0 0 269• Tourist Park Loan Funds 0 437 0 437 437 0 0Total internal restrictions 14,028 4,910 2,684 16,254 9,177 4,573 2,504Internal Restrictions arise pursuant to resolutions of Council to set aside reserves of cash resources eitherrelating to liabilities recognised in these reports or to fund future expenditure for the stated purpose. Suchreserves are not permitted to exceed the amounts of cash assets and cash investments not otherwiserestricted.101

notes to the financial statementsNote 7 - Receivables2003 2002$’000 $’000Current Non-current Current Non-currentRates and annual charges 1,689 1,585 1,920 1,388Interest and extra charges 300 0 257 0User charges and fees 2,308 0 2,428 0Accrued interest on investments 371 0 347 0Accrued revenues 611 0 982 0Deferred debtors 0 0 3 5Government grants and subsidies 985 0 1,970 0Private subsidies 86 0 72 0GST refund due from ATO 692 0 586 0Other levels of Government 0 0 2,000 0Other 101 0 165 0Total 7,143 1,585 10,730 1,393Less: provision for doubtful debts• rates and annual charges 0 0 0 0• user charges and fees 20 0 19 0Restricted receivables7,123 1,585 10,711 1,393Domestic waste management 933 0 832 0Other 0 0 2,000 0Total restrictions 933 0 2,832 0Unrestricted receivables 6,190 1,585 7,879 1,393Total receivables 7,123 1,585 10,711 1,3931 Rates and Annual ChargesRates are secured by underlying properties.Interest is charged on overdue rates at 9.00% (2002 11.00%).Rates are due for payment on 31 August 2002, 30 November 2002, 28 February 2003 and 31 May 2003.Overdue rates are those not paid within one day of the due date. The amount of the overdue debts uponwhich interest is charged is $3,566,049 (2002 $3,967,457).2 User Charges and FeesUser charges and fees are unsecured. The credit risk for this class of debtor is 100% of the carrying value.A provision for doubtful debts in respect of the class of debtor has already been provided in an amount of$20,000.3 Government Grants & SubsidiesGovernment Grants and subsidies have been guaranteed.4 Private SubsidiesPrivate works have only been undertaken where a deposit has been received and the works are securedagainst those deposits.102

notes to the financial statements> > >Note 8 - Inventories and other AssetsInventories2003 2002$’000 $’000Current Non-current Current Non-currentStores and Materials 108 0 124 0Real Estate Developments 0 6,013 279 5,734Total Inventories 108 6,013 403 5,734Other AssetsPrepayments 1,542 0 2,097 0Total Other Assets 1,542 0 2,097 0Real Estate Developments(Valued at the lower of cost and net realisable value)Residential 0 5,734 0 5,734Industrial & Commercial 0 279 279 0Total Real Estate for Resale 0 6,013 279 5,734Represented by:Acquisition Costs 0 892 0 892Other Properties - Book Value 0 5,121 279 4,8420 6,013 279 5,734Less: Provision for Under-Recovery 0 0 0 0Total Real Estate for Resale 0 6,013 279 5,734There are no external or internal restrictions in relation to Inventories and Other Assets.103

notes to the financial statementsNote 9 (a) - Property, Plant and Equipment2002 Movements during year 2003$’000 $’000 $’000At At Accum Carrying Asset Council Asset Depreciation Write Net At At Accum CarryingCost Fair Value Depn Amount Purchases Restructure Disposals Downs Revaluation Cost Fair Value Depn AmountPlant & Equipment 25,915 0 13,699 12,216 7,255 0 (3,873) (2,454) 0 0 29,297 0 16,153 13,144Office Equipment 6,305 0 4,975 1,330 1,761 0 0 (648) 0 0 8,066 0 5,623 2,443Furniture & Fittings 3,228 0 1,629 1,599 146 0 0 (272) 0 0 3,374 0 1,901 1,473Leased Plant & Equipment 14,570 0 10,212 4,358 2,199 0 0 (2,198) 0 0 16,769 0 12,410 4,359Land• operational 33,038 0 0 33,038 1,240 0 (183) 0 0 0 34,095 0 0 34,095• community 107,112 0 0 107,112 3,146 0 (10) 0 0 0 110,248 0 0 110,248• non deprec land improv’ts 0 0 0 0 0 0 0 0 0 0 0 0 0 0• land under roads 0 0 0 0 0 0 0 0 0 0 0 0 0 0Land Improvements-depreciable 121,422 0 32,914 88,508 519 0 0 (4,732) 0 0 121,941 0 37,646 84,295Buildings 109,664 0 7,020 102,644 2,004 0 (15) (1,161) 0 0 111,653 0 8,181 103,472Other Structures 11,428 0 2,214 9,214 311 0 0 (559) 0 0 11,739 0 2,773 8,966Infrastructure• Roads, bridges, footpaths 680,014 0 94,133 585,881 6,886 0 0 (16,244) 0 0 686,900 0 110,377 576,523• Bulk earthworks (non-deprec.) 2,098 0 0 2,098 0 0 0 0 0 0 2,098 0 0 2,098• Stormwater drainage 142,044 0 8,133 133,911 675 0 0 (1,658) 0 0 142,719 0 9,791 132,928• Water Supply Network 0 0 0 0 0 0 0 0 0 0 0 0 0 0• Sewerage Network 0 0 0 0 0 0 0 0 0 0 0 0 0 0Other Assets• Heritage Collections 502 0 49 453 0 0 0 (5) 0 0 502 0 54 448• Library Books 7,082 0 4,846 2,236 823 0 0 (626) 0 0 7,905 0 5,472 2,433• Other 5,983 0 3,027 2,956 81 0 0 (137) 0 0 6,064 0 3,164 2,900Totals 1,270,405 0 182,851 1,087,554 27,046 0 (4081) (30,694) 0 0 1,293,370 0 213,545 1,079,825104

notes to the financial statements> > >Note 9 (b) - Restricted Property, Plant and Equipment2003 2002$’000 $’000At At Accum Carrying At At Accum CarryingCost Valuation Depn Amount Cost Valuation Depn AmountWater SupplyPlant & Equipment 0 0 0 0 0 0 0 0Office Equipment 0 0 0 0 0 0 0 0Furniture & Fittings 0 0 0 0 0 0 0 0Leased Plant & Equipment 0 0 0 0 0 0 0 0Land• Council owned (freehold) 0 0 0 0 0 0 0 0• Council controlled 0 0 0 0 0 0 0 0• non depreciable land improvements 0 0 0 0 0 0 0 0Land Improvements - depreciable 0 0 0 0 0 0 0 0Buildings 0 0 0 0 0 0 0 0Other Structures 0 0 0 0 0 0 0 0Water Supply Infrastructure• Other 0 0 0 0 0 0 0 0Total Water Supply 0 0 0 0 0 0 0 0Sewerage ServicesPlant & Equipment 0 0 0 0 0 0 0 0Office Equipment 0 0 0 0 0 0 0 0Furniture & Fittings 0 0 0 0 0 0 0 0Leased Plant & Equipment 0 0 0 0 0 0 0 0Land• Council owned (freehold) 0 0 0 0 0 0 0 0• Council controlled 0 0 0 0 0 0 0 0• non depreciable land improvements 0 0 0 0 0 0 0 0Land Improvements - depreciable 0 0 0 0 0 0 0 0Buildings 0 0 0 0 0 0 0 0Other Structures 0 0 0 0 0 0 0 0Sewerage Infrastructure• Roads, bridges, footpaths 0 0 0 0 0 0 0 0• Other 0 0 0 0 0 0 0 0Total Sewerage Services 0 0 0 0 0 0 0 0Domestic Waste ManagementPlant & Equipment 832 0 346 486 568 0 346 222Office Equipment 71 0 20 51 64 0 20 44Furniture & Fittings 1 0 0 1 1 0 0 1Leased Plant & Equipment 0 0 0 0 0 0 0 0Land• Operational 990 0 0 990 990 0 0 990• Community 200 0 0 200 200 0 0 200• non depreciable land improvements 0 0 0 0 0 0 0 0Land Improvements - depreciable 4,692 0 254 4,438 4,367 0 169 4,198Buildings 1,230 0 45 1,185 1,196 0 32 1,164Other Structures 207 0 79 128 146 0 62 84Other Assets 1,167 0 37 1,130 1,103 0 24 1,079Total Domestic Waste 9,390 0 781 8,609 8,635 0 653 7,982Total Restrictions 9,390 0 781 8,609 8,635 0 653 7,982105

notes to the financial statementsNote 10 - LiabilitiesPayables2003 2002$’000 $’000Current Non-current Current Non-currentGoods & Services 5,979 0 6,652 951Payments received in advance 339 0 478 0Accrued Expenses 4,101 0 3,041 0Advances 289 0 331 0Deposits, Retentions & Bonds 2,680 0 2,476 0Other 40 0 0 0Total Payables 13,428 0 12,978 951BorrowingsBank Overdraft 0 0 376 0Loans 211 1,266 124 940Finance Lease Liability 2,125 1,845 1,760 2,517Total Borrowings 2,336 3,111 2,260 3,457ProvisionsAnnual Leave 4,114 4,743 3,863 4,148Sick Leave 486 2,160 539 2,199Long Service Leave 1,250 12,311 1,143 11,080Self Insurance Claims 2,068 1,495 1,485 1,534Workers Compensation 1,635 5,136 1,704 5,180Total Provisions 9,553 25,845 8,734 24,141Current &Current &Movements in Provision - Self Insurance Claims Non-Current Non-CurrentOpening Balance 3,019 1,169Add: Additional amounts recognised 2,143 3,106Less: Payments (1,599) (1,256)Less: Remeasurement Adjustments 0 0Closing Balance 3,563 3,019Current &Current &Movements in Provision - Workers Compensation Non-Current Non-CurrentOpening Balance 6,884 6,311Add: Additional amounts recognised 309 1,220Less: Payments (422) (647)Less: Remeasurement Adjustments 0 0Closing Balance 6,771 6,884Liabilities Relating To Restricted AssetsDomestic Waste Management:Payables 191 0 101 0Interest Bearing Liabilities 0 0 0 0Provisions 227 529 382 528Subtotal 418 529 483 528OtherPayables 0 0 0 0Interest Bearing Liabilities 0 0 0 0Provisions 1,635 5,136 0 0Subtotal 1,635 5,136 0 0Total 2,053 5,665 483 528106

notes to the financial statements> > >Note 11 - Reconciliation to Cash Flow Statement(a) Reconciliation of CashCash Assets comprise highly liquid investments with short periods to maturity subject to insignificant risk ofchanges of value. Cash at the end of the reporting period, as shown in the Statement of Cash Flows, isreconciled to the related items in the Statement of Financial Position as follows:2003 2002Notes $’000 $’000Total Cash Assets 6 52,829 41,667Less: Bank Overdraft 10 0 (376)Balances per Statement of Cash Flows 52,829 41,291(b) Reconciliation of Change in Net Assets to Cash from Operating ActivitiesChange in Net Assets resulting from Operations (6,721) (6,417)Add: Depreciation 29,401 28,057Increase in provision for doubtful debts 1 9Increase in employee benefits 2,092 1,794Increase in other provisions 431 2,423Decrease in receivables 3,387 0Decrease in inventories 16 17Decrease in other current assets 555 0Increase in payables 0 1,556Increase in accrued expenses payable 1,060 270Increase in other current liabilities 202 17730,424 27,886Less: Decrease in other provisions 0 0Increase in receivables 0 841Increase in other current assets 0 386Decrease in payables 1,763 0Gain on Sale of Assets 1,196 1,012Non-cash Capital Grants and Contributions 64 1,800Net Cash provided by (or used in) operations 27,401 23,847(c) Non-Cash Financing and Investing ActivitiesAcquisition of assets by means of:• Bushfire Grants 64 1,800• Finance Leases 2,172 2,297(d) Financing Arrangements2,236 4,097Unrestricted access was available at balance date to the following lines of credit:Bank Overdraft Facility 300 300The bank overdraft facilities may be draws at any time and may be terminated by the bank without notice. Interest rates on overdrafts are variablewhile the rates for loans are fixed for the period of the loan.107

notes to the financial statementsNote 12 - Commitments for Expenditure2003 2002$’000 $’000(a) Capital commitmentsCapital expenditure committed for at the reporting date but not recognisedin the financial statements as liabilities:Land 433 1,837Buildings 2,509 857Infrastructure 3,659 676Office Equipment 2,069 0These expenditures are payable:8,670 3,370Not later than one year 8,670 3,370Later than one year and not later than 5 years 0 0Later than 5 years 0 08,670 3,370(b) Other expenditure commitmentsOther expenditure committed for (excluding inventories) at the reporting datebut not recognised in the financial statements as liabilities:Audit services 200 250Waste management services 17,252 171,101Other 667 1007These expenditures are payable:18,119 172,358Not later than one year 10,412 10,200Later than one year and not later than 5 years 7,707 42,158Later than 5 years 0 120,00018,119 172,358(c) Finance lease commitmentsCommitments under finance leases at the reporting date are as follows:Not later than one year 2,200 1,903Later than one year and not later than 5 years 1,901 2,647Later than 5 years 0 0Minimum lease payments 4,101 4,550Less: future finance charges (131) (273)Net lease liability 3,970 4,277Representing lease liabilities:Current 2,125 1,760Non-current 1,845 2,5173,970 4,277(d) Operating lease commitments (non-cancellable)Commitments under non-cancellable operating leases at the reporting date butnot recognised in the financial statements are payable as follows:Total future minimum lease paymentsNot later than one year 12,041 6,993Later than one year and not later than 5 years 0 12,041Later than 5 years 0 012,041 19,034Council has entered into a non-cancellable operating lease for it’s Administration Building.(i) Contingent rental payments have been determined in accordance with Council’s Annual Management Plans which are publicly notified in May/June each year.(ii) The lease imposes no additional restrictions on Council in relation to additional debt or further leasing.108

notes to the financial statements> > >Note 13 - Statement of Perfomance Measurement2003 2002 2001 2000Amounts IndicatorsCurrent ratioCurrent assets $62,547 2.47:1 2.54:1 3.23:1 2.58:1Current liabilities $25,317Unrestricted current ratioUnrestricted current assets* $39,228 1.69:1 1.62:1 1.87:1 1.59:1Current liabilities not relating to restricted assets $23,264* as defined in the codeDebt service ratioNet debt service cost $2,869 2.30% 1.95% 3.13% 2.71%Operating revenue $124,841* as defined in the codeRate & annual charges coverage ratioRates & annual charges revenues $85,492 61.48% 60.07% 61.83% 60.68%Total revenues $139,055Rates & annual charges outstanding percentageRates & annual charges outstanding $3,574 4.00% 4.15% 3.88% 3.71%Rates & annual charges collectible $89,437Note 14 - Conditions over Grants and ContributionsGrants and contributions which were obtained on the condition that they be expended for specified purposesor in a future period, but which are not yet expended in accordance with those conditions, are as follows:2003 2002$’000 $’000Grants Contrib Grants ContribUnexpended at the close of the previous reporting period 5,270 17,528 3,430 16,315Less: expended during the current period from revenuesrecognised in previous reporting periods 2,120 2,788 1,798 1,842Plus: amounts recognised as revenues in this reporting periodbut not yet expended in accordance with the conditions 2,628 3,712 3,638 3,055Unexpended at the close of this reporting period and held as restricted assets 5,778 18,452 5,270 17,528Net increase (decrease) in restricted assets in the current reporting period. 508 924 1,840 1,213109

notes to the financial statementsNote 15 - Financial InstrumentsInterest rate risk exposures2003Financial assetsFloating Fixed interest maturing in Noninterest 1 year > 1 year > 5 years interestRate 5 years bearing Total’000 ’000 ’000 ’000 ’000 ’000Cash assets 541 52,272 0 0 16 52,829Investment securities 11,000 6,889 0 0 0 17,889Receivables 0 1,989 1,585 0 4,152 7,726Total 11,541 61,150 1,585 0 4,168 78,444Weighted average interest rate 5.30% 4.98% 9.00% 4.84%Financial liabilitiesPayables 0 0 0 0 9,327 9,327Interest bearing liabilities 0 3 0 1,474 0 1,477Finance lease liabilities 0 300 2,400 0 1,270 3,970Total 0 303 2,400 1,474 10,597 14,774Weighted average interest rate 6.35% 5.84% 6.03% 1.68%Net financial assets/(liabilities) 11,541 60,847 (815) (1,474) (6,429) 63,6702002Financial assetsCash assets 0 41,654 0 0 13 41,667Investment securities 13,000 9,324 0 0 0 22,324Receivables 0 2,177 1,388 0 7,210 10,775Total 13,000 53,155 1,388 0 7,223 74,766Weighted average interest rate 5.45% 5.05% 11.00% 4.74%Financial liabilitiesPayables 0 0 0 0 10,888 10,888Interest bearing liabilities 376 0 0 1,064 0 1,440Finance lease liabilities 0 33 3,329 0 915 4,277Total 376 33 3,329 1,064 11,803 16,605Weighted average interest rate 7.95% 6.56% 6.66% 6.50% 1.94%Net financial assets/(liabilities) 12,624 53,122 (1,941) (1,064) (4,580) 58,161Credit risk exposuresCredit risk represents the loss that would be recognised if counterparties fail to perform as contracted.The maximum credit risk on financial assets of Council is the carrying amount, net of any provision fordoubtful debts.Except as detailed in Note 7 in relation to individual classes of financial assets, exposure is concentratedwithin Council’s boundaries within the State of New South Wales, and there is no material exposure to anyindividual debtor.110

notes to the financial statements> > >Note 15 - Financial Intruments (cont)2003 2002Reconciliation of Financial Assets and Liabilities $’000 $’000Net financial assets from previous pageFinancial assets 78,444 74,766Financial liabilities 14,774 16,605Non-financial assets and liabilities63,670 58,161Accrued interest on investments 371 347Accrued revenues 611 982Inventories 6,121 6,137Property, plant & equipment 1,079,825 1,087,554Other assets 1,542 2,097Accrued expenses (4,101) (3,041)Provisions (35,398) (32,875)1,048,971 1,061,201Net assets per statement of financial position 1,112,641 1,119,362Net fair valueAll carrying values approximate fair value for all recognised financial instruments. With the exception ofinvestments, there is no recognised market for the financial assets of Council.Note 16 - Significant Variations from Original BudgetCouncil’s original budget comprised part of the management plan adopted on 24 June 2002. The originalprojections on which the budget was based were affected by decisions and new grant programs initiatedby state and Federal governments, changing economic activity, the weather, and by decisions made byCouncil.This Note sets out the details of material variations between the original budget and actual results for theStatement of Financial Performance. Material favourable (F) and unfavourable (U) variances representamounts of 10% or more of the budgeted amount.1. Borrowing CostsBorrowing costs exceeded budget by $163K (U) (68.5%) principally because interest expenses relating tofinance leases are included in materials and contracts for budget purposes ($150K U).2. Gain or Loss on Disposal of AssetsThe adopted budget anticipated a gain on disposal of assets of $305K. The actual result was a profit of$1,196K creating a variance of $891K (F) (292.1%). The principal factors contributing to this figure were:Disposal of Plant & Equipment$593K (F) - The anticipated loss on trade-in of motor vehicles and sale of plant & equipment was $855K,whereas the actual result was a smaller loss of $262K resulting from additional plant sales and a change inthe mix of vehicles sold.Disposal of Property$298K (F) - Due primarily to a profit realised on the sale of land relating to the old Western Suburbs ChildCare Centre ($368K F) not originally budgeted for. This has been offset by only a 57K (F) result on surplus/industrial land results due to a lower level of activity, originally budgeted to generate a margin of $110K, anunfavourable variance of $53K3. Other RevenuesOther Revenues is made up of a number of different groupings and shows a variance of $1,782K (F)(105.8%). Significant variances arose in the following categories:Fines$178K (F) - Income from Fines exceeded budget expectations because of higher on the spot penaltynotices being issued due to increased numbers of rangers employed as part of Council’s inclusion of thetraffic policing role previously undertaken by state police.111

notes to the financial statementsNote 16 - Significant Variations from Original Budget (cont)3. Other Revenues (cont)Lease rentals$231K (F) - The variance is primarily a result of a number of elements being reclassified from their position atthe budget to their position for year end reporting. Adjusting for this reclassification ($220K F), the actualvariance is only $11K (F) made up of numerous small components.EPA Levy$150K (F) - EPA levy tipping charges related to clean fill disposal at council’s waste facilities was not includedwith the original budget.Sundry Debtor Income$166K (F) - The variance relates to higher tonnage of builders waste received and improved performance ofthe Scania service business.Outgoings reimbursements$277K (F) - Revenue from the Kembla Terraces outgoings was originally budgeted for as “user charges” andnow reclassified as “other revenues” for year end reporting. If the original budget ($273K) is considered, theactual variance is only $4K (F)Provision Self Insurance Claims$652K (F) - A transfer from the provision was made after assessment of outstanding liabilities arising fromCouncil’s involvement in the Premsure Pool recognised a fall in outstanding items.Other$143K (F) - Primarily as a result of the income from heliport fuel sales ($70K F), reimbursement of expensesreclassified in end of year reporting as “other income” rather than “user charges” ($21K F) and improvedresults from the kiosks at council pools and leisure centres ($40K F).4. Grants and Contributions - CapitalActual amounts of capital grants and contributions favourably exceeded budget by $3,560K (59.4%). Themajor factors contributing to this variance were the following items not originally budgeted for:• Grant funds for special projects - Dendrobium Development ($555K F), City Gateway Project ($268KF), Wind Storm Damage (State Emergency Services $124K & NSW Public Works Department $315K -total $439K F), completion of construction project for new Western Suburbs Childcare Centre ($303K F)• RTA Contributions $547K (F) - Additional funding for road construction programs• Developer (S94) contributions $1,312K (F) - Variations also occurred in the level of developercontributions due primarily to the receipt of unbudgeted capital contributions.There were also a number of smaller capital grants received during the year not originally budgeted for.In addition to the above mentioned items, minor favourable and unfavourable variations occurred throughoutthe year in a number of revenue and expense items. All variations have been monitored and reported toCouncil on a regular basis.112

notes to the financial statements> > >Note 17 - Statement of Contribution PlansSummary of contributionsContributions Interestreceived earned Expended Expended Held as WorksOpening during year during during in restricted providedbalance Cash Non-cash year year advance asset to datePurpose $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Drainage 0 0 0 0 0 0 0 0Roads 4,259 0 0 109 1,403 0 2,965 2,266Traffic facilities 876 166 0 30 147 0 925 697Parking 351 106 0 4 226 0 235 226Open space 1,314 961 0 46 244 (384) 1,693 3,393Community facilities 8,985 1,429 0 305 395 0 10,324 4,973Other 975 258 0 35 77 21 1,212 1,450Subtotal S94 under plans 16,760 2,920 0 529 2,492 (363) 17,354 13,005Sec 94 not under plans 475 0 0 14 76 0 413 3,449Sec 64 contributions 0 0 0 0 0 0 0 0Total contributions 17,235 2,920 0 543 2,568 (363) 17,767 16,454Note: The above summary of contribution plans represents the total of Council’s individualcontribution plans. Individual plan details are shown below.Contribution plan number 1 - Open space embellishment and community facilitiesContributions Interestreceived earned Expended Expended Held as WorksOpening during year during during in restricted providedbalance Cash Non-cash year year advance asset to datePurpose $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Drainage 0 0 0 0 0 0 0 0Roads 0 0 0 0 0 0 0 0Traffic facilities 0 0 0 0 0 0 0 0Parking 0 0 0 0 0 0 0 0Open space 1,314 577 0 46 244 0 1,693 1,548Community facilities 7,186 1,420 0 246 395 0 8,457 4,818Other 70 138 0 4 0 0 212 9Total 8,570 2,135 0 296 639 0 10,362 6,375Contribution plan number 2 - Traffic and roadworksContributions Interestreceived earned Expended Expended Held as WorksOpening during year during during in restricted providedbalance Cash Non-cash year year advance asset to datePurpose $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Drainage 0 0 0 0 0 0 0 0Roads 0 0 0 0 0 0 0 0Traffic facilities 801 43 0 26 96 0 774 646Parking 0 0 0 0 0 0 0 0Open space 0 0 0 0 0 0 0 0Community facilities 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0Total 801 43 0 26 96 0 774 646113

notes to the financial statementsNote 17 - Statement of Contribution Plans (cont)Contribution plan number 3 - Car parkingContributions Interestreceived earned Expended Expended Held as WorksOpening during year during during in restricted providedbalance Cash Non-cash year year advance asset to datePurpose $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Drainage 0 0 0 0 0 0 0 0Roads 0 0 0 0 0 0 0 0Traffic facilities 0 0 0 0 0 0 0 0Parking 351 106 0 4 226 0 235 226Open space 0 0 0 0 0 0 0 0Community facilities 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0Total 351 106 0 4 226 0 235 226Contribution plan number 4 - StudiesContributions Interestreceived earned Expended Expended Held as WorksOpening during year during during in restricted providedbalance Cash Non-cash year year advance asset to datePurpose $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Drainage 0 0 0 0 0 0 0 0Roads 0 0 0 0 0 0 0 0Traffic facilities 0 0 0 0 0 0 0 0Parking 0 0 0 0 0 0 0 0Open space 0 0 0 0 0 0 0 0Community facilities 0 0 0 0 0 0 0 0Other 223 120 0 9 77 21 296 589Total 223 120 0 9 77 21 296 589Contribution plan number 5 - HorsleyContributions Interestreceived earned Expended Expended Held as WorksOpening during year during during in restricted providedbalance Cash Non-cash year year advance asset to datePurpose $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Drainage 0 0 0 0 0 0 0 0Roads 4,259 0 0 109 1,403 0 2,965 2,266Traffic facilities 0 0 0 0 0 0 0 0Parking 0 0 0 0 0 0 0 0Open space 0 0 0 0 0 0 0 1,245Community facilities 1,799 9 0 59 0 0 1,867 155Other 682 0 0 22 0 0 704 852Total 6,740 9 0 190 1,403 0 5,536 4,518114

notes to the financial statements> > >Note 17 - Statement of Contribution Plans (cont)Other contribution plansContributions Interestreceived earned Expended Expended Held as WorksOpening during year during during in restricted providedbalance Cash Non-cash year year advance asset to datePurpose $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Drainage 0 0 0 0 0 0 0 0Roads 0 0 0 0 0 0 0 0Traffic facilities 75 123 0 4 51 0 151 51Parking 0 0 0 0 0 0 0 0Open space 0 384 0 0 0 (384) 0 600Community facilities 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0Total 75 507 0 4 51 (384) 151 651Contributions not under plansContributions Interestreceived earned Expended Expended Held as WorksOpening during year during during in restricted providedbalance Cash Non-cash year year advance asset to datePurpose $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000Drainage 13 0 0 0 12 0 1 33Roads 26 0 0 1 0 0 27 191Traffic facilities 24 0 0 1 0 0 25 197Parking 372 0 0 11 35 0 348 395Open space 1 0 0 0 0 0 1 0Community facilities 0 0 0 0 0 0 0 2,126Other 39 0 0 1 29 0 11 507Total 475 0 0 14 76 0 413 3,449115

notes to the financial statementsNote 18 - Assets and Liabilities not recognised in Statement of Financial Position1 Administration BuildingFor a number of years Council has leased its administration building at 41 Burelli Street, Wollongong. Lease ofthe premises was set to expire on 7 September 2003 and Council made an offer to the owner and agreed topurchase the land, building and all its inclusions. Settlement of purchase was made on 5 September 2003 forthe sum of $13,451,085 (inclusive of tax). A deferred payment will be made in full on 5 September 2006.2 Public Liability and Professional Indemnity InsuranceCouncil was a member of a cooperative of six councils known as Premsure for the first eight years ofPremsure’s operation. The cooperative operated to pool the councils’ funds for payment of liability andprofessional indemnity claims as an alternative to insurance coverage. Council withdrew from continuingmembership of Premsure on 31 October 1996 and since that date has made alternative arrangements forsecuring its own insurance coverage.In anticipation that Council may be called upon to contribute funds in addition to the original contributions tothe Premsure pool, for the purpose of paying claims, Council has entered into a contract of insurance with StPaul-Re. The contract of insurance, known as Premsure Dysfunctional Insurance Coverage, provides Councilwith a maximum of $3.5 million of coverage to pay any calls for additional contributions that may be made byPremsure upon Council. To date this policy has responded fully to Council’s calls. The policy will expire duringJanuary 2004 after which Council will be required to fund calls to Premsure without reimbursement from StPaul-Re.Up to the time that Council withdrew from Premsure, HIH had been the insurer for Premsure claims thatexceeded $1,000,000. After that date Council placed its liability insurance with the Independent InsuranceCompany of London. During 2000/2001 HIH and the Independent Insurance Company were both placed intoprovisional liquidation and Council secured liability and professional indemnity coverage from QBE Insurance(English division) effective 30 April 2001.At this time, the Australian Government has agreed to contribute 50% of the cost of settlement of localgovernment claims on HIH, on the condition that the state government contributes the remaining 50%. On thisbasis, Council would recover all of its outstanding claims on HIH from funds provided by governments. Thestate government has not yet indicated its agreement with the federal government offer and as a result Councilhas not been able to recover any of its outstanding claims against HIH.The Independent Insurance Company (in receivership) remains responsible for payment of that portion of eachof Council’s claims incurred which exceeded $25,000 for the period 31 October 1996 to 30 April 2001. Thetotal of Council’s unrecovered liability claims is currently estimated to be $750,000. At this time Council isunable to determine how much, if any, it will be able to recover from the remaining assets of the IndependentInsurance Company.3 ISR Property ClaimsThe storm event of August 1998 caused damage to Council’s buildings, contents and infrastructure includingroads, drains, bridges and culverts. The wording of Council’s contract of insurance with HIH (in liquidation)provided coverage for all of these categories of losses. Council has lodged a notice of claim upon HIH fordamage to its buildings, contents and infrastructure.The amount of the claim for infrastructure is $893,153 which is the difference between actual rectificationcosts (excluding betterment) and the funds which have been reimbursed to Council by the state governmentfor rectification purposes.Doubt exists as to whether Council will be able to recover monies owing for property claims made upon HIHprior to its collapse. The state government has been requested to include these claims in conjunction with theliability claims negotiations with the Australian Government.4 Bank GuaranteeCouncil has guaranteed two bank loans to third parties. No loss is anticipated under these Bank Guarantees.116

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independant report towollongong city councilReport on the conduct of the audit for the year ended30 June 2003 - section 417(3)We have completed our audit of the financial reports for the Council of the City of Wollongong for the yearended 30 June 2003, in accordance with Section 415 of the Local Government Act, 1993. Our audit opinionunder Section 417(2) has been issued to Council.The Council is responsible for the preparation and presentation of the financial reports and the information theycontain. The financial reports consist of the general purpose financial report and Council’s statement in theapproved form required by Sections 413(2)(a) and (c) respectively of the Local Government Act, 1993.Our audit has been conducted in accordance with Australian Auditing Standards to provide reasonableassurance as to whether the financial reports are free of material misstatement. Our procedures includedexamination, on a test basis, of evidence supporting the amounts and other disclosures in the financial reports,and the evaluation of accounting policies and significant accounting estimates. These procedures have beenundertaken to form an opinion as to whether, in all material respects, the financial reports are presented fairly inaccordance with Accounting Standards and other mandatory professional reporting requirements (UrgentIssues Group Consensus Views) and statutory requirements so as to present a view which is consistent withour understanding of the Council’s financial position, the results of its operations and its cash flow.Flowing from our audit there are a number of comments we wish to raise concerning the trends in Council’sfinances. These comments are set out below.Operating resultCouncil’s Statement of Financial Performance for the year ended 30 June 2003 shows a deficit of $6.7m(2002: deficit $6.4m). Some of the reasons for this movement include-• Lower material and contract costs (down $4m)• Higher interest income (up $1.2m)• Lower capital grants and contributions (down $1.6m)Cash PositionCouncil’s overall cash position increased from $64m to $71m during the period under review. The followingtable highlights the composition of cash-6/2003 6/2002$’000 $’000Externally restricted 39,330 36,396Internally restricted 16,254 14,028Unrestricted 15,134 13,56770,718 63,991The increase in externally restricted cash is mainly the result of higher DWM monies held at year-end (up$1.7m).Internally restricted cash or reserves have also increased through large transfers to Property Development,Building Maintenance and Tourist Park Loan reserves.Unrestricted cash also increased substantially.Working CapitalCouncil’s net current assets increased from $36.8m to $37.2m during the period. In other words, the assetsthat Council is expected to realise in the coming year exceed the liabilities that will need to be met by $37.2m.Prima facie, this places Council in a strong financial position, however, it must be remembered that thisbalance includes items which are restricted in their use. The value of net current assets therefore needs to beadjusted in order to establish Council’s Available Working Capital, as follows –6/2003 6/2002$’000 $’000Net current assets 37,230 36,808Less: External restrictions 22,386 19,974Internal restrictions 16,254 14,028(1,410) 2,806Add: Current liabilities to be funded from 2003/04 budget 7,696 7,373Available working capital 6,286 10,179The Available Working Capital upon which Council could build its 2003/04 budget was therefore only $6.3m.This includes $4.5m in carry-over works.118

independant report towollongong city councilPerformance indicatorsThe financial report discloses a number of indicators in Note 13 which are detailed below-6/2003 6/2002% %Unrestricted current ratio 169 162Debt service ratio 2.30 1.95Rate coverage ratio 61 60Rates outstanding ratio 4.0 4.2Unrestricted current ratioThe ratio has increased over the previous year and remains well above the accepted industry benchmark of100%.Debt service ratioThe debt service ratio improved and continues to stand well below the accepted industry benchmark of 10%.Rate coverage ratioThe rate coverage ratio indicates that Council continues to have a relatively high reliance on rates as a sourceof income. The accepted benchmark is 50%.Rates outstanding ratioThe rates outstanding ratio improved and remains well below the accepted industry benchmark of 5%.AssessmentCouncil is considered to be in a sound and stable financial position. All indicators are better than acceptedindustry benchmarks.GeneralThe books of accounts and records inspected by us have been kept in an accurate and conscientious manner.We take this opportunity to thank the General Manager together with his staff for the cooperation and courtesyextended to us during the course of our audit.Yours faithfullyPricewaterhouseCoopersJ A GordonPartner22 September 2003119

special purpose financial reportsStatement by Councillors and Management made pursuant to the Local GovernmentCode of Accounting Practice and Financial ReportingThe attached Annual Financial Reports have been drawn up in accordance with:• NSW Government Policy Statement ‘Application of National Competition Policy to Local Government’• Department of Local Government guidelines ‘Pricing & Costing for Council Businesses: A Guide toCompetitive Neutrality’• Local Government Code of Accounting Practice and Financial ReportingTo the best of our knowledge and belief, these reports• Present fairly the operating result and financial position for each of Council’s declared Business Activities forthe year, and• Accord with Council’s accounting and other recordsWe are not aware of any matter that would render the reports false or misleading in any way.Signed in accordance with a resolution of Council made on 22 September 2003.Cr A DarlingLord MayorCr V KingCouncillorM HydeActing General ManagerS PayneResponsible Accounting Officer120

special purpose financial reports> > >Statement of Financial Performance by Business Activities for year ended 30th June 2003Expenses from ordinary activitiesBUSINESS ACTIVITIESProperty Crematorium Wollongong CityWaste Disposal Tourist Parks Management Health & Fitness & Cemeteries Marketing Truck & Plant(Cat. 1) (Cat. 1) (Cat. 2) (Cat. 2) (Cat. 2) (Cat. 2) (Cat. 2)$’000 $’000 $’000 $’000 $’000 $’000 $’0002003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002Employee costs 948 923 1,005 837 117 131 1,673 1,601 963 883 1,434 1,290 47 36Materials & contracts 1,435 1,296 580 545 72 70 338 348 404 390 728 1,056 78 47Borrowing costs 0 0 86 0 0 0 0 0 0 0 2 0 0 0Depreciation & amortisation 394 390 464 428 266 263 131 129 146 148 28 28 2 2Other operating expenses 1,981 1,889 744 757 386 386 778 775 366 361 136 172 4 4Loss on disposal of assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0NCP Imputation Payments 89 81 66 66 277 267 78 79 134 133 29 29 0 0Total 4,847 4,579 2,945 2,633 1,118 1,117 2,998 2,932 2,013 1,915 2,357 2,575 131 89Revenue from ordinary activitiesRates & annual charges 0 0 0 0 0 0 0 0 0 0 0 0 0 0User charges & fees 3,061 3,140 2,723 2,622 318 305 1,742 1,679 1,443 1,247 634 874 153 89Interest received 0 0 0 0 0 0 0 0 0 0 0 0 0 0Grants & contributions-operating 0 0 0 0 0 0 0 0 0 0 0 0 0 0Other operating revenues 158 112 0 0 1,054 986 54 58 6 1 0 0 0 0Gain on disposal of assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0Total 3,219 3,252 2,723 2,622 1,372 1,291 1,796 1,737 1,449 1,248 634 874 153 89Ordinary activities result beforecapital amounts (1,628) (1,327) (222) (11) 254 174 (1,202) (1,195) (564) (667) (1,723) (1,701) 22 0Grants & contributions - capital 0 0 0 0 0 0 75 121 0 0 0 0 0 0Surplus (deficit) before tax (1,628) (1,327) (222) (11) 254 174 (1,127) (1,074) (564) (667) (1,723) (1,701) 22 0Corporate taxation equivalent 0 0 0 0 76 52 0 0 0 0 0 0 7 0Surplus (deficit) for year (1,628) (1,327) (222) (11) 178 122 (1,127) (1,074) (564) (667) (1,723) (1,701) 15 0Add:Accumulated profits brought forward 9,721 10,967 9,176 9,121 24,069 23,628 3,004 3,999 9,354 9,888 (3,163) (1,491) 0 0Adjustments for amounts unpaid:NCP Imputation payments retained 89 81 66 66 277 267 78 79 134 133 29 29 0 0Corporate taxation equivalent 0 0 0 0 76 52 0 0 0 0 0 0 7 0Less: Dividends paid 0 0 0 0 0 0 0 0 0 0 0 0 0 0Accumulated surplus 8,182 9,721 9,020 9,176 24,600 24,069 1,955 3,004 8,924 9,354 (4,857) (3,163) 22 0Rate of return on capital -14.13% -11.65% -1.07% -0.09% 0.84% 0.58% -14.40% -14.50% -4.17% -4.88% -61.22% -60.02% 314.29% 0.00%Notional subsidy from council 2,205 2,013 776 720 1,254 1,617 1,620 1,691 1,242 1,490 1,862 1,872 N/A 0for 5.01% ROC (2002 - 6.02% ROC)121

special purpose financial reportsStatement of Financial Position by Business Activities for year ended 30th June 2003BUSINESS ACTIVITIESProperty Crematorium Wollongong CityWaste Disposal Tourist Parks Management Health & Fitness & Cemeteries Marketing Truck & Plant(Cat. 1) (Cat. 1) (Cat. 2) (Cat. 2) (Cat. 2) (Cat. 2) (Cat. 2)$’000 $’000 $’000 $’000 $’000 $’000 $’0002003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002 2003 2002Current assetsCash assets 6,473 4,805 1 1 0 0 9 7 34 27 0 0 0 0Investment securities 0 0 0 0 0 0 0 0 0 0 0 0 0 0Receivables 565 529 0 0 250 186 19 29 103 129 355 173 68 15Inventories 0 0 0 0 0 0 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0 0 0 0 0 0 0Total current assets 7,038 5,334 1 1 250 186 28 36 137 156 355 173 68 15Non-current assetsCash assets 0 0 0 0 0 0 0 0 0 0 0 0 0 0Investment securities 0 0 0 0 0 0 0 0 0 0 0 0 0 0Receivables 0 0 0 0 0 0 0 0 0 0 0 0 0 0Inventories 0 0 0 0 0 0 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0 0 0 0 0 0 0Property, plant & equipment 11,525 11,395 12,769 11,785 30,100 29,749 8,346 8,239 13,529 13,670 2,811 2,834 7 8Total non-current assets 11,525 11,395 12,769 11,785 30,100 29,749 8,346 8,239 13,529 13,670 2,811 2,834 7 8Total assets 18,563 16,729 12,770 11,786 30,350 29,935 8,374 8,275 13,666 13,826 3,166 3,007 75 23Current liabilitiesPayables 0 0 25 24 0 0 6 6 2 2 87 84 0 0Interest bearing liabilities 0 0 211 124 0 0 0 0 0 0 47 84 0 0Provisions 204 307 156 187 13 23 136 134 106 114 142 131 0 0Total current liabilities 204 307 392 335 13 23 142 140 108 116 276 299 0 0Non-current liabilitiesPayables 0 0 0 0 0 0 0 0 0 0 0 0 0 0Interest bearing liabilities 0 0 1,266 940 0 0 0 0 0 0 19 26 0 0Council loan account 9,792 6,317 1,871 1,088 5,703 5,805 5,993 4,880 4,369 4,120 7,389 5,574 53 23Provisions 385 384 221 247 34 38 284 251 265 236 339 271 0 0Total non current liabilities 10,177 6,701 3,358 2,275 5,737 5,843 6,277 5,131 4,634 4,356 7,747 5,871 53 23Total liabilities 10,381 7,008 3,750 2,610 5,750 5,866 6,419 5,271 4,742 4,472 8,023 6,170 53 23Net assets 8,182 9,721 9,020 9,176 24,600 24,069 1,955 3,004 8,924 9,354 (4,857) (3163) 22 0EquityOpening retained earnings 9,721 10,967 9,176 9,121 24,069 23,628 3,004 3,999 9,354 9,888 (3,163) (1,491) 0 0Accumulated surplus (1,539) (1,246) (156) 55 531 441 (1,049) (995) (430) (534) (1,694) (1,672) 22 0Total equity 8,182 9,721 9,020 9,176 24,600 24,069 1,955 3,004 8,924 9,354 (4,857) (3,163) 22 0122

notes to the special purpose financial reports> > >Note 1 - Significant Accounting PoliciesA statement summarising the supplemental accounting policies adopted in the preparation of the SPFR forNational Competition Policy reporting purposes follows.These financial statements are a Special Purpose Financial Report (SPFR) prepared for use by the Council andDepartment of Local Government. For the purposes of these statements, the council is not a reporting entity.This special purpose financial report, unless otherwise stated, has been prepared in accordance withapplicable Australian Accounting Standards, other authoritative pronouncements of the Australian AccountingStandards Board, Urgent Issues Group Consensus Views, the Local Government Act and Regulations, theLocal Government Code of Accounting Practice and Financial Reporting and the Local Government AssetAccounting Manual.The statements are also prepared on an accruals basis. They are based on historic costs and do not take intoaccount changing money values or, except where specifically stated, current values of non-current assets.Certain taxes and other costs, appropriately described, have been imputed for the purposes of the NationalCompetition Policy.National Competition PolicyCouncil has adopted the principle of ‘competitive neutrality’ to its business activities as part of the nationalcompetition policy which is being applied throughout Australia at all levels of government. The framework forits application is set out in the June 1996 Government Policy statement on the ‘Application of NationalCompetition Policy to Local Government’. The ‘Pricing & Costing for Council Businesses A Guide toCompetitive Neutrality’ issued by the Department of Local Government in July 1997 has also been adopted.The pricing & costing guidelines outline the process for identifying and allocating costs to activities and providea standard of disclosure requirements. These disclosures are reflected in Council’s pricing and/or financialreporting systems and include taxation equivalents; council subsidies; return on investments (rate of return);and dividends paid.Declared Business ActivitiesIn accordance with ‘Pricing & Costing for Council Businesses – A Guide to Competitive Neutrality’, Council hasdeclared that the following are to be considered as business activities:Category 1NameWaste DisposalTourist ParksCategory 2NameProperty ManagementHealth and FitnessCrematorium and CemeteriesMarketingWollongong City Truck & PlantBrief Description of ActivityManages the disposal of solid waste generated within the City.Operation, management and development of tourist parks at Bulli,Corrimal and Windang.Brief Description of ActivityManagement of council’s property portfolio, including the negotiationand administration of commercial and residential leases and licences.Responsible for the management and upkeep of Council’s leisurecentres.Provision of quality crematorium, cemetery and memorial facilities andservices.Provision of a range of marketing services, including graphic design,copywriting, audio visual production, sign writing, market research andcustomer surveys.Provision of fleet maintenance and spare parts service in accordancewith the agreement with Scania.(i) Taxation Equivalent PaymentsCouncil is liable to pay various taxes and financial duties. Where this is the case, they are disclosed as a costof operations (General Purpose Financial Report) just like all other costs. However, where Council does not paysome taxes which are generally paid by private sector businesses, such as income tax, these equivalent taxpayments have been applied to all Council nominated business activities and are reflected in the SPFR. For thepurposes of disclosing comparative information relevant to the private sector equivalent the following taxationequivalents have been applied to all Council nominated business activities (this does not include Council’s nonbusiness activities):123

notes to the special purpose financial reportsNotional Rate Applied2003 2002Corporate Tax Rate 30% 30%Land Tax $100 + 1.7% of the excess over $261,000 $100 + 1.7% of the excess over $220,000Payroll Tax 6.0% ($600,000 annual wages threshold) 6.2% ($600,000 annual wages threshold)Income TaxAn income tax equivalent has been applied on the profits of the business. Whilst income tax is not aspecific cost for the purpose of pricing a good or service, it needs to be taken into account in terms ofassessing the rate of return required on capital invested. Accordingly, the return on capital invested is set ata pre-tax level (gain/(loss) from ordinary activities before capital amounts) as would be applied by a privatesector competitor – that is, it should include a provision equivalent to the corporate income tax rate,currently 30% (2002 – 30%).Income Tax is only applied where a positive gain/(loss) from ordinary activities before capital amounts hasbeen achieved. Since the taxation equivalent is notional, that is, it is payable to the “Council” as the ownerof business operations, it represents an internal payment and has no effect on the operations of theCouncil.Accordingly, there is no need for disclosure of internal charges in the GPFR. The rate applied of 30% is theequivalent company tax rate prevalent as at balance date.Local Government Rates & ChargesA calculation of the equivalent rates and charges for all Category 1 businesses have been applied to allassets owned or exclusively used by the business activity.Loan & Debt Guarantee FeesThe 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, Councilhas determined what the differential borrowing rate would have been between the commercial rate and theCouncil’s borrowing rate for its business activities.(ii) SubsidiesGovernment policy requires that subsidies provided to customers and the funding of those subsidies mustbe 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 serviceobligations. The overall effect of subsidies is contained within the Statement of Financial Performance byBusiness Activities.(iii)Return on Investments (Rate of Return)The Policy statement requires that councils with Category 1 businesses “would be expected to generate areturn on capital funds employed that is comparable to rates of return for private businesses operating in asimilar field”. Funds are subsequently available for meeting commitments or financing future investmentstrategies. The rate of return is disclosed for each of Council’s business activities on the Statement ofFinancial Performance by Business Activities.(iv)DividendsCouncil is not required to pay dividends to either itself as owner of a range of businesses or to any externalentities. Consequently, any form of dividend payment is purely notional. Dividend payments to council arealso restricted to those activities which do not levy special rates or charges (ie: domestic wastemanagement).Domestic Waste Management is the only restricted activity operated by Council. The Local GovernmentAct 1993 requires that all operating surpluses or deficits of these funds are credited/debited to the equity ofthose funds.124

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special schedulesSpecial Schedule No 1 Net Cost of Services for the year ended 30 June 2003Operating expenses Operating revenues Net cost of servicesRevenues - Capital rev.Group Ord. Ord. Group Net GroupFunction or activity Expenses totals Activities Activities totals cost totalsGovernance 3,072 0 0 3,0723,072 0 3,072AdministrationCorporate support 29,935 3,290 0 26,645Engineering & works 30,791 23 57 30,711Other support services 892 276 0 616Public order & safety61,618 3,646 57,972Statutory contribution - fire service levy 0 0 0 0Fire protection - other 3,180 351 88 2,741Animal control 481 268 0 213Beach control 2,101 31 (2) 2,072Enforcement of local govt regulations 14 63 0 (49)Emergency services 228 0 0 228Other 0 0 0 0Health6,004 799 5,205Administration & inspection 1,840 127 0 1,713Immunisations 0 0 0 0Food control 1 90 0 (89)Insect/vermin control 0 0 0 0Noxious plants 0 0 0 0Health centres 20 1 0 19Other 0 35 0 (35)Community services & education1,861 253 1,608Administration 1,378 211 0 1,167Family day care 0 0 0 0Child care 593 27 66 500Youth services 390 137 0 253Other families & children 23 12 0 11Aged & disabled 1,540 1,127 0 413Migrant services 76 76 0 0Aboriginal services 77 41 0 36Other community services 257 180 36 41Education 11 0 0 11Housing & community amenities$’0004,345 1,913 2,432Housing 106 219 0 (113)Town planning 6,377 881 (34) 5,530Domestic waste management 9,226 656 0 8,570Other waste management 2,229 2,884 0 (655)Street cleaning 2,016 0 0 2,016Other sanitation & garbage 69 145 0 (76)Urban stormwater drainage 1,658 0 220 1,438Environmental protection 1,598 274 1,791 (467)Public cemeteries 1,560 1,449 0 111Public conveniences 516 0 0 516Other community amenities 1,332 2 284 1,04626,687 8,771 17,916126

special schedules> > >Special Schedule No 1 Net Cost of Services for the year ended 30 June 2003 (cont)$’000Operating expenses Operating revenues Net cost of servicesRevenues - Capital rev.Group Ord. Ord. Group Net GroupFunction or activity Expenses totals Activities Activities totals cost totalsWater supplies 0 0 0 00 0 0Sewerage services 0 0 0 00 0 0Recreation & culturePublic libraries 5,459 606 5 4,848Museums 1 0 0 1Art galleries 742 29 0 713Community centres 709 37 1,718 (1,046)Public halls 589 229 0 360Other cultural services 1,125 224 0 901Swimming pools 3,643 657 0 2,986Sporting grounds 578 151 187 240Parks & gardens, lakes 9,693 447 1,006 8,240Other sport & recreation 8,607 2,258 436 5,91331,146 7990 23,156Fuel & energyGas supplies 0 0 0 00 0 0Mining, manufacturing &constructionBuilding control 168 2,739 0 (2,571)Abattoirs 0 0 0 0Quarries & pits 0 0 0 0Other 0 0 0 0168 2,739 (2,571)Transport & educationUrban roads: local 3,958 341 3,230 387Urban roads: regional 183 0 0 183Sealed rural roads: local 0 0 0 0Sealed rural roads: regional 0 0 0 0Unsealed rural roads: local 0 0 0 0Unsealed rural roads: regional 0 0 0 0Bridges - urban roads: local 0 0 0 0Bridges - urban roads: regional 0 0 0 0Bridges - sealed rural roads: local 0 0 0 0Bridges - sealed rural roads: regional 0 0 0 0Bridges - unsealed rural roads: local 31 0 0 31Bridges - unsealed rural roads: regional 0 0 0 0Footpaths 686 39 255 392Aerodromes 0 0 0 0Parking areas 146 684 163 (701)Bus shelters & services 393 0 0 393Water transport 11 0 48 (37)RTA works - state roads 30 1,083 0 (1,053)Street lighting 2,137 361 0 1,776Other 2 114 0 (112)7,577 6,318 1,259127

special schedulesSpecial Schedule No1 Net Cost of Services for the year ended 30 June 2003 (cont)$’000Operating expenses Operating revenues Net cost of servicesRevenues - Capital rev.Group Ord. Ord. Group Net GroupFunction or activity Expenses totals Activities Activities totals cost totalsEconomic affairsCamping areas 0 0 0 0Caravan parks 2,090 2,723 0 (633)Tourism & area promotion 362 0 0 362Industrial development promotion 0 0 0 0Saleyards & markets 0 0 0 0Real estate development 6 0 0 6Commercial nurseries 0 0 0 0Other business undertakings 840 1,015 0 (175)3,298 3,738 (440)Totals - functions 145,776 36,167 109,609General purpose revenues 102,888 0 102,888Capital grants & contributions 0 0 0Correction of fundamental error 0 0 0 0102,888 102,888Surplus (deficit) from ordinaryactivities before extraordinary items (6,721)Extraordinary items &Council Restructure 0Surplus (deficit) from all activities (6,721)128

special schedules> > >Special Schedule No 2 (1) Statement of Long Term Debt (All Purpose) for the year ending 30 June 2003$’000Principal outstanding New Debt redemption Tfrs to Interest Principal outstandingClassification of debt at beginning of year loans From Sinking sinking applicable at end of yearCurrent Non-current Total raised revenue funds funds for year Current Non-current TotalLoans (by source)Commonwealth Government 0 0 0 0 0 0 0 0 0 0 0Treasury Corporation 0 0 0 0 0 0 0 0 0 0 0Other State Government 0 0 0 565 28 0 0 21 79 458 537Public subscription 0 0 0 0 0 0 0 0 0 0Financial institutions 124 940 1,064 0 124 0 0 66 132 808 940Other 0 0 0 0 0 0 0 0 0 0 0Total loans 124 940 1,064 565 152 0 0 87 211 1,266 1477Other long term debtRatepayers’ advances 0 0 0 0 0 0 0 0 0 0 0Government advances 0 0 0 0 0 0 0 0 0 0 0Finance leases 1,760 2,517 4,277 2,172 2,479 0 0 150 2,125 1,845 3,970Deferred payment 0 0 0 0 0 0 0 0 0 0 0Other 0 0 0 0 0 0 0 0 0 0 0Total other long term debt 1,760 2,517 4,277 2,172 2,479 0 0 150 2,125 1,845 3,970Total long term debt 1,884 3,457 5,341 2,737 2,631 0 0 237 2,336 3,111 5,447This schedule excludes internal loans and refinancing of existing borrowings.129

special schedulesSpecial Schedule No 7 - Condition of Public Works as at 30 June 2003EstimatedAsset cost to bring Estimated ProgramDepreciation Depreciation Accumulated Carrying condition to a annual maintenanceAsset Asset rate expense Cost Valuation depreciation value (see notes on satisfactory maintenance works forclass category (%) following page) standard expense current year$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000References Note 9 Note 3 Note 9 Local Govt. Act 1993, Section 428 (2d)Buildings Buildings& other & otherstructures structures 1 - 20% 1,720 123,392 0 10,954 112,438 3 7,625 3,320 2,2961,720 123,392 0 10,954 112,438 7,625 3,320 2,296Public roads Roads 2.38 - 7.25% 12,186 501,726 0 83,885 417,841 C 156,120 15,416 2,563Culverts &causeways 1.39% 98 7,085 0 677 6,408 Unknown 602 126 267Footbridges 1.78% 38 2,144 0 230 1,914 C 232 63 78Bridges 1.42% 230 16,240 0 1,457 14,783 C 1,106 277 8Guardrails 3.45% 19 540 0 112 428 D 2,761 220 0Footpaths 3.84% 1,069 27,826 0 7,016 20,810 C 35,330 1,411 1,013Cycleways 2.92% 306 10,483 0 1,924 8,559 B 1,421 225 81Kerb & gutter 1.68% 1,976 117,566 0 13,220 104,346 B 40,494 4,682 857Road furniture 8.26 - 15.92% 322 3,291 0 1,857 1,434 Unknown 625 199 61416,244 686,901 0 110,378 576,523 238,691 22,619 5,481Drainageworks Stormwater 1.00% 1,658 142,719 0 9,791 132,928 Unknown 4,435 1,757 582Sub - total 1,658 142,719 0 9,791 132,928 4,435 1,757 582Total classes - all assets 19,622 953,012 0 131,123 821,889 250,751 27,696 8,359This schedule is to be read in conjunction with the explanatory notes following.130

special schedules> > >Special Schedule No 7 - Condition of Public Works (cont)Condition of public assetsIn assessing the condition of Public Assets, Council has considered the existing condition and function of eachasset. Proposed or potential enhancements to the existing asset have been ignored.Assets within each category have been assessed on an overall basis even though a number of individualassets may be above or below the specified rating.Council recognises that the rating used by Wollongong City Council may be different from that adopted byother Councils.Asset condition - public buildings and other structuresRating Status Definitions5 Excellent Building or asset has no defects, condition and appearance is as new.4 Good Building or asset exhibits superficial wear and tear, minor signs of deterioration tosurface finishes, but does not require major maintenance and no major defects exist.3 Fair Building or asset is in average condition, deteriorated surfaces require attention anddeferred maintenance work exists.2 Poor Building or asset has deteriorated badly, serious structural problems, generalappearance is poor with eroded protective coatings, elements are defective, servicesare frequently failing and a significant number of major defects exist.1 Very Poor Building or asset has failed, is not operational and unfit for occupancy or normal use.Asset condition - public roadsThe following condition classifications have been used for Public Roads in this schedule in line with the ratingsystem used by IEAust for the Australian Infrastructure Report Card.A Very Good Infrastructure is fit for its current and anticipated purpose in terms of infrastructurecondition.B Good Minor changes required in one or more of the above areas to enable the infrastructureto be fit for its current or anticipated purpose.C Adequate Major changes required in one or more of the above areas to be fit for its current andanticipated purpose.D Poor Critical changes required in one or more of the above areas to be fit for its current andanticipated purpose.E Inadequate Inadequate for current and future needs.Wollongong City Council’s pavements, kerb and gutter, cycleways and guardrails are assessed using the NSWRoads and Traffic Authorities Road Condition Manual - ROCOND 90. Condition scores are derived for eachindividual asset and converted into a pavement condition index (PCI). The PCI has been related to the ratingsystem adopted by Wollongong City Council as follows:PCI Rating>90 A70-90 B50-70 C

additional information requiredunder the local government actNational Competition PolicyCompetitive NeutralityCompetitive Neutrality is one of the key principles of the National Competition Policy. This principle is based onthe concept of a ‘level playing field’ for people competing for business and, particularly, relates to situationswhere competition is between the private and public sectors.This underlying philosophy is aimed at enhancing competition and subsequently creating greater efficiency andlower costs to both the government and the community.Local government councils are required to identify what its business activities are and categorise thesebusinesses as Category 1 (annual gross operating income greater than $2m per year) and Category 2 (annualgross operating income less than $2m per year). Councils must report on its Category 1 and 2 businesses asat 30 June 2003.Wollongong City Council has identified the following businesses for the purpose of competitive neutrality.Category 1• Waste Disposal• Tourist ParksCategory 2• Property Management• Health and Fitness• Crematorium and Cemeteries• Marketing• Wollongong City Truck and PlantThe methods used in determining the pricing policies of each of Council’s business activities are based on theprojected performance of each of these activities. The pricing policy for each business activity is identified inCouncil’s Fees and Charges document, an annexure to the corporate plan. The performance of each businessactivity is reported in the Special Purpose Financial Reports (Statement of Financial Performance by BusinessActivity and Statement of Financial Position by Business Activity). These Special Purpose Financial Reports areincluded within this document. The actual performance of each business activity for the 2002/03 financial yearwas in line with projections.Competitive Neutrality ComplaintsUnderpinning competitive neutrality is the need to properly recognise the full costs of Council’s businessactivities. This allows comparisons to be made with competitors in the same marketplace and providesinformation that will allow Council to determine pricing policies for each business.Wollongong City Council has developed a framework that will allow the full cost of each business activity to beidentified. This system is referred to as FACTS (Full Activity Costing To Services). The Special Purpose FinancialReports (Statement of Financial Performance by Business Activity and Statement of Financial Position byBusiness Activity) are prepared using full costs derived from the FACTS system.Emphasis has been placed on developing an awareness of the Trade Practices Act, in particular Part IV of thatAct. Sessions have been held for senior management to gain an appreciation of the effect of the Act onCouncil’s service delivery. A complaints handling system has also been implemented to monitor all complaintsrelating to competitive neutrality. To date, no such complaints have been received. Nothing has been done sofar in order to make the complaints handling mechanism known to the public.In summary, Council has embraced the principles of the National Competition Policy and has developed abusiness reporting facility through its corporate plan and business planning processes.132

additional information requiredunder the local government actControlled EntitiesThe accounts of the Council’s controlled entities are shown as follows:Change in net assetsTotal equityresulting from operations30/06/03 30/06/02 30/06/03 30/06/02$’000 $’000 $’000 $’000Controlled entitiesWollongong City Gallery Ltd 574 1,287 4,972 4,398Illawarra Performing Arts Centre Ltd* 5 11 189 184Wollongong City Centre Ltd 53 (34) 98 45Wollongong City of Innovation Ltd 8 (17) (9) (17)* Illawarra Performing Arts Centre have changed their reporting period to a calendar year - the change in net assets represents the six monthperiod from 1/07/02 to 31/12/02 and total equity is as at 31/12/02.Statement of Rates and Charges Written OffRates and charges totalling $2,406,702.74 were written off during the period 1 July 2002 to 30 June 2003 in accordance with the LocalGovernment Act 1993. This compares to rates and charges of $1,948,752.08 being written off in the period 1 July 2001 to 30 June 2002.Allowance is made for such write offs in Council’s annual budget. Rates and charges written off are summarised hereunder:$Section 600 rebates 238,808.24Valuation objections 70,445.82Journal credits (re-rated/non-rateable) 621,812.59Postponed rates (1997/1998) 98,536.52Postponed interest (1997/1998) 53,223.01Pensioner rate concession (voluntary) 1,143,819.14Pensioner interest 4,683.72Journal interest write offs 10,662.01Domestic waste management charges 164,711.69Total 2,406,702.74Contributions Under S356$Wollongong City Gallery Ltd 565,063Illawarra Performing Arts Centre Ltd 524,640Illawarra Regional Information Service 70,000Tourism Wollongong 275,000Wollongong City Centre Ltd 651,300Total Commitment 2,086,003133

additional information requiredunder the local government actSenior Management Remuneration PackagesSenior management remuneration packages are on a total employment cost basis and include costs of the provision of a Council-owned motorvehicle, superannuation costs and salary.$General Manager 236,998Director City Services 170,954Director Environment & Planning 165,438Director Corporate Governance 163,800Manager Finance 115,000Manager Works 125,292Manager Engineering Services 144,976Manager Environment & Health 115,851Manager Library 90,000Manager Human Resources 112,982Manager Strategic Planning 126,669Manager Development Assessment & Compliance 121,321Manager Property 115,000Manager Administration & Information Technology 132,125Manager Recreation & Natural Resources 118,000Manager Design 134,865Manager Community & Cultural Services 122,700Total 2,311,971Freedom of Information Act Applications - 2002/2003Formal applications for access to information were received as follows:Month Name of Applicant Processing Time Statutory Limit 21 daysJuly Nil N/AAugust Kovacevic 11 daysSeptember Nil N/AOctober Goluza 16 daysNovember Nil N/ADecember Miller 12 daysJanuary Wall 10 daysFebruary Nil N/AMarch Nil N/AApril Goluza 7 daysMay Nil N/AJune Nil N/APrivacy and Personal Information Protection Act 1998Council has adopted the Model Privacy Management Plan for Local Government. The plan sets out policies and procedures by which Councilmanages any personal information it holds. Council is also bound by the Privacy Code of Practice for Local Government. Copies of both documentsare available from Council’s Public Officer. The Public Officer also serves as the Privacy Contact Officer for the purposes of the Act.134

additional information requiredunder the local government actContracts Awarded by CouncilIn accordance with Section 428(2)(h) of the Local Government Act 1993 the following is a list of contracts awarded during the period 1 July, 2002to 30 June, 2003 (whether as a result of tender or otherwise) other than employment contracts and contracts for less than $100,000:-Tender Number(if applicable) Name of Contractor Contract Description Contract AmountT02/17 Dwyers Supply and Buy Back of Motor Vehicles VariousT02/19 Alvannex Supply of Cabins $1,138,885T02/21 Utility Asset Management Removal and Grinding of Tree Stumps VariousT02/22 Maunsell Australia Design of a proposed waste transfer station $263,544T02/23 Capital Easy Operating Lease for Computer Equipment $1,677,953T02/24 Alstom Telecommunication Relocation of Telstra Plant at Crown, Gladstone and Denison sts;Services Wollongong $130,599T02/26 Michael Davies & Associates Design Services for Health and Fitness Centre and Pool at Dapto $417,200T02/29 Siemens Administration Security – Access Control Systems $266,128T02/31 Encat Cliff top fencing at Flagstaff Point City Beach $111,150T03/01 Graham Bell & Bowman Design of Thirroul Community Centre $168,500T03/06 Specialist Site Services Rock Face Stabilisation Work at Mt Keira Rd $110,546T03/07 Crystal Pools Design and Construction of Swimming Pool at Bulli Beach Tourist Park $139,813Statement of Partnerships and Other Joint VenturesInsurance Pool PremsurePremsure was formed in 1988 for the purpose of financing Council’s public liability and professionalindemnity risk by providing an alternative to insurance for claims up to $1 million. Premsure originallycomprised five councils, with South Sydney City Council joining in 1995.Although Wollongong City Council withdrew its membership of Premsure on 31 October 1996, it is requiredto participate with other member councils in the management of those claims which arose during the yearswhen Council was a member. Council continues to be responsible for payment of the claims which wereincurred during the term for which it was a member of Premsure.FigCAPS Risk Management SystemThe development of Council’s risk management program has been assisted by computer software supplierFigtree Systems Australia Pty Limited. Figtree Systems developed and supplied computer software toCouncil, in conjunction with the development of Council’s CAPS system for the management of risks.The collaboration between Council and Figtree Systems for development of system software was based onmutual cooperation and Council did not incur costs for the development of the software. FigCAPS iscurrently operating in 138 councils in New South Wales.135

additional information requiredunder the local government actSummary Legal ProceedingsA summary of legal proceedings instituted by or against Council during 2001/02 is as follows:Month Name of Defendant Particulars of Offence ResultSeptember Falamaki Construction at Arter Avenue, Figtree, Application by Falamaki seeking leave to thecontrary to conditions of consent. High Court dismissed on 17 September 2002.October Macaskill Clearing of vegetation without consent at Judgement delivered on 29 October 2002 withLawrence Hargrave Drive, Coledale.defendant convicted, fined $500 andordered to pay costs of $5,000.Martin Operation of Club Waves contrary to Defendant convicted and fined $1,500conditions of Council’s approval. and ordered to pay costs of $2,953.Manevski Breach of Tree Management Order at Defendant convicted, fined $5,000Shellharbour Road, Port Kembla. and ordered to pay costs of $559.Manevski Breach of Tree Management Order Penalty reduced by District Court from $5,000at Shellharbour Road, Port Kembla. to $2,500.Mepham Deposit litter from motor vehicle. Defendant convicted, fined $100and ordered to pay costs of $309..Tully Breach of Food Act at premises Defendant convicted and fined $2,000at Corrimal Street, WollongongSeymour Park in clearway. Defendant convicted and fined $150 andordered to pay costs of $243.Equal Employment Opportunity (EEO)The EEO Management Plan seeks to create a working environment that is free of discrimination, based onmerit and equality of access to employment, promotions and learning and development activities. In addition itundertakes ongoing review of organisational policies and procedures to ensure they incorporate EEOprinciples; and communicate the intent and purpose of these policies to staff so that they are aware of howthey affect their employment. Wollongong City Council EEO Management Plan (2001-2003) is scheduled forreview in 2003.Council has continued to implement a number of initiatives in 2002/03 for people with disabilities, ATSI andNESB; including• A Disability Network formed with representatives from Council and agencies representing people withdisabilities to review all recruitment and selection processes with the view of eliminating barriers toemployment for people with disabilities. Network meetings quarterly to discuss issues relating toemployment opportunities for people with disabilities. This included the provision of job applicationworkshop training provided to the Disability Network Group to aid in the writing and submission ofrecruitment applications.• Implementation of initiatives for improving communication with deaf and hearing/speech impaired to meetchanging needs of community.• 2002 intake of apprenticeships successfully recruited five people with disabilities and one Aboriginal TorresStrait Islander employee.• 2002 intake of trainees successfully recruited 1 person with a disability and 1 ATSI employee (there wereno apprentices/cadetships or traineeships offered for 2003).• Work Experience/Trial program for disadvantaged groups continued for 2002/03.• Work experience provided to ethnic persons whose qualifications were obtained in their country of birth.136

additional information requiredunder the local government actEcological Sustainable DevelopmentA Commission for the Future was established in 1983. Its primary role was to propose long term strategies toachieve sustainable development. In 1987, the Commission for the Future handed down a report entitled: ‘OurCommon Future’ which first used the term sustainable development and defined it as:Development that meets the needs of the present without compromising the ability of futuregenerations to meet their own needs.The Australian National Strategy for Ecological Sustainable Development (ESD) included ecology within theterm and defined it as:Development that improves the total quality of life, both now and in the future, in a way thatmaintains the ecological processes on which life depends.These definitions recognise the need to link development with protection of the environment to ensure asustainable future for our children. The concept of sustainability or ESD is about managing ecosystems andnatural resources, that are essential for fulfilling basic human needs and improving living standards for all.There are a number of key principles of sustainability. These provide the foundation for ways of applying theconcept of ESD. The principles are defined for local councils as:Integration - the effective integration of environmental, social and economic considerations in decisionmaking;Community Involvement - recognition that sustainability cannot be achieved without the support andinvolvement of the whole community;Precautionary Behaviour - where there are threats of serious or irreversible environmental damage, lack offull scientific certainty should not be a reason for postponing measures to prevent environmental degradation;Intergenerational and Intragenerational Equity - where we provide fairness and equal access toopportunities both in our lifetimes, as well as for future generations;Continual Improvement - the declining environmental situation means there is a need to take immediateaction to become more sustainable and to make continual improvement;Ecological Integrity - to protect biological diversity and maintain essential ecological processes and lifesupport systems.Wollongong City Council has adopted these governing principles and will endeavour to provide leadership anda sustainable framework for Wollongong through our Local Agenda 21 Plan. Moving down the path for asustainable future requires all of us to change and consider sustainable alternatives in our everyday living.Services and Programs for Children• Coordinated the regional Purple Ribbon Campaign. The campaign runs throughout July and aims to raisepublic awareness about child abuse.• Coordinated a successful children’s week event at the Wollongong Botanic Garden, focusing onfamilies having fun together and celebrating children in the context of their families.• Conducted a two day professional staff development workshop for early childhood school professionals.Focus was on innovative and reflective practices, child health and valuing children as capable learners.• Hosted the 3rd biennial NACBCS conference at the University of Wollongong. The focus was on the thenupcoming state election in relation to children’s services and developing and strengthening skills asadvocates for children. 180 delegates attended from across the state and interstate over the two days,resulting in a set of recommendations for NSW NACBCS to take back and develop as the year to comesstrategic plan.• The library division has a position dedicated to the provision of children and youth services including agreater emphasis on planning to meet the special library needs of children and youth in Wollongong.• A plan of management for children and youth library services is now in operation following extensivecommunity participation. The plan guides service development based on a five-year rolling program.• The ‘Leap Frog’ collection, established at the central and branch libraries provides reading material aimedat the enthusiastic beginner reader right through to the reluctant reader.• A major campaign promoting library services to children commenced in December 2002 andfeatures a set of characters, that children can readily identify with, highlighting the importance ofcultivating the reading bug.137

additional information requiredunder the local government actExternal Bodies with Delegated Functions by Council During 2002/2003TOTAL - 78BodyNeighbourhood Committees (10)Allans Creek Floodplain Management CommitteeCollins/Whartons/Farrahers/Bellambi Gully/BellambiLake Creeks Floodplain Management CommitteeFairy/Cabbage Tree CreekFloodplain Management CommitteeHewitts Creek Floodplain Management CommitteeMinnegang Creek Floodplain Management CommitteeMullet Creek Floodplain Management CommitteeNorthern Creeks Floodplain Management CommitteeTowradgi Creek Floodplain Management CommitteeAllen Park Bushcare GroupAmerican Creek Bushcare GroupBlue Divers Bushcare GroupBrickyard Point Bushcare GroupBudjong Creek Landcare GroupCaroline Creek Bushcare GroupCarr Street Bushcare GroupCawley Road Bushcare GroupCharcoal Creek Bushcare GroupColedale Beach Landcare GroupCollins Creek Bushcare GroupConiston Heights Bushcare GroupCooinda Reserve Bushcare GroupCoomaditchie ReserveCringila Park Bushcare GroupEmperor Court Bushcare GroupFarmborough Heights Bushcare GroupFutureworld BushcareGrandview Reserve BushcareHelensburgh Landcare GroupHighview Chase Bushcare GroupHill 60 Landcare GroupJenkins Creek Bushcare GroupKeiraville Foothills Bushcare GroupMangerton Park Bushcare GroupMeparko Gully Bushcare GroupMt Kembla Bushcare GroupNudjia Reserve Bushcare GroupOrana Parade Bushcare GroupPuckeys Bushcare GroupRanchby Reserve Bushcare GroupRichardson Park Bushcare GroupFunctionProvide a formalised structure for Council to consult with the community onplanning processes and service delivery.Encourage the participation of residents in the planning anddevelopment of their community.Undertake data collection, information gathering and dissemination of informationwithin the area of the catchment.Bushland restoration.Riparian restoration.Coastal and riparian restoration.Coastal headland restoration.Berkeley Hills bush regeneration.Riparian restoration.Riparian restoration.Coastal woodland restoration.Riparian restoration.Sea cliff restoration.Riparian restoration.Bushland regeneration.Foothill riparian restoration.Coastal hinddune and wetland restoration.Revegetation/regeneration.Rainforest regeneration.Rainforest regeneration.Revegetation/regeneration.Riparian restoration.Bushland restoration.Riparian restoration.Coastal headland restoration.Riparian restoration.Escarpment foothills restoration.Bushland restoration.Riparian restoration.Bushland regeneration.Riparian restoration.Revegetation/regeneration.Hinddune/lagoon restoration.Revegetation/regeneration.Riparian restoration.138

additional information requiredunder the local government actExternal Bodies with Delegated Functions by Council During 2002/2003 (cont)Sandon Point Bushcare GroupScarborough Wombarra Landcare GroupSharkies Beach Bushcare GroupSlacky Creek Bushcare GroupSpearing Reserve Bushcare GroupTom Thumb Bushcare GroupUpper Brooks Creek Bushcare GroupWhartons Creek Bushcare GroupWindang Beach Bushcare GroupWilson Street Landcare GroupWisemans Park Bushcare GroupWollomai Point Coastcare GroupWollongong Greenhouse ParkBerkeley Pioneer Cemetery Restoration GroupBulli Miner’s Cottage Management CommitteeBulli Senior Citizens CentreFriends of the Wollongong City GalleryFriends of the Wollongong City Library IncorporatedGuild TheatreIllawarra Performing Arts Centre LimitedNorthern Suburbs Senior Citizens CentrePort Kembla Senior Citizens CentreWollongong City Gallery Foundation LimitedWollongong City Gallery LimitedWollongong City Centre LimitedWollongong Safe Community Action TeamWollongong Senior Citizens CentreWollongong Youth Centre Entertainment CommitteeSeacliff restoration.Coastal restoration.Dune restoration.Riparian restoration.Riparian restoration.Wetland restoration.Riparian restoration.Riparian restoration.Dune restoration.Coastal cliff restoration.Coastal plain woodland restoration.Coastal headland restoration.Revegetation.Undertake minor maintenance and works to the grounds and improvements ofBerkeley Pioneer Cemetery also utilising private equipment and labour from thePeriodical Detention Centre.Conserve, promote, develop, manage, secure, caretake and maintain the cottage.Occupy, manage, secure and caretake the premises on behalf of Council.Make the premises available for use by seniors groups, community groups andothers compatible with at mutually agreed times.Organise and conduct social functions, including fund raising on thepremises of the Wollongong City Gallery.Organise and conduct social functions including fund raising on the premises orelsewhere.Organise and conduct performances, social functions including fund raising on thepremises of the Illawarra Performing Arts Centre or elsewhere on behalf of thePerforming Arts Centre.Occupy, manage, secure, caretake and maintain the Illawarra Performing Arts Centrepremises, including the employment of staff.Organise and conduct performances, social functions including fund raising on thepremises of the Illawarra Performing Arts Centre or elsewhere on behalf ofthe Performing Arts Centre.Occupy, manage, secure and caretake the premises on behalf of Council.Make the premises available for use by seniors groups,. community groups andothers compatible with guidelines at mutually agreed times.Occupy, manage, secure and caretake the above premises on behalf of Council.Make the premises available for use by seniors groups, community groups andothers compatible with guidelines at mutually agreed times.Undertake fund raising for the Wollongong City Gallery, including organising andconducting social functions on the premises of the Wollongong City Gallery orelsewhere.Occupy, manage, secure, caretake and maintain the Wollongong City Gallerypremises, including the employment of staff.Market and promote Wollongong City Centre and Crown St Mall, including theemployment of staff where required.Provide a formalised structure for Council to consult with the community to makeWollongong a safer community.Develop and implement both long term and short term plans so that people willfeel safer in Wollongong.Occupy, manage, secure and caretake the premises on behalf of Council.Make the premises available for use by seniors groups, community groupsand others compatible with guidelines at mutually agreed times.Instruct visitors to the Wollongong Youth Centre in the rules/conditions applicableto visiting the centre at entertainment events.Organise and conduct social functions including fund raising on the premisesor elsewhere on behalf of Council.139

additional information requiredunder the local government actLocal Ethnic Affairs Policy Statement (LEAPS)The Ethnic Affairs Commission Act 1997 outlines three key result areas to assist Council to determine itsMulticultural Strategies and Activities. These key result areas (KRA) are:1 Social Justice2 Community Harmony3 Economic and Cultural Opportunities.Council’s response to the Key Result Areas is indicated at the end of each LEAPS project by the acronym KRAand the corresponding number.Community and Cultural Services• Delivery of Cultural Awareness Program to all new employees as part of the corporate induction program.(KRA 1 & 2)• Development of a Local Statement of Commitment to Refugee Settlement. (KRA 1, 2 & 3)• The Declaration of Wollongong as ‘Welcome Refugee Zone’ in partnership with the Refugee Council ofAustralia. (KRA 1, 2 & 3)• Multicultural Services Training delivered to Council’s Respite, Community Transport and Neighbour AideVolunteers. (KRA 1)• Multicultural Services Training delivered to external HACC and children service providers.• Civic Orientation program for newly arrived African Refugees. (KRA 1, 2 & 3)• Partnership with the NSW Fire Brigade for its Cultural and Linguistic Diversity Access Project. (KRA 1)• Funding to Cringila Community Cooperative Youth Project to provide services to young people residing inCringila, the majority of whom are from culturally and linguistically diverse backgrounds. (KRA 1 & 3).• Development of Wollongong City Council Interpreter Service. (KRA 1 & 3)• Translation and interpreting support across the organisation.The first Earthworks to non-English speaking background (NESB) groups was conducted in January 2002 with21 members of the Filipino community participating in the three -day course. A strategy has been put in placeto make further contact with other ethnic groups in the Wollongong Local Government Area and offer this‘free’ educational program.Library DivisionThe library service maintains collections in many of the languages spoken in the Wollongong community andwhere necessary secures collections on loan from the state library or elsewhere.• English as a second language resources are provided by the library service together with literacy materials tosupport people learning or wishing to improve their use of the language.• A guide to the library service and community information service brochures are available in a number ofrelevant languages.Access and Equity ActivitiesCommunity and Cultural Division• Launched Council’s Disability Awareness Training Program to the corporate sector. The participantsincluded members from Tourism Wollongong.• Delivered community education and training in community facilities throughout the local government area,making them more accessible.• Accessible toilets were built at Cringila Community Hall.• Employment of Disability Reform Worker to assist services to make adjustment to become more accessibleConstructed an accessible ramp at Helensburgh Preschool140

additional information requiredunder the local government actFees, Expenses and Facilities Provided to the Lord Mayor and Councillors during2002/2003Lord mayoral fees $51,270Councillor fees $229,556Payment of expenses and provision of facilities to CouncillorsExpensesTravel If a councillor is required to use their private vehicle for Council related business, an allowance will bepaid in accordance with the enterprise agreement.Functions Council will meet the cost of a councillor attending a community function in the role of councillor.The costs associated with a partner’s attendance, when specifically invited as the councillor’s partner, will bemet by Council.FacilitiesFacsimile Machine A facsimile machine is provided and maintained in each councillor’s home.Mobile Phone A mobile phone has been provided to councillors upon request.Office A furnished councillors room is provided within the administrative centre.Motor Vehicle A fully serviced and maintained motor vehicle is provided for use by the lord mayor for civicduties.Computer A computer is available in the councillors room within the administrative centre.Policy in relation to expenses and the provision of facilitiesCouncil has adopted a policy on the provision of facilities and the payment of expenses. This policy may beviewed at any library. The policy outlines the services and facilities provided to the Lord Mayor and councillorsto enable them to discharge their civic duties. Total cost in 2002/2003 for these facilities was $43,874.91 asdetailed hereunder, separate attachment in addition to $59,768.20 for councillors’ attendance at conferences,seminars and workshops.Conferences,Travelling Phone/fax seminarsCouncillor expenses expenses Mobile phones & workshops Hospitality Total$ $ $ $ $ $Darling 81.00 1,405.60 1,238.57 2,996.00 3,239.44 8,960.61Christian nil 729.34 921.77 2,981.00 nil 3,961.02Martin 1,745.20 1,050.02 1,528.86 nil nil 4,324.08Kershaw 774.00 493.60 nil 3,106.00 nil 4,373.60Hunt 1,656.00 741.76 527.60 3,691.00 nil 6,616.36Brown 125.34 257.15 223.07 1,336.00 nil 1,941.56Wood 780.00 2,094.07 1,629.92 6,115.00 nil 10,618.99Griffiths 532.00 1,415.07 1,730.40 2,716.00 nil 6,393.47Mott 630.24 1,104.96 919.21 6,586.50 nil 9,240.91King 3,662.64 2,989.38 nil 10,156.70 nil 16,808.72Yates 661.44 160.58 1,698.65 50.00 nil 2,570.67Jonovski 1,171.56 839.20 1,330.48 8,883.00 nil 12,224.24Pocock nil 1,645.35 2,754.75 9,831.00 nil 14,231.10Harrison nil 219.41 2,406.72 nil nil 2,626.13Total 11,819.42 15,145.49 16,910.00 58,448.20 3,239.44 106,882.55141

additional information requiredunder the local government actOverseas Trips July 2002 - June 2003Renegotiation of Council Insurances, London, United Kingdom.2 - 11 March 2003R OxleyTotal cost $12,962.0Government Chief Officers Group Conference, Auckland, New Zealand.12 - 14 March 2003R OxleyTotal cost $2,526.00ALGWA Conference, Launceston, Australia.30 October - 1 November 2003V KingRegistration $450.00Accommodation $383.00Cash Advance $150.00Airfare $473.00A WoodRegistration $480.00Accommodation $192.00Cash Advance $150.00Airfare $490.00V PocockRegistration $619.00Accommodation $455.00Cash Advance $150.00Airfare $379.00K JonovskiRegistration $450.00Accommodation $315.00Cash Advance $150.00Airfare $473.00M MillarRegistration $330.00Accommodation $169.00Cash AdvanceNilAirfare $622.00Creative Clusters, Sheffield, England.19 - 24 November 2003A BucklandCash Advance $2,500.00142

challenges for the year ahead > > >Wollongong Futures StrategyA vision for Wollongong in 2022 is a powerfulplanning tool to guide the decisions we makeas individuals and as a community. The nextkey element of Wollongong Futures is theaction planning phase due to commence inOctober 2003. In this phase, the communityand Council will define the goals, strategiesand actions that will lead us to the future. It is akey phase of the strategy, and one that will relyon the combined expertise and commitment ofCouncil, state agencies, business leaders andthe community. By late 2004, Wollongongshould have not only a vision for the future, buta detailed plan on how to get there, and acommunity commitment to make the journey.Wollongong City Centre RevitalisationStrategyThe draft Wollongong City Centre RevitalisationStrategy Strategy will be placed on publicexhibition for a six-week period commencing22 September 2003. The draft documentincorporates a development control plan,public domain masterplan, Wollongongstructure plan, an access and movementstudy, and an economic review. These are thefive key study areas that were identified byCouncil as being central to the revitalisationproject. The public exhibition process willprovide yet another opportunity to engage allstakeholders in influencing the development ofthis major strategy. The outcome will be athriving commercial precinct that reflects thesense of place and spirit of the Wollongongcommunity.Ecological Sustainable Development(ESD) InitiativesIn the coming year, Council has committed tofinalising the Local Action 21 Plan. The LocalAction 21 Plan is a range of projects andprograms, such as ecological footprinting andsustainability audits, that will drive Councilfunctions in a sustainable manner. Additionally,the Community Action 21 Plan will continue tobe developed during the year and will beincorporated into the Wollongong Futuresplanning process.Council has committed to ESD byimplementing a number of projects thatcontribute to ecological sustainability. Onemajor initiative will be the development of anenvironment fund. Ecological sustainabilitywas highlighted during 2003 as beingimportant to the people of Wollongong. Theaspect of integration of ESD into theenvironment fund will be addressed in terms ofproject delivery and the implementation oftangible benefits to the Wollongongcommunity.Regional Bushfire Control CentreNegotiations will continue with the Rural FireService to construct a single bush fire controlcentre to service the Wollongong, Shellharbourand Kiama brigades.Implementation of the new FinancialManagement SystemFinance One, the new financial managementsystem is scheduled to go live in July 2003.The software provides Council with improvedfinancial management information andreporting capability, and will allow electronicaccess both for processing and enquiryfunctions. Considerable resources will berequired in 2003/04 to review processes andworkflows to ensure that the functionality of thesoftware is maximised. In addition, training andsupport services will be provided to end usersso that they are able to use Finance One as aneffective financial management tool.Major Works ProgramsCouncil will continue with its ongoingcommitment to maintain existing infrastructurethrough an asset management strategy. Thestrategy balances areas of most need againstlimited funding. Major projects scheduled for2003/04 incorporate stabilisation work at MtRock; improvement works to Mt Ousley Rd, MtOusley; construction of footpaths at CarringtonSt, and Park Rd, Bulli; and the construction ofCawley Rd, East Corrimal, between TurnerEsplanade and Murray Rd. In addition, HurtPde, Unanderra, will be fully reconstructed, aspart of our Roads to Recovery program.Revitalisation of Port Kembla andThirroul Town CentresWork will proceed on the revitalisation of thecommercial business districts at Port Kemblaand Thirroul to improve services to the localcommunity and help stimulate the economy.Extensive community consultation is factoredinto both projects. The first stage of thecommercial centre upgrade at Port Kembla isprogrammed to be completed by June 2004.Trials of SWERF Pulp MaterialTrials are due to commence on the use of apulp material produced by the SWERF processas a substitute daily cover material for WhytesGully landfill. Providing these trials aresuccessful and receive EPA approval, it isproposed to utilise the pulp material for at leastthe next 12 months.Improving Operational Support ServicesGreater efficiency in providing operationalsupport services for the organisation requiresimproving the total life cycle costs of the motorfleet. A focus will be the negotiation ofagreements with manufacturers and retailersfor the acquisition and disposal of the vehicles.In addition, the area will further develop theconcept of ‘self managing’ teams to providebusiness efficiencies and improved learningand job satisfaction opportunities. Funds willbe sought to maintain the 10 year plantreplacement program that commits Council tomaintaining earthmoving, materials handlingand associated plant and equipment thatensures contemporary technology is availableto operational divisions of Council.Ongoing Investment in Tourist ParksThe major redevelopment program of our threetourist parks commences its second year, with$960,000 in loan funds forecast to be spent onupgrading and improving facilities. Work in2003/04 will focus on a masterplan forCorrimal Tourist Park, along with five additionalcabins to be installed on the beachfront atBulli. An agreement with TAFE to provide newcabins, as a training exercise for apprentices,will result in quality facilities being constructedlocally for our parks. One of these will be aspecial access cabin to provide state of theart amenities for disabled people. Identifiedchallenges for 2003/04 involve improvingwinter occupancy rates, increasing the AAAstar rating from three to four stars, andovercoming security issues at the parks.Outdoor Restaurants PolicyThe new year will see the formalisation of alloutdoor restaurant operations, in line with ournew Outdoor Restaurant Policy and industryaccepted guidelines. This will have due regardto the management of financial risk and anacceptable rate of return to Council.Meeting EPA Requirements at WhytesGullyIn late 2003, an ammonia treatment plant willbe constructed at Whytes Gully to ensure thatammonia levels within the leachate meetSydney Water’s requirements for discharge tosewer. Two new leachate dams will also beconstructed at Whytes Gully to meet EPAstorage requirements during extreme rainfallevents.Implementing the Land InformationSystem (LIS)The LIS project will go live in November 2003,replacing the existing legacy system, that hasbeen in operation since 1987. The projectinitially encompasses environment and health,development assessment and compliance,finance, and strategic planning processes; butwill ultimately extend across most areas of theorganisation. Significant effort will be requiredto assess and process existing information,much of which has been recorded by Councilfor the last 15 years. It will also provide anopportunity to review processes, forms anddocuments. The next 12 months will focus onthe transition of business activities and trainingstaff in the new processes. The LIS project willalso provide a platform for some services to beoffered through the internet. This includespayments of rates and other Council debts, aswell as the lodgement of applications andissuing of certificates.Finalising Leasing Agreements for theTelecommunications TowerNew licence agreements will be finalised for thevarious occupants of the telecommunicationstower at Mt Keira Summit Park. Any availablespace will be marketed in conjunction withCouncil’s telecommunications consultants.143

new program for 2003/04 & glossary > > >Environmental ManagementProgramEnvironment FundLocal environmental degradation, flooding andbushfire risks are of concern to the community.This has led Council to identify a broad rangeof activities that can help address these issues.In 2003/04, a new program will commencethat will focus on the sustainable environmentalmanagement of our region. To this end, $1million has been set aside, with the prospect ofattracting additional grant funding from bothstate and federal governments. All grantsmonies received will be added to theenvironment fund. The program will befacilitated by a Environment Fund GovernanceCommittee, who will be responsible forselecting and overseeing the projects. Councilstaff will liaise with the committee to identifyareas in most need of environmental repair andenhancement. The emphasis will be on therestoration of natural, riparian, estuaries, andwetlands, as well as Bushcare and greencorridor activities.Community ContractTo ensure community participation along withCouncil accountability in the management ofthe environment fund, a community contractwill be developed. This will guarantee that allprojects selected by the committee will notonly be made known to the local community,but their progress reported on a regular basis.The communication process will involvefeedback through the quarterly corporatereview process, the annual report and the stateof the environment report. In addition,information will be posted on our website on aregular basis, as well as the production ofperiodic community newsletters. Thisinformation will detail all projects to whichfunds have been allocated, as well as details ofany grant monies received.DirectionsA strategic framework will be developed toprovide clear direction in the selection andexecution of projects to be funded by theEnvironment Fund. The projects will benominated for inclusion from the numerousmanagement plans already developed byCouncil, including those on floodplainmanagement, bushfire management,stormwater management, community landmanagement, escarpment and coastal zonemanagement. The state of the environmentreport and the Bushcare program will also beused to source potential projects. Informulating the strategic framework, it will becrucial that community input is sought inadvance of each project. The objective is todevelop an integrated suite of managementtechniques that will achieve balancedenvironmental and cost effective outcomes toimprove and preserve our natural environmentfor the benefit of this generation and those thatfollow.GlossaryAASAustralian Accounting Standard.BenchmarkingThe task of measuring the progress ofbusiness units through quantitative andqualitative comparisons with organisationsoffering a similar range of services, goods andfacilities.Best practiceA concept whereby a business or organisationstrives to perform at a level higher than any ofits competitors with regard to the provision ofgoods and services.Best valueCouncil aims to provide quality services in acompetitive environment to achieve servicelevels demanded by customers.Billable hoursYearly production target after all leave, trainingand downtime is deducted from the totalavailable working hours.Business unitsWork units operating under the FACTS systemof identifying full operational costs in order tomarket test against competitors, ultimatelyimproving services to the community.CatchmentArea of land that drains rainfall into a river orlake.CCPCities for Climate ProtectionCorporate planA rolling management plan that sets Council’sdirection over a five-year period and identifiesobjectives and performance indicators for eachcorporate program.CouncillorsElected representatives who set strategicdirection, monitor organisational performance,liaise with stakeholders, and ensure operationalcompliance.DatabaseSystematic arrangement of computer data toenable it to be automatically retireved.DCPDevelopment Control PlanDegradationThe removal of material through erosion.EcommerceBuying and selling goods and services throughthe Internet.EcosystemCommunity of organisms interacting with oneanother and the environment in which they live.ESDEcological Sustainable DevelopmentEnterprise agreementA contract between Council and its employeeson working conditions and wages based onagreed performance levels.FACTSThe Full Activity Costing to Services systemenables the identification of all costsassociated with a function or activity.IndigenousOriginating in a particular region or country,native to an area.InfrastructureRoads, buildings, bridges, pavements,cycleways and other constructions.Key performance indicatorsA set of indicators that assist in measuringoverall performance and reflect the health ofthe organisation.LeachateWater carrying impurities that have percolatedthrough the earth, primarily at rubbish tips.MissionOverall corporate philosophy that articulateshow our vision will be achieved.Neighbourhood committeesCommittees comprised of communityrepresentatives who review issues pertaining totheir specific neighbourhood areas and makerecommendations to Council.Perceptible risksRisks that are large enough, great enough ordistinct enough to be noticed.Performance indicatorMeasurable statistic identifying the extent ofactivity in meeting a specific objective.Quality approachOrganisation’s commitment to the principles ofTotal Quality Management.Quarterly corporate reviewReview of the organisation’s progress on aquarterly basis in terms of meeting corporateplan objectives and budget forecasts.RiparianSituated on the bank of a creek or body ofwater.ScopingDetailing the area covered by a given activity orsubject.Sister cityAn agreement between a pair of cities indifferent countries that share cultural contactas a means of promoting cross-culturalawareness and interaction.StakeholderAny individual or group having a particularinterest in a project or action.SustainabilitySensitive use of natural resources withoutharming the ecological balance of the region.Sustainable developmentEconomic development designed to meetpresent needs while also taking into accountfuture costs, including costs to theenvironment and depletion of naturalresources.SWERFA highly innovative solid wastes to energyrecycling facility located near Whytes GullyValuesUnderlying attitudes that influence decisionsand actions to maximise performance.VisionA statement of direction that articulates theaspirations of Council and serves as a guide toall those who contribute to the organisation.144

local government act requirementsProductionThe annual report wasdesigned and produced byForté Marketing & Design.Printing - South CoastGraphics.DistributionThe annual report isdistributed to community,business and special interestgroups in the Wollongongarea. Copies are alsoforwarded to the Departmentof Local Government,libraries and otherorganisations. The report isavailable to the localcommunity free of charge andcan be obtained from theinformation counter at ouradministration building, ordownloaded via the Internet.Access and equity issues 64,65Access and services to people with diverselinguistic and cultural backgrounds 62-67, 140Assets acquired by Council 99-101Assets held by Council 93,116Category 1 business activities 123-124Category 2 business activities 123-124Companies in which Council has a controlling interest 133Comparison of performance against objectives 20 - 78Competitive neutrality 123,132Competitive neutrality complaints 132Competitive neutrality pricing requirements 123-124Condition of public works 38-39, 130-131Contract details 135Contributions under Section 356 (S356) 133Ecological Sustainable Development 3,19,41,43,143,144Environmental activities 40-45Equal employment opportunities 78,136External bodies with delegated functions 138Freedom of Information Act applications 134Human resource activities 77-78Language Aid Program 65Local Ethnic Affairs Policy Statement (LEAPS) 140Mayoral and councillor fees and expenses 141National Competition Policy 123-124,132Overseas visits by councillors and staff 142Partnerships and joint ventures 135Privacy and personal information protection 134Report on bushfire reduction activities 32-33Revenue raised by Council 97-98Risk management activities 18,21-22,73-74,78Services and programs for children 64, 137Statement of expenses 83Statement of rates and charges written off 133Statement of revenues and assets 83-84Summary of amounts incurred in legal proceedings 136Value of remuneration packages payable to senior staff 134Work carried out on private land 38This report is printed on Media PrintSilk, recognised as an environmentallyfriendly stock, meeting the stringentecological standards required forEMAS registration.Council Administration BuildingThe companion document - Wollongong City Council 2002/03 State of theEnvironment Report - details the full range of environmental information requiredunder the Local Government Act (1993). These include land, water, air, biodiversity,waste, noise, Aboriginal heritage and non-Aboriginal heritage issues, areas ofenvironmental sensitivity, landscape and vegetation, polluted areas, and therestoration of natural areas. Copies of the Wollongong City Council 2002/03State of the Environment Report can be obtained from the administration buildingin Burelli Street, Wollongong, or downloaded via the Internet.Church StCrown StKembla StBurelli StCorrimal StStewart StContactWollongong City Council, 41 Burelli Street, Wollongong, NSW 2500.website: www.wollongong.nsw.gov.auemail: council@wollongong.nsw.gov.augeneral enquiries: 02 4227 7111 (including emergency after hours assistance).Forté © 22485.11.03