Annual Report 2019-20 by Maitland City Council

ANNUAL REPORT 2019/2020

We acknowledge the Wonnarua People as the Traditional Owners and Custodians of the land within the Maitland Local Government Area. Council pays respect to all Aboriginal Elders, past, present and future with a spiritual connection to these lands. Front cover image: Make It Maitland at the Slow Food Market

SECTION ONE (page 3)

INTRODUCTION SECTION TWO (page 13)

ABOUT MAITLAND SECTION THREE (page 27)

OPERATIONAL PERFORMANCE SECTION FOUR (page 63)

STATUTORY REPORTING SECTION FIVE (page 95)

FINANCIAL STATEMENTS Woodberry Dreaming 2019 Woodberry Public School in Stories from Wonnarua Country Maitland Regional Art Gallery 29 June - 13 October 2019

SECTION ONE

INTRODUCTION The Maitland City Council 2019/20 Annual Report is an integral part of our commitment to open and accountable governance. The Report keeps our community and stakeholders, including residents, ratepayers, businesses, visitors, employees, government agencies and community groups, aware of the mechanisms being put in place by Council to ensure Maitland continues to be a city of choice for vibrant living.

Annual Report 2019/20

OPERATIONAL HIGHLIGHTS

$106.9

million spent on the delivery of services in 2019/20

$37.2

million spent on the delivery of capital works in 2019/20

34,972

stage a

of the queens wharf masterplan commenced

RATEABLE

th anniversary of maitland regional art gallery redevelopment

PROPERTIES

$18.1

million in grant funding RECEIVED for operational and capital works

BAkers brickyard playground and dog park upgraded

$1.1

LSPS

million iNVESTED IN COVID-19 response and recovery efforts

$580

million in development applications processed

$300,000

in grant funding received to weed endangered lower hunter spotted gum ironbark sites over the next three years

$2.45

million cessnock Road shared pathway completed

netball courts upgraded

(local strategic planning statement) delivered

CEP

(customer experience plan) developed

green

communities newsletter launched

YEP

youth engagement Project delivered

Works completed at Bakers Brickyard Playground

Annual Report 2019/20

Mayor Loretta Baker with Citizen of the Year Wilma Lilley and Young Citizen of the Year Hayley Johns

MESSAGE FROM THE MAYOR What a year 2019/20 has been. We have again been challenged, as a community and as a Council, by circumstances outside of our control, and have proven that we stand stronger together. With the drought impacting local farmers and the greater community through water restrictions, we were able to continue to provide grounds and open space areas within the city for our local sports and community groups, through working with Hunter Water in the development of water efficiency plans and practices. Local health orders to counter the spread of COVID-19 forced us into our homes from April to June, closing community facilities and limiting outings. As someone who is passionate about community welfare, I was proud of the COVID-19 Response and Recovery Program provided by Council to support local people and businesses. Through this program we invested $1.1 million to support awareness of local community service providers, amend our hardship policy to support those struggling financially, provide grants to support community led projects, provide webinars to support business adaptation models and promotions to encourage shoppers back to local retailers, and removal of the Mall/Levee rate for businesses within the High Street Heritage Mall. Prior to the impacts of COVID-19 I was encouraged by the level of community engagement in providing input into the projects and programs being planned for our future. This input supported the development of the Local Strategic Planning Statement, providing a 20 year land use vision and priorities for our city, a Customer Experience Plan to identify opportunities for improvement of interactions between Council and the community, the Maitland Regional Art Gallery Strategic Plan, a program to understand how to better connect with our youth, a development plan for the future of Maitland Gaol and a Destination Management Plan to improve opportunities to increase visitor economy. In addition, our Aboriginal and Access and Inclusion Reference Groups proceeded with the development of actions for future delivery, including a Reconciliation Action Plan and input on play space design and events.

Maitland was again put on the international stage, with the Riverlink Building receiving further accolades by the architecture and design team CHROFI with McGregor Coxall, who won a prestigious Blueprint Award in the ‘Best Public-Use Project with Public Funding’ category, convened by British magazine Blueprint to recognise and celebrate the very best of architecture and design around the world. Our recreation assets were increased, including the delivery of upgrades to the popular Bakers Brickyard playground, including the provision of the city’s first enclosed off leash dog exercise area, and the completion of the Cessnock Road Shared Pathway, linking Gillieston Heights with Central Maitland. It was exciting to see works progress on the Maitland Regional Athletics Centre, which will provide a top class facility for current and emerging athletes. There is so much more to share, as you will see when you read through this document. I hope you find the Annual Report 2019/20 informative. You are encouraged to share your feedback via maitlandyoursay.com.au as we are committed to providing our residents with all of the information you need to be informed on Council’s operations. Councillor Loretta Baker Mayor

Earlier in the financial year I had the opportunity to connect with the community through a myriad of events and festivals, including new offerings such as the Dive In Cinema, night time events in The Levee including Neon Nights, Stargazing and Live at The Levee and a film festival at Maitland Gaol.

Annual Report 2019/20

MESSAGE FROM THE GENERAL MANAGER I am pleased to present our 2019/20 Annual Report to Council and our community. This is the third Annual Report under the current Council, whose term has been extended to 2021 in line with legislative changes to support continuance of leadership during the global pandemic. The Annual Report details how we have delivered against the goals established in our Delivery Program, as well as being openly accountable for decisions made during the year in a range of areas â&#x20AC;&#x201C; from the awarding of major contracts, responses to complaints, administration of grants, public access to Council held information and more. This year, COVID-19 forced the closure of community facilities from April to June 2020, including our Administration Centre. Faced with the rapid redeployment of staff to home based work, our teams pulled together to ensure the availability of technology to support system access and a smooth transition throughout the closure of facilities and return to the workplace. Across Council the customer experience was front of mind, with adaptations to a range of services including inspections, development application lodgement, waste management payments, hardship provisions, virtual events, access to gallery exhibitions and local artists and library items. I am proud of the how our staff met this challenge and ensured the continuance of services in both traditional and nontraditional ways. A continued focus on productivity improvement realised a reduction of paper-based work practices and identification of opportunities to streamline and improve services. Our productivity savings in 2019/20 continued to exceed our target, reaching over $827,000. Our focus is not just on saving dollars, but also exploring all options for generating revenue. Staff achieved over $18 million in grants during the year, contributing to a range of capital works and operational programs that would otherwise have been delayed or simply unachievable. Our budget of $144 million supported a significant program of standard capital works, major recreational infrastructure projects, a diverse series of programs, and provision of essential services. Our staff delivered construction and maintenance programs, gallery, pool and library services, the management of the development application processes, bin collection, planning and designing of infrastructure, events, management of sport and leisure facilities, and many more core activities. The growth of the city continues at fast pace, with 1,160 development applications processed, worth over $580 million. Major developments approved include the Waste Transfer Facility at Mount Vincent,

Maitland Administration Centre, new commercial centres in Chisholm and Gillieston Heights, works at Ashtonfield Public School, an aged care facility at Morpeth, a motel and a medium density housing development at Thornton. To effectively plan for current and future growth we developed a 20 year land use vision in partnership with our community, through the adoption of a Local Strategic Planning Statement. The Statement integrates with the Stateâ&#x20AC;&#x2122;s planning framework, in particular the Greater Newcastle Metropolitan Plan and includes local planning priorities to manage growth while maintaining the character of our existing suburbs. Immediate priorities for 2020/21 include the development of a city wide infrastructure plan and the preparation of a Local Housing Strategy. Our capital works program delivered many highlights, investing $75.6 million in construction and maintenance works, including $38.4 million in infrastructure dedications from development. Highlights of the program included final works on the Maitland Regional Athletics Centre, the upgrade of a number of netball courts at Maitland Park, the completion of $3.4 million of works on Abbot Street, the $2.45 million Cessnock Road Shared Pathway, over $1.5 million in road reconstruction works on Melbourne Street East Maitland, $1 million on reconstruction works on Allandale Road Allandale and the commencement of stage 1 works at Haussman Drive, Railway Avenue and Glenroy Street Thornton. In balancing our built and natural space, we concluded a three year revegetation project at Walka Water Works, successfully applied for a grant to deliver a three year program of weeding in our Lower Hunter Spotted Gum Ironbark sites, trialled a bulky waste kerbside collection program and enhanced our biosecurity weed control strategy through the commissioning of a specialised drone to spray weeds along Bolwarra riverbank. As part of our commitment to our community we developed a Customer Experience Plan that will see improved digital access to services and more responsive interactions, we finalised a draft Destination Management Plan to support the local visitor economy and progressed a condition assessment of Walka Water Works and a management plan for the future development of Maitland Gaol. In delivering this report I acknowledge the leadership of our Mayor and Councillors, the management of our Executive Team and Corporate Leadership Group, and the dedication of all employees in contributing to the achievements highlighted within this report. David Evans PSM General Manager

Mayor Loretta Baker and General Manager David Evans with the concept design for the Maitland Administration Centre Annual Report 2019/20

OUR RESPONSE TO COVID-19 In January, news emerged of a Coronavirus and its impact on China. In Australia the first case was diagnosed in Victoria. By the end of the month the World Health Organization had declared a public health emergency of international concern. Shortly after, Australia closed its borders to international travellers. Council monitored the rapidly evolving changes that resulted from the spread of the virus. Guided by information and advice from Federal and State Governments, health authorities and other appropriate agencies, a pandemic response team comprising of senior executives was formed and planning commenced around mitigation and management of services should a shutdown occur. In March, the Federal Government announced guidelines for public safety. Not long after, a country wide shutdown of non essential services was enforced due to a rapid rise in Coronavirus cases and related deaths. Swift changes to legislation resulted in Council responding through adaptations to service delivery and the closure of public facilities. Staff from these sites were redeployed, with the majority of office based staff working from home during the national shutdown. Agile and innovative work practices were developed and services digitised where possible for continued community access. In April, Council endorsed a range of actions under its COVID-19 Response and Recovery Grant Program. The program committed community grant funding for local non-profit community based organisations/groups, sporting groups and associations, service clubs and businesses for projects and initiatives that addressed community needs and encouraged community reconnection. Initiatives included: • the Business Accelerator Program helped businesses take their business online and The Levee major promotions and giveaway of $90,000 assisted to generate sales in local businesses • My Place funding provided opportunity for the community to put forward ideas for how they would like their suburb to celebrate once the pandemic is over, and apply for funding to make it happen • a community noticeboard provided a central location for information about local services and resources, designed to connect the community with cultural connections, disability and aged care services etc • up to $50,000 to Maitland Neighbourhood Centre to support vulnerable members of the community through programs and activities which promote social inclusion, equality and education

• amendments to Council’s Hardship Policy to support residents and business, including suspension of interest on outstanding rates for a six month period, temporary suspension of debt collection, establishment of extended periodic payment plans, provision to defer quarterly rate instalments for Q4 2019/20 and Q1 2020/21 for residential and business land owners, and the suspension of lease payments on a number of Council owned properties • removal of the Mall/Levee rate from 2020/21 applied to businesses within the High Street Heritage Mall • expanded communication to businesses included electronic data mail outlining Council’s business related response and recovery initiatives and useful resources for local businesses • a series of free webinars including grant applications, tackling tenders and business planning through difficult times. The webinars were targetted at Maitland businesses and delivered by an expert consultant, with recordings made available for those who couldn’t attend • A Taste of Maitland online promotion encouraged residents to spend locally. Included up to $10,000 for local food and beverage businesses to provide restaurant vouchers as prizes for an online competition; and an online directory of local restaurants, bars, pubs and cafés, offering delivery and takeaway services during the shutdown • Quick Response Creative Streets funding provided up to $10,000 per project, supporting local creatives to deliver initiatives that encouraged social connection and could be delivered digitally. In June, staff returned to the workplace, some on varied rosters and facilities reopened, again with some variations to programs and opening hours. The nature of the pandemic requires a high level of awareness to ensure rapid response to outbreaks as required, and staff remain vigilant of sanitation and social distancing requirements within our facilities. Simple hygiene and social distancing practices continue to be implemented at our sites along with modifying practices as the level of risk to the community or staff changes.

COVID-19 SERVICE IMPACTS During the national shutdown responding to the COVID-19 pandemic, the following Council services and Council owned and operated facilities were impacted. March 16 A work from home pilot was implemented to assess system performance and prepare for the potential reduction of staff operating from the office. March 20 The number of staff working from home increased to ensure appropriate distancing measures were in place.

online, with a particular focus on April school holiday entertainment •

Live at The Levee was delivered online at The Levee Facebook Page, direct from the artists home

•

Hunter Valley Steamfest was delivered as a virtual event.

May 15 Outdoor playground and gym equipment across Maitland reopened. Personal trainers were able to book parks for sessions of up to ten people. June 1 With social distancing and hygiene measures in place:

March 23

•

Council facilities closed including Library Branches, Maitland Regional Art Gallery, public halls, aquatic centres, playgrounds and gym equipment. Bars, gyms and restaurants also closed from this date.

Council staff returned to the office, some on a rostered basis to adhere to social distancing requirements

•

The receipt of electronic Development Applications commenced, with hard copy documents no longer required.

Council’s Customer Service Centre and Visitor Information Centre reopened and returned to pre-shutdown operating hours, with the implementation of cashless transactions

•

Maitland City Library Branches reopened at reduced hours for borrowing, returns, click and collect, printing, copying and JP services. Local Studies and the Seed Library were made available, however public programs, events and public access computers remained suspended.

March 26 The Office of Local Government announced the postponement of the Local Government Elections from September 2020 to September 2021. Council meetings moved to a virtual format, and public access was closed. Meetings were relocated to the Town Hall to enable those attending in person to appropriately socially distance. Late March Council suspended the scheduled food inspection program in recognition of the difficulties being experienced by the hospitality industry. The inspection program was recommenced in early May, but continued to provide relief from payment of administration and inspection fees up until August. April Council endorsed a range of actions as part of its COVID-19 Response and Recovery plan. Various services were adapted to continue operating, despite facility closures. These included: •

the Library initiated a Click and Collect service

•

Maitland Regional Art Gallery implemented virtual tours of current exhibitions, and delivered creative content direct to subscriber inboxes

•

Maitland Gaol implemented virtual tours via Facebook and increased online resources for adults and children to interact with the site

June 4 Maitland Regional Art Gallery reopened to standard operating hours. Tours, programs and events remained suspended. Seraphine Café remained closed due to refurbishment (now reopened). Maitland Gaol opened for self-guided audio tours, with visitors required to bring their own devices. Guided tours remain suspended. June 15 The indoor pool at Maitland Aquatic Centre reopened to casual swimmers with restrictions and safety precautions in place and one hour sessions available for advanced bookings. Change rooms, showers and the kiosk remained closed, however patrons were able to access the public toilets. Aquatics programs such as Learn to Swim and Aqua classes remained suspended. Reopening of community centres and halls for regular hirers commenced in accordance with NSW Government advice. During the shutdown waste and recycling facilities and services remained open due to their importance to the community. The Mount Vincent Waste Management Centre discontinued the acceptance of cash payments. Annual Report 2019/20

Walka Water Works Oakhampton

SECTION TWO

ABOUT MAITLAND

COMMUNITY VISION We are a vibrant river city, with heritage in our heart. Our people are caring and active, with access to local activities, services, facilities and employment that accommodate our growing city. We care about our environment, and maintain a balance between conservation and development. Our many leaders work together to realise the economic potential of our city. We are strong and connected, having pride in our City and celebrating together. Together, we make Maitland. Maitland +10

Annual Report 2019/20

THE CITY AND ITS PEOPLE

OUR CITY

LOCATION • • • • • • •

Situated in the lower Hunter Valley, New South Wales Covers 396 square kilometres 32 kilometres north west of Newcastle 165 kilometres north of Sydney 25 kilometres north east of Cessnock Wine Country Region Accessible via rail, road and air (Newcastle airport) Neighbouring local government areas: Cessnock, Singleton, Newcastle, Port Stephens and Dungog

ECONOMY •

• •

Gross revenue output estimate (2019) $9,719.561 million* (key industries: construction, manufacturing, rental hiring and real estate services) Top employment industries: healthcare, retail trade, construction, education and training Average of 678,000 visitors per year^

HERITAGE • • •

Over 527 recorded aboriginal sites~ 240 heritage items~ 7 heritage conservation areas~

OUR PEOPLE

POPULATION

• • • • • • • • •

85,166 estimated residential population 2019* Growth rate 2.2% / annum* 110,600 forecast population by 2040~ 30-39 median age group* 13% born overseas~ 5.3% of population identify as Aboriginal and Torres Strait Islander people~ 9% speak another language at home~ 5.8% has need of assistance with core activities* 14% aged 65 and over~

HOUSEHOLDS • • • • • • • •

2.7 average people per dwelling~ 31,700 number of dwellings~ $1,413 median weekly household income~ $380 median rent per week~ $480,000 median house price~ 28% owned outright~ 28% renting~ 37% owned with a mortgage~

EDUCATION •

19.6% hold a bachelor degree or higher*

ENVIRONMENT • • • •

1,290 recorded flora species~ 390 recorded fauna species 132 threatened species 20 threatened ecological communities

Information source: * Remplan, ~ Local Strategic Planning Statement, ^ Destination Management Plan

Maitland Aroma Festival Annual Report 2019/20

COUNCILLORS MAYOR

NORTH WARD

Cr Loretta Baker 4934 9712

Cr Robert Aitchison 0427 455 215

mayor@maitland.nsw.gov.au

robert.aitchison@maitland.nsw.gov.au

Cr Mitchell Griffin 0402 168 359

Cr Mike Yarrington 0490 880 514

Cr Sally Halliday 0477 772 697

Cr Donald Ferris 0413 994 706

Cr Nicole Penfold 0437 559 990

Cr Ben Mitchell 0458 929 202

Cr Kanchan Ranadive 0477 704 838

Cr Ben Whiting 0425 349 938

mitchell.griffin@maitland.nsw.gov.au

mike.yarrington@maitland.nsw.gov.au

CENTRAL WARD

Cr Philip Penfold 0427 330 771

philip.penfold@maitland.nsw.gov.au

sally.halliday@maitland.nsw.gov.au

donald.ferris@maitland.nsw.gov.au

WEST WARD

Cr Henry Meskauskas 0418 606 965

henry.meskauskas@maitland.nsw.gov.au

nicole.penfold@maitland.nsw.gov.au

ben.mitchell@maitland.nsw.gov.au

EAST WARD

Cr Peter Garnham 0401 895 482

peter.garnham@maitland.nsw.gov.au

kanchan.ranadive@maitland.nsw.gov.au

ben.whiting@maitland.nsw.gov.au

CONNECTING WITH OUR COMMUNITY Meaningful, informed and genuine community engagement assists with decision making and problem solving. Our engagement framework is aligned to best practice, most notably the International Association of Public Participation’s (IAP2) Core Values. Our engagement principles are:

# of participants

Project Morpeth Bicentenary Working Group

Community Engagement Strategy and Action Plan

INCLUSIVE AND ACCESSIBLE we make it easy to participate

Maitland Park Future Amenities Building

PROACTIVE AND TIMELY we engage early in the process

Maitland +10 Review

1,052

TOTAL

4,306

INFORMATIVE AND TRANSPARENT we actively share information

MEANINGFUL AND GENUINE we listen and consider your input

Input on the above projects was provided through online and face to face engagement methods. Opportunities for input included pop up booths at key events and community locations, online idea walls, surveys, focus groups, submissions, workshops, online mapping tools and drawing.

FLEXIBLE AND RESPONSIVE we are open to change REPORTED we close the loop Community informed decision making was undertaken on the following projects during 2019/20: Project Usage and Attitudes Survey Community Participation Plan 2019 Customer Experience Plan Local Strategic Planning Statement Draft Delivery Program 20182022 (Revised) incorporating Operational Plan 2020/21

Engagement statistics

2019/20

Number of engagement projects

# of participants 1,069 3 42

Unique visits to Maitland Your Say site

9,866

Maitland Your Say Facebook group members

449

Maitland Your Say mailing group members

1,317

1,232 22

Youth Empowering Participation (YEP) Project

243

Maitland Regional Art Gallery Strategic Framework 2020-2025

626

Face to face community engagement activities were impacted from March 2020 – June 2020 due to the cancellation of community events following public health orders relating to the COVID-19 pandemic

FIND US ONLINE Information about Council’s Community Engagement Framework is available at maitland.nsw.gov.au You can get involved and view all our engagement projects at maitlandyoursay.com.au Connect with us on Facebook by joining the Maitland Your Say Facebook group or join our mailing list to ensure you receive the latest project updates.

Annual Report 2019/20

2019/20 EVENTS JULY

SEPTEMBER

3 MRAG Stories from Wonnarua Country Celebration

5 Willow Drive Park design workshop

4 Compost giveaway

20 Live at The Levee with Bakoomba

7-14 NAIDOC Week

21 Biodiversity Month planting event at Tenambit Wetlands

10 National Tree Day

26 Compost giveaway

12 Street Eats MX Nationals Edition

27 Street Eats Rutherford

19 Live at The Levee with Johnson City

28 Willow Drive Park painting workshop

24 Native seedling giveaway Walka Water Works 26 Street Eats Chisholm 31 Local Government Week schools breakfast 31 FFA Cup Maitland FC v Central Coast Mariners at Maitland No. 1 Sportsground

OCTOBER 1 Aquatics Summer Season Launch at East Maitland Aquatic Centre 2 Willow Drive Park painting workshop

AUGUST 10-11 Maitland Aroma Coffee and Chocolate Festival 14 Business Leaders Lunch 16 Live at The Levee with String Loaded 23 Street Eats Raworth 24 MRAG Spring Season and 10 Year Anniversary Celebration

9 Compost giveaway 12 Riverlights Multicultural Festival 12 Native seedling giveaway Maitland Park 18 Live at The Levee with Flamenco 21-27 Aussie Backyard Bird Count 26 Great Mattress Muster

NOVEMBER 2-3 Bitter and Twisted Boutique Beer Festival at Maitland Gaol 7-9 The Levee Foreign Film Nights 8 Abbot Street works completed 8 Street Eats Gillieston Heights 13 Business Leaders Lunch

15 Live at The Levee with Steel City Sue 27 The Levee Trader Christmas Function 28 Christmas at The Levee and Santa photos commence 29 Street Eats Chisholm 30 Celebrate Youth Event 30 MRAG Summer Season Celebration

FEBRUARY 1 The Levee One Day Sale 2 Street Eats Morpeth 7-8 Neon Nights at The Levee 12-23 Seniors Festival in Maitland 21 Live at The Levee with Kylie Jane Trio 22 Newcastle Knights v St George Illawarra Dragons at Maitland No. 1 Sportsground 28 Street Eats Rutherford 29 MRAG Autumn Season Celebration

DECEMBER

MARCH

7 Christmas at Morpeth Common

6 Street Eats Chisholm

13 Street Eats Raworth

12 Compost giveaway

20 Live at The Levee with Coral Lee

20 Live at The Levee with Huckleberry

31 New Year’s Eve Celebrations Christmas at The Levee and Santa photos

APRIL 17 Steamfest Live virtual event 24 Live at The Levee Home Session with Daniel March 29 COVID-19 Response and Recovery grants webinar for business

MAY JANUARY 2-31 MRAG Free Art January 10 Dive in Cinema East Maitland Aquatics Centre 12 Street Eats Lorn

6 COVID-19 Response and Recovery grants webinar for business 13 COVID-19 Response and Recovery grants webinar for business 15 Live at The Levee Home Session with Photo of the Moon

17 Live at The Levee with Fish Fry 24 Dive in Cinema East Maitland Aquatics Centre 26 Maitland’s Official Australia Day Ceremony 26 Australia Day Celebrations in Maitland Park 31 Dive in Cinema East Maitland Aquatics Centre

JUNE 25 Compost giveaway 27 The Levee One Day Sale 28 Chemical Cleanout Annual Report 2019/20

OUR ORGANISATION HEALTH AND SAFETY

SERVICES

ASSET CONSTRUCTION AND MAINTENANCE We plan, build and manage community assets including roads, footpaths, car parks, stormwater drains, recreation facilities and cemeteries to meet the needs of a growing community. CITY APPEARANCE We plan and deliver a range of activities that contribute to the character of our city, from parklands to street trees, signage and flags to street sweeping, graffiti removal and litter collection. CITY LEADERSHIP We steer the development of a contemporary city and desirable community through the leadership of our elected Councillors and senior staff. Together, these groups represent community interests, making decisions, setting policies and delivering services. COMMUNITY SERVICES We enhance and support our community and the many groups within it through active planning, partnerships and provision of high quality, accessible services.

We enhance community health and safety through the delivery of a range of programs, as well as help protect our community in times of emergency or disaster.

PLANNING AND DEVELOPMENT We plan and manage the sustainable growth and development of our city, whilst respecting our heritage rich built environment.

RECREATION AND LEISURE We manage our city’s recreation areas including parks, sportsgrounds and green space, as well as aquatic facilities and a range of community buildings including neighbourhood centres and the Town Hall.

ROADS AND TRANSPORT We provide transport routes for vehicles, bicycles and pedestrians through planning and management of road and transport networks in the city.

WASTE MANAGEMENT AND RECYCLING We manage the collection and disposal of our waste, as well as recovering recyclable materials.

CULTURAL AND EDUCATIONAL SERVICES We contribute to our community’s cultural development and learning through the management and promotion of our libraries, art gallery and museum in addition to initiatives like public art. ECONOMIC DEVELOPMENT AND MARKETING We contribute to the growth of our local economy through efficient, timely approvals processes, marketing and visitor economy, as well as supporting high profile events and developing Maitland Gaol and Walka Water Works as iconic tourist destinations. ENVIRONMENTAL MANAGEMENT We help protect and enhance our natural environment through planning, partnerships and the delivery of a range of programs.

STAFF •

420.4 full time equivalent employees

•

512 employees including casuals

•

29% workforce are part time, casual and temporay employees

•

53% are male

•

47% are female

•

107 new starters

•

84 leavers

•

11 traineeships

•

3 apprenticeships

•

214 incidents and injuries

Collection of Weevils at Telarah Lagoon Annual Report 2019/20

ORGANISATION STRUCTURE

COUNCIL

MAYOR

Executive Manager Workplace Culture & Safety Tiffany Allen

• Employee Relations & Engagement • Industrial Relations

Executive Manager Vibrant City Rachel MacLucas

GENERAL MANAGER

Group Manager Culture, Community & Recreation Judy Jaeger

• Marketing • City & Visitor Economy

• Recruitment & Retention

• Communication (External & Internal)

• Training & Development

• Citizen Services

• Work, Health & Safety

• Community Engagement

• Injury Management

• Media

• Workforce Planning

• Events

• Career Development

• Place Activation

• Workers Compensation

• Gaol

• Community Facilities Management • Recreation Facilities Management • Major Venues Management • Library Services • Art Gallery

• Health & Wellbeing

• Aquatics • Community & Recreation Planning • Community Support Services

Aside from the above functions, all Group and Executive Managers share the below core functions: • Communication (internal and external)

• Engagement

• Continuous improvement

• Integration and partnership

• Councillor liaison

• Staff leadership and management

• Citizen service

• Sustainability

OFFICE OF THE GENERAL MANAGER

CHIEF FINANCIAL OFFICER

General Manager Support • Mayoral Support • Executive Support Coordination • Civic Events & Functions • Councillor Support Services

Group Manager Planning, & Environment Matt Prendergast

Group Manager Infrastructure & Works Chris James

• Strategic Planning

• Asset Management

• City Planning

• Capital Works Program

• Recreation Facilities Planning

• Major Projects (scoping & procurement)

• Community Facilities Planning

• Capital Works Construction & Maintenance

• Section 7.11 Planning

• Parks & Recreation Maintenance

• Development & Building • Environmental Management • City Heritage • Community Health • Waste Management • Floodplain Management

• Community Buildings & Maintenance • Survey & Design • Traffic & Transport Planning • Mechanical Services, Plant & Depot

Group Manager Strategy, Performance & Business Systems Leah Flint

• Corporate Planning & Performance Reporting • Continuous Improvement • Strategic Grants Coordination • Information Technology & Communications • Operational Financial Services (debtors, creditors, rating, payroll) & compliance reporting • Audit & Risk Management • Information Services • Property & Spatial Services • Corporate Governance

• Development/Subdivision Engineering • Emergency Management • Traffic Management

Annual Report 2019/20

GUIDING PRINCIPLES Our Guiding Principles assist our people to embrace the customer centric behaviours that our customers value.

MAKE THINGS EASY

BE WELCOMING

BE OPEN MINDED

Do the hard work to make things intuitive for me.

Care for me as a person, not a task or a number.

Listen to me and work with me to ďŹ nd solutions.

LOOK OUT FOR ME

KEEP YOUR PROMISES

Thoughtfully anticipate what will make my days go smoother.

Follow through on your commitments to me.

EMPLOYEE PROFILE

LEADERSHIP GENDER BREAKDOWN Number of employees

Female

Male

General Manager

Group / Executive Manager

Managers

AGE PROFILE

Position

45 years is the average age profile of our workforce (excluding casuals). This will present some challenges in future as a considerable portion of the workforce will approach retirement within a similar timeframe. Workforce planning will identify critical segments of the workforce, taking into consideration the employee age profile.

PROFESSIONAL DEVELOPMENT We supported 11 Trainees; and three Apprentices who studied a Certificate in Horticulture, Mobile Plant Technology and Fabrication. 16 employees commenced or continued working towards further professional development through study. Training in other areas included Respectful Workplace (whole organisation), Guiding Principles (whole organisation) and a pilot for injury reduction training program, which will commence in full in July 2020.

figures based on Leadership Team at time of publication

WORK HEALTH AND SAFETY There were 141 incidents and injuries, increasing from 111 in 2018/19. This can be attributed to improved reporting and the implementation of an online incident reporting system. Whilst the severity of injuries saw an increase in reporting of first aid injuries, there has been a significant reduction in the number medical treatment injuries over the past five years. Incidents and Injuries Reporting Year

2016/17

133

2017/18

124

2018/19

111

2019/20

141

EMPLOYEE INFORMATION

POSITION STATUS BREAKDOWN Function

Number of staff

Full time

Part time

Temporary

Infrastructure & Works

188

180

Culture, Community & Recreation

Planning & Environment

Strategy, Performance & Business Systems

Vibrant City

Workplace Culture & Safety

General Manager

438*

360

TOTAL *NB: This figure does not include casuals.

Annual Report 2019/20

SECTION THREE

OPERATIONAL PERFORMANCE

Council worked with residents and other stakeholders to produce the ten year community strategic plan, Maitland +10. Maitland +10 identifies high level outcomes for our city, along with strategies to help meet these goals. It’s a vision for our city, a plan by our community, for our community. Council’s Delivery Program supports the delivery Maitland +10, providing clear information to the community on Council’s role in leading, partnering or facilitating the achievement of our community’s ten year goals. The Operational Plan 2019/20, the first annual plan under the Delivery Program 2018-2022 is the focus of this Annual Report. This section provides information on productivity improvements, capital works highlights and the delivery of operations in 2019/20 against the five themes of Maitland +10.

Maitland Netball Courts Annual Report 2019/20

STRATEGIC PLANNING & REPORTING Maitland City Council delivers its planning and reporting in line with legislative requirements. The Integrated Planning & Reporting framework, as legislated under the Local Government Act, guides the development of the Community Strategic Plan, Delivery Program, Operational Plan and associated Reports. The Environmental Planning & Assessment Act, guides the development of the Local Strategic Planning Statement. Our strategic planning considers State Government priorities and regional strategies and plans and how these will be implemented in the Maitland Local Government Area.

OPERATIONAL PLAN Our annual Operational Plan outlines how we will achieve the goals within the Delivery Program through a set of defined actions.

ANNUAL BUDGET, FEES AND CHARGES Each year Council reports to the community on the budget and the setting of fees and charges for the coming year.

CAPITAL WORKS PROGRAM

The development of these documents is based on extensive community engagement. They are designed to capture community vision, inspire our community and employees, focus effort and attention, anticipate obstacles, coordinate and prioritise action, and identify clear points of accountability.

Council presents a four year plan to the community detailing infrastructure construction and maintenance projects planned for the coming year, plus plans for the next three years.

Our planning and performance framework cascades into increasing levels of operational and action detail. A line of sight is established between what each staff member does within each department’s day to day work and the broader outcomes of Maitland +10, the community strategic plan, and the Local Strategic Planning Statement.

The Resourcing Strategy consists of the Long Term Financial Plan, Workforce Management Plan, Asset Management Plan, Information and Communication Technology Strategy. It ensures Council has the resources needed to achieve the objectives set out in the Delivery Program.

COMMUNITY STRATEGIC PLAN

ON THE MOVE

RESOURCING STRATEGY

Maitland +10 defines our community’s aspirations for the city for the next ten years. It was last reviewed in 2018 following extensive community consultation, and guides Council in decision making and planning processes.

On the Move outlines the progress and steps taken towards achieving the objectives of the Delivery Program. The report is published twice yearly in May and November.

LOCAL STRATEGIC PLANNING STATEMENT

The Annual Report provides a snap shot of our achievements in delivering on the five key themes of our Delivery Program and Operational Plan. It contains detailed reporting on Council’s performance in terms of its principle functions in accordance with Section 428 of the Local Government Act 1993, particularly in regards to budgetary, environmental, public works, governance, human resources and other related outcomes.

The Local Strategic Planning Statement identifies the city’s land use vision for the next twenty years, including how growth and change will be managed into the future. It was developed in 2020 and provides a 20 year planning horizon.

DELIVERY PROGRAM Our Delivery Program 2018-2022 (Revised) sets the strategic direction for Council, including performance indicators for assessing progress. The Delivery Program is based on the vision, themes and values determined by the community in Maitland+10, and articulates Council’s role and responsibilities in reaching that vision.

ANNUAL REPORT

END OF TERM REPORT The End of Term Report details the significant milestones achieved by the Council during its term of office.

STRATEGIC PLANNING & REPORTING FRAMEWORK state government priorities and regional strategies and plans COMMUNITY ENGAGEMENT Codesigning our future

LOCAL ENVIRONMENTAL PLAN end of term report

Local strategic=planning statement

Community STRATEGIC PLAN Ten year vision for the

Twenty year vision for

future of our city

land use within

DEVELOPMENT CONTROL PLAN

our city

Destination management plan

community infrastructure plan

Customer experience plan

On the move six monthly report

four year DELIVERY PROGRAM

Council’s principle services and activities that support the delivery of the Community Strategic Plan

$ RESOURCING STRATEGY Finance, assets, workforce and technology

annual OPERATIONAL PLAN Council’s budget, infrastructure and operational projects, activities and fees and charges

CONTINUAL MONITORING AND REVIEW

other council Öç = ÜÉ Éê strategies and plans

ANNUAL REPORT

Annual Report 2019/20

CONTINUOUS IMPROVEMENT We have delivered on our commitment to attain a productivity factor equivalent to $500,000 per annum. This year that amount has again been exceeded through the application of an efficiency dividend at budget loading, plus operational improvements through changes to processes, technology and equipment. This has seen us realise productivity savings of over $827,000 for 2019/20.

DIESEL FUEL SUPPLY

EFFICIENCY DIVIDEND

A transition from ISDN (Integrated Services Digital Network) to NBN (National Broadband Network) and Session Initiation Protocol (used for voice and video calls over the internet) has resulted in savings of approximately $24,800 per year. East Maitland pool was the final site to convert, a significant milestone for the three-year project. ISDN was originally the backbone to internet data in the mid 90â&#x20AC;&#x2122;s to mid 00â&#x20AC;&#x2122;s and was used by Council for data connection and phones.

As with the previous financial year, all departments were subject to an efficiency dividend, being a reduction of 1.496% in the allocation of funds to operational expenditure areas. A number of budget areas were excluded from the target due to their unique circumstances, including maintenance, domestic waste management, events, and grant funded projects. Managers were tasked with achieving planned actions and projects from within the reduced allocation. Close to $650,409 was quarantined.

GRANT FUNDING Ensuring infrastructure keeps pace with population growth and social and demographic changes is a priority for Council. Funding major infrastructure is often beyond the financial capacity of a single Council, requiring partnerships with other levels of government, the private sector, user groups and the broader community. With this in mind, we continued our focus on grant funding to deliver key public infrastructure works, successfully obtaining over $9.1 million in funding. Capital funded projects included $4.7 million for the Maitland Regional Athletics Centre, $0.6 million for the Maitland Regional Sports Complex, $1.48 million for recreational assets and $0.36 million for Walka Water Works condition assessment. Grants for operational projects provided $704,000.

PRODUCTIVITY SAVINGS CONCEPT PLANNING AND PLANS OF MANAGEMENT Inhouse development of draft Plans of Management and Concept Plans has reduced the need for external consultants to a value add process, saving around $65,000. Specific sites include Willow Drive Playground Metford Concept Plan, Benshulla Drive Park Bolwarra Heights Concept Plan, Somerset Drive Thornton Play Space Concept Plan, Chelmsford Drive Oval Metford Concept Plan.

A review of the supply of bulk diesel fuel identified an accrued saving of $42,200 per annum, through the establishment of trade accounts with bulk fuel suppliers and requests for quotes for fixed delivery dates.

TRANSITION TO NBN AND SIP SERVICES

INDOOR POOL PLANT IMPROVEMENTS Improved water and indoor air quality, pool plant efficiencies, reduction in chemical and utilities and reactivation of the eco line system saved over $18,000 per year for the Maitland Aquatics Centre.

SOLAR PANEL UPGRADE AT METFORD WORKS DEPOT An additional 56.4 kW of solar panels were installed at the Metford Works Depot in December, bringing the total capacity of that solar panel installation to 74 kW. Power bills for January and February indicated the depot imported 11,800 kWh less electricity than the same period in 2019. This represented a 45% saving in the amount of power purchased, and a cost saving of $2,500 (incl GST) over those two months. The predicted annual savings are estimated at over $11,000 (incl GST) and represent over 56,000 kWh less electrical power. The predicted annual reduction in Carbon Dioxide emissions is 19 tonnes of CO2. The installation of solar panels cost $75,790 (incl GST) and, based on predicted savings, the simple payback period is 6.5 years.

CASHLESS TRANSACTION AT MT VINCENT ROAD WASTE MANAGEMENT CENTRE Cashless transactions implemented at the Mt Vincent Road Waste Management Centre in response to the COVID-19 pandemic have resulted in an estimated annual cost saving of $10,000 per annum.

LEARN TO SWIM OCCUPANCY INCREASES

SUBDIVISION DATABASE IMPROVEMENTS

Learn to swim occupancy reached 92% in term one, improving the wage to income ratio for the learn to swim program compared to the previous period of under 80%. The result is increased Learn to Swim revenue, providing wage savings of approximately $3,000.

Improvements to Council’s subdivision database interface allowed improved data collection and access to assist in project management, saving time on manual processes and improving user experience.

REDUCTION OF PRINTING Inhouse printing was reduced with 123,127 less pages printed compared to the previous year. The savings equated to 14.77 trees, 1,564 kg of CO2 production or 97,906 of light bulb hours. The cost saving was $2,989 over the previous year.

REPLACEMENT OF STREETLIGHTS WITH LED LIGHTING Ausgrid commenced the replacement of current streetlights with LED lighting throughout the city. This in an ongoing project that will improve the quality of lighting and provide a reduction in energy consumption over time.

MOWING AND GROUNDS MAINTENANCE Ground maintenance of Council’s cemeteries, Somerset Park Thornton and Walka Water Works Oakhampton was transferred from external contract to inhouse delivery with recreation staff skilled to provide improved outcomes. The change allows greater alignment with long term maintenance strategies of other green spaces across the city.

PROCESS AND TECHNOLOGY IMPROVEMENTS NEW IRRIGATION SYSTEM FOR SOMERSET DRIVE OVAL A fully automated irrigation system with moisture sensors was installed at Somerset Drive Oval Thornton. The system, controlled by an offsite computer, improves the playing surface while moisture sensors efficiently manage water usage.

REZONING REFERRAL PROCESS A new process was implemented for those seeking rezoning requests to have the option of referring their application to an external expert for review, where internal delays are anticipated. The referral is at the cost of the proponent and project managed by Council. An external referral can save up to 3 months off a rezoning assessment.

MOBILE TABLETS IN FIELD Mobile devices were implemented to record field inspection data. The digitised process allowed for real time data capture and realised process efficiencies.

NEW TICKETING SYSTEM FOR MAITLAND GAOL A new ticketing and point of sale system were interfaced with the Maitland Gaol website, providing a seamless transition for customers to purchase event tickets and have theses sent direct to their inbox.

DEVELOPMENT RELATED PROCESSES Development related processes including planning certificates were digitised and automated, providing improved wait time over previous paper based processes. Automated daily reporting to NSW Fair Trading on building certificate data has removed the need for officers to manually report the data.

ELECTRONIC RECEIPTING An upgrade to Council’s receipting function enabled new sustainable practices through SMS and email receipts to customers. Improvements made processing receipts more efficient, reduced reliance on paper and lowered printing costs.

NEW SOFTWARE AT AQUATIC CENTRES A new system was installed at Maitland’s Aquatic Centres, which created a number of efficiencies including bookings for group fitness, learn to swim and the facility. Financial processes and reporting were also improved including membership and learn to swim accounts, invoicing and daily attendance reporting.

MAITLAND REGIONAL ART GALLERY MEMBERSHIP MANAGEMENT SYSTEM A new membership management system was implemented to make it easier for the community to join or renew Gallery membership and for the community to make donations. The system has streamlined administration processes, with the ability to sync to multiple platforms including Eventbrite which Council has engaged for events and ticketing.

Annual Report 2019/20

SERVICE ADAPTATION IN COVID-19 RESPONSE A range of Council services, facilities and programs adapted the delivery of services to provide ongoing and meaningful support to the community during COVID-19 Public Health Orders.

MAITLAND GAOL ONLINE ACTIVITIES Maitland Gaol provided a series of online activities to entertain kids during the April school holidays. The activities enabled continued engagement with the Gaol, and provided learning opportunities for parents and kids while home over the holiday break.

MAITLAND REGIONAL ART GALLERY DIGITAL INITIATIVES

MAINTENANCE WORK FAST TRACKED At the indoor pool, major plant maintenance works on water filtration equipment, critical pumps and associated systems was undertaken. Under normal conditions this process would place the Indoor Pool into shut down for several days at inconvenience to the community.

INVESTMENT INCOME Council’s budget was prepared on a very conservative basis. Due to deterioration in the investment markets investment income was lower than expected at $1.35 million below original budget.

Activities and programs were delivered online, including virtual exhibition tours, school holiday activities and the MRAG Home Delivery, a weekly email that brought artist talks, activities and inspiration to the community. The MRAG home delivery has continued post lockdown and evolved into a monthly format.

BORROWING COSTS

LIVE AT THE LEVEE

PRODUCTIVITY SAVINGS OVER 2019/20

Live at the Levee sessions were delivered through Facebook direct from the artists’ home during April and May. The live streams provided support to local artists, entertainment for people in isolation and, encouraged locals to visit The Levee for take away or Home Delivery.

SEED LIBRARY PARTNERSHIP A Seed Library established by Maitland City Library in partnership with Slow Food Hunter Valley made a range of seed varieties available for planting, harvesting and regeneration. Seeds can be selected online and are available through the Library’s Click and Collect service.

LIBRARY MAKES ACCESS EASY A Click and Collect service was introduced in April to make it easy to access the Library’s collection during the temporary closure of Library branches. Library members took advantage of the options to reserve, select and collect library items including online and in hard copy resources. The success of the program has meant it will remain available, along with a print and collect service that enables print items to be emailled and collected at any branch library.

Borrowing costs were under budget by $408,000 (20.0%). Savings were achieved through delay in current year for drawdowns and rates on new borrowings.

Initiative

Identified productivity value

Efficiency Dividend

$650,409

Concept planning

$65,000

Diesel fuel supply

$42,200

Transisition to NBN and SIP

$24,800

Indoor pool plant

$18,000

Solar panels

$11,000

Cashless transactions at the Waste Facility

$10,000

Learn to swim

$3,000

Reduced printing

$2,989

Total

$827,398

REVENUE SAVINGS OVER 2019/20 Initiative

Identified productivity value

Grant Funding

$18,056, 828

Borrowing Costs Total

$408,000 $18.464,828

Maitland Library Click and Collect Annual Report 2019/20

LOCAL ROADS

• 680 kilometres sealed • 32 kilometres regional roads • 20 kilometres unsealed roads (figures do not include State Roads)

• • • • • • • • • • •

• • • •

PUBLIC BUILDINGS 5 district buildings 4 libraries 4 childcare centres 13 community halls/centres 34 amenities buildings 23 public toilet blocks 9 grandstands 12 kiosks 2 outdoor pools 1 indoor pool 24 equipment sheds

ROADSIDE INVENTORY 323 kilometres footpaths/cycleways 958 kilometres kerb and gutter Bus stops Signage

BRIDGES 2 timber bridges 15 concrete bridges 1 steel / concrete composite bridge 43 major culverts

• • • • • •

STORMWATER DRAINAGE 415 kilometres conduits/culverts 17,484 pits and headwalls 43 flood gates 146 detention basins/ponds 159 gross pollutant traps 1 pump station

OPEN SPACE AND RECREATION

• • • • • • • • • • • • • • •

326 hectares passive open space 118 hectares recreational open space 77 playgrounds 2 pools centres 7 skate parks 46 shade structures 20 public barbeques 2 baseball facilities 246 light poles 38 netball courts 1 hockey facility 32,000 m2 park roads (~5.3 kilometres) 53,000 m2 car parking Park furniture, lights, fencing, signage Sportsground fencing, cricket wickets and practice nets Tennis courts

•

CAPITAL WORKS PROGRAM CAPITAL WORKS PROGRAM HIGHLIGHTS Council’s key mechanism for carrying out asset management goals is the four year Capital Works Program within the Delivery Program. It is developed to address the long term efficiency and effectiveness of our city’s assets and infrastructure. The capital works program does not include special and major projects such as the Maitland Regional Athletics Centre. 2019/20 Program areas Access priority program Bridges and guardrail improvement program Public buildings

program. Works are prioritised based on road safety and guardrail condition. In 2019/20 Council replaced timber bridge elements on Melville Ford Bridge, completed detailed design of the new deck, and undertook repairs to major culverts on Maitland Vale Road.

BUILDINGS The building program has been developed from condition assessments and conservation management plans for buildings. The program includes work on the physical structure, fit out, operations, health, safety and security. In 2019/20 Council completed various building upgrades including:

Car park refurbishment

• Morpeth School of Arts Morpeth

Cycleway and shared path construction

• Restoration of the Town Hall Clock Tower Maitland

Drainage construction

• New grandstand and amenities at No. 1 Sports Ground Maitland

Major road reconstruction Road rehabilitation and reseal Footpath construction and refurbishment

• Upgrades to a number of fire systems in public buildings in the city

Recreation facilities

• East Maitland Community Centre East Maitland

ACCESS PRIORITY PROGRAM The access priority program targets physical access inequities throughout the city. The program is developed from the actions recommended in the Access Priority Study and the Central Maitland Pedestrian Access Mobility Plan. In addition to upgrading bus stops and other access priority points, all new and refurbished footway and road works include accessibility improvements. In 2019/20 Council upgraded 36 bus stops to comply with disability access standards. A new footpath was constructed along Lark Street Woodberry, in addition to pram ramps to improve connectivity to the bus stop.

BRIDGES AND GUARDRAIL IMPROVEMENT PROGRAM The bridge works program is determined from an inspection and testing regime with the goal of minimising structural deterioration and improving the overall condition of the existing bridge stock. Typical activities include major repairs, rehabilitation and replacement of components such as guardrail, girders, joints and decks. In addition, Council’s bridges are gradually being upgraded or replaced when required. New and replacement guardrail works are determined based on an inspection

• New roof and guttering to Wing B Maitland Regional Art Gallery Maitland.

CAR PARK REFURBISHMENT The car park refurbishment program is designed to improve the condition of off street carparks to maximise available spaces, minimise deterioration and improve access to nearby facilities. In 2019/20 Council refurbished carparks at Number 1 Sports Ground, Maitland and Chelmsford Drive sports complex, Metford. The Central Maitland Car Parking Study was also completed.

CYCLEWAY AND SHARED PATH CONSTRUCTION This program of works is primarily based on the Maitland Bike Plan (2014). The Plan promotes a hierarchy of trunk, collector and scenic routes. In 2019/20 Council constructed a major off road shared path on Cessnock Road linking up either side of the new pedestrian bridge over Fishery Creek, Gillieston Heights. Cycleway construction was completed at Canterbury Drive, Raworth. Council also accepted shared paths and cycleways from subdivision development projects. Annual Report 2019/20

DRAINAGE CONSTRUCTION The drainage program is designed to improve drainage systems by the modification, repair and replacement of drainage infrastructure. The works are determined by catchment studies, condition assessments and customer requests. The program also improves environmental issues such as detention and water quality. The program is complemented by routine maintenance and the storm water management charge. In 2019/20 Council completed: • construction of road crossing at Aberglasslyn Road Rutherford to provide a 1:20 year flood free road • drainage augmentation at Morpeth Road Raworth • drainage augmentation at Richards Road Rutherford.

MAJOR ROAD RECONSTRUCTION

ROAD REHABILITATION AND RESEAL Council’s Pavement Management System is the primary analysis tool for determining reseal and rehabilitation projects. The reseal and rehabilitation program is important in prolonging the life and level of service of the entire road network, by preventing or reducing natural deterioration. In 2019/20 Council resealed or rehabilitated approximately 25 kilometres of road pavement across the city.

FOOTPATH CONSTRUCTION AND REFURBISHMENT Council’s approach to footpath provision is based on risk management and level of service principles. There is a broad range of remediation techniques ranging from new construction, refurbishment to minor adjustments.

This program replaces roads where levels of service are low or the asset has reached the end of its life cycle. The allocation includes:

In 2019/20 Council constructed new footpaths at:

• Roads to Recovery (R2R) - projects are typically roads of significance and/or of high use

• Lindesay Street East Maitland

• Kookaburra Parade Woodberry

• South Seas Drive Ashtonfield

• Urban Local Roads (ULR) - projects are typically collector and distributor type roads

• Galway Bay Drive Ashtonfield.

• New Works Urban - other road categories requiring reconstruction and/or kerb

Council also accepted approximately 10 kilometres of footpaths from subdivision development projects.

• Rural Reconstruction - focus on the rural road network

Council rehabilitated footpath segments at:

• Regional Repair Program - funding aimed at the Regional Road network. In 2019/20 Council completed major road reconstructions on: • Brunswick Street East Maitland • Eurimbla Street Thornton • Luskintyre Road Luskintyre • Morpeth Road East Maitland • Page Street East Maitland.

• Lawes Street East Maitland • High Street East Maitland • Church Street Maitland • Belmore Road Lorn • Hunter Street Maitland • Robert Street Morpeth.

RECREATION FACILITIES Recreation capital works include major repairs, rehabilitation or replacement of recreation facilities and supporting infrastructure. Project areas include playground equipment, fencing, floodlights, amenities and playing surfaces. In 2019/20 Council completed a number of projects including: • shade provision maintenance across the Maitland area • skate park and multipurpose court at Lawes Street Reserve East Maitland • multipurpose courts at Norm Chapman Oval Rutherford and Redwood Drive Gillieston Heights • fencing construction at A&D Lawrence Oval Thornton, Ernie Jurd Oval Largs, Morpeth Training Oval and Baker’s Brickyard Playground Dog Park, Raworth • floodlighting using new LED technology at Maitland Park Netball Courts and the Tenambit BMX Park • car park, shade, amenities, barbeque and seating provision at Baker’s Brickyard Playground Raworth • playground resurfacing at Spotted Gum Park Aberglasslyn.

Road rehabilitation inspection Annual Report 2019/20

PROUD PEOPLE, GREAT LIFESTYLE Our community is proud of Maitland, its heritage and its future. We celebrate our diverse mix of cultures and work together to build community connections. We enjoy our many sporting and cultural services and facilities and come together to celebrate local events, festivals and recreation activities. As a growing city, we are supported through convenient local access to health, education and shopping services.

SUMMARY OF 2019/20 ACTIONS

64 Complete Bakers Brickyard Playground

22 In progress

1 deferred

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT TO RETAIN OUR SENSE OF PLACE AND PRIDE IN OUR CITY WHILST WELCOMING DIVERSITY AND CHANGE WE DELIVERED A series of place activations, designed to create a sense of place, encourage social connections, improve safety and bring life to the streets. Street Eats introduced lighting and music to new sites, including Chisholm and Rutherford. Walls That Talk displayed images on the front wall of Maitland Library, featuring ‘Moon Phases’ to coincide with the 50th anniversary of the first moon landing and ‘#petsofmaitland’ in recognition of pets who comforted residents during COVID-19. The third edition of lifestyle magazine Meander was launched, drawing on residents to provide a fresh and personalised insight into Maitland and a unique look at things to see and do in our city. Meander is distributed to more than 38,000 residences. The Maitland Resident Guide was refreshed to provide up to date information to new and existing residents. Council’s Aboriginal Reference Group provided information, guidance and strategic advice, including opportunities to develop a Reconciliation Action Plan working group. A grant from the NSW Government will enable a Maitland Aboriginal and Rural Heritage Study in 2020/21 to identify local places of cultural significance. Council’s Access and Inclusion Reference Group developed an inclusive resource for distribution to schools and conducted a review of the Maitland Including You tent, used at community events to provide a quiet, safe place for people who need respite from the noise and crowds of large events. Five people were inducted into the Maitland Hall of Fame, which celebrates outstanding achievement and contribution from individuals who made a difference in diverse fields and areas of endeavour. Inductees were flood historian Peter Bogan, playwright Nicholas Enright AM, sports broadcaster Gary Harley, cricketer Colin Johnston and athlete Melinda Thompson. Implementation of the Central Maitland Interpretation Plan continued to bring the heritage of Central Maitland to life through walks,

installations and web based media. Public artworks related to the Poverty and Prosperity theme of the evolution of Central Maitland have been developed and will be installed over the next year. Community facilities were closed in response to COVID-19 from March to June, however community groups were supported to forward plan activities that would ensure an efficient return to programming once facilities reopened. During the closures the Maitland Netball Association improved their PA system, and the Rutherford Community Centre Advisory Board installed a new intercom system. A communication strategy was developed and deployed in partnership with community service providers to assist with community enquiries during the pandemic lockdown. A community notice board on Council’s website provided the latest information on available community services, with providers able to add a notice to share with the Maitland community. The Visitor Information Centre continued to welcome visitors to our city. The impact of drought, bushfires and COVID-19 hampered tourism, with 9,836 visitors to the centre over the year. An interactive and functional website was implemented to enhance visitor experience. A regular annual program of maintenance works saw public streetscape improvements, plus street tree planting at Steamfest Park, Abbot Street, Bakers Brickyard, Lawes Street Skate Park and Swallow Avenue Woodberry. The Maitland Administration Centre project received development approval. The project, anticipated for completion in 2022, will incorporate the Town Hall and Town Hall Cafe. The Brand Maitland Signage program continued with 155 signs installed across 49 suburbs. The signage is designed to welcome visitors to our city, provide pride of place for our residents and act as identifiers for local suburbs. The next phase will see an additional 14 gateway signs installed at locations on the highway and other entry points across the city. Regular reviews of lighting enhanced community safety through a planned street light upgrade at Denton Park Drive, Rutherford. Graffiti hotspots were regularly inspected, with a partnership with local Rotary Clubs enabling targeted site clean ups.

Annual Report 2019/20

OUR COMMUNITY WANT COMMUNITY, RECREATION AND LEISURE SERVICES AND FACILITIES THAT MEET THE NEEDS OF OUR GROWING AND ACTIVE COMMUNITY WE DELIVERED CONSTRUCTION AND MAINTENANCE WORKS Works progressed at the $10.5 million Maitland Regional Athletics Centre, jointly funded by Council and Restart NSW Hunter Infrastructure and Investment Fund. The centre includes a 400 metre synthetic track and associated field facilities, an amenity building, spectator seating and car parking. Works are expected to be completed in the first half of 2020/21. At the adjacent Maitland Regional Sports Complex, an $8.5 million project joint funded by Council and the NSW Office of Sport, work commenced on the delivery of stage 3 of site development. This includes expansion and upgrade works to extend the field to support multiple sporting codes, new lighting to cater for professional sport, an LED scoreboard, additional spectator seating and amenities, onsite carparking, exercise circuit and station, playground and water harvesting and storage plant. Works completed this year include construction of the northern carpark, upgrade of irrigation and installation of solar carpark and path lighting. Seventeen netball courts at Maitland Park were upgraded, funded by the State Government’s Stronger Country Communities Fund and a $435,000 contribution from the Maitland Netball Association. Works included site excavation, drainage, court base rebuilding and resurfacing, bringing the 35 year old courts up to current standards. Two croquet courts received additional lighting through a grant received from the State Government’s Stronger Country Communities Fund. Works included new poles and floodlights and the upgrade of existing floodlights. Bakers Brickyard Playground in Raworth was upgraded through the construction of toilets, car parking, barbecue facilities, pathways and a fenced playground with shade. Adjacent to the playground, a fenced off leash dog exercise area was constructed, providing the city’s first secure off leash dog exercise area.

Youth facilities were provided through half-court basketball courts at Victor Warby Reserve Gillieston Heights; a new playground, plus fitness equipment, shelter and picnic tables at Norm Chapman Oval Rutherford; and playground replacements at O’Hearn Street Tenambit and Butterfield Close Ashtonfield. Sporting facilities were upgraded including new irrigation at Coronation Oval Telarah, Metford Oval (Schank Drive) and Somerset Park Thornton; and floodlighting upgrades at the BMX track Tenambit, Maitland Netball courts and Tenambit Oval Training Field. Upgrades at Beryl Humble Oval Tenambit, Bolwarra Oval and Metford Recreation Reserve are underway. Stage A of the Queens Wharf Morpeth Masterplan was progressed through commenced construction of a wharf extension and car and trailer parking area, with the project partially funded under the NSW Boating Now program. Cemeteries at East Maitland received new fencing, and rehabilitation work continued at the historic Glebe and Jewish Cemeteries. Plot and niche reservations and burial preparation services were also provided by Council. At Maitland Rally Ground, located at the corner of Church and Railway Streets Maitland, works commenced on reshaping of the ground to assist with surface drainage which will increase usable space at the site. All libraries received new book chutes and shelving and works progressed on the resurfacing of the concrete ramp at Maitland Library. Heritage restoration works were progressed at the historic Morpeth School of Arts building to prevent water ingress and address rising damp.

PLANNING Recreation concept planning, to identify future opportunities, was undertaken for play spaces at Somerset Drive Park Thornton, Benshulla Drive Park Bolwarra Heights, Willow Drive Playground Metford; Weblands Street Reserve Aberglasslyn, Coronation Oval Telarah, Max McMahon Oval Rutherford; sports complexes at Lochinvar, Bolwarra, Tenambit; sportsgrounds at Metford Recreation Reserve, Cooks Square Park East Maitland; and possible sites for an eastern district multipurpose centre.

New Year’s Eve celebrations

The need for a district sportsground in Maitland’s west was identified to support current sport and recreation needs. Given a limited number of available sites, investigations progressed at Weblands Street Reserve Aberglasslyn to understand the site’s feasibility for future development.

Annual Report 2019/20

A site management plan is under development for enhanced use of Maitland Rally Ground, located at the corner of Church and Railway Streets Maitland.

PROGRAMS Maitland Regional Art Gallery celebrated the 10th anniversary of its redevelopment. The gallery closed in 2008 for significant renovations, reopening in August 2009. Festivities included eight new exhibitions and two installations on the Gallery’s exterior. Exhibitions included Stories from Wonnarua Country, Del Kathryn Barton’s Nightingale and the Rose, Suzanne Archer’s Time Traveller and Penelope Seidler’s gift to Maitland, Time Unfolding. As part of the gallery’s extensive program, five new exhibitions were launched in November, showcasing a range of Australian artists and headlined by the important ‘Legacy’ exhibition, a celebration of Eddie Mabo, the man behind the game changing Native Title legislation. Exhibitions included multi-disciplinary works by well known Newcastle artists, John Turier and Nicola Hensel, illustrations by local comic creator, Dale Forward and detailed illustrations of snakes by Teresa Purnell. While facilities were closed from March to June, activities and programs were provided through digital initiatives, the most popular being the Maitland Regional Art Gallery (MRAG) Home Delivery, a weekly email that provided artist talks, activities and inspiration. Library branches at Maitland, East Maitland, Rutherford and Thornton delivered lifelong learning activities and programs. Over 7,500 children participated in reading and storytelling programs, over 300 sessions were provided to adults learning to read and over 4,500 adults were assisted with digital literacy and new technologies. A hybrid model of service delivery, provided during facility closures, enabled flexible onsite and online programming and the implementation of a click and collect borrowing service. The Maitland Seed Library was established in partnership with Slow Food Hunter Valley, with over 400 members sharing seed stocks. The long running and well respected Write Now! writing competition expanded to teens with new opportunities available to emerging writers aged 13-16 years, plus an additional Maitland +10 category for young people aged 12-24 years. The competition attracted 178 entries. The Write Now! Children’s Literary Award recognised excellence in writing by infants and primary aged children. Over 100 entries were received, with award winners Addison Swannack, Lila Brown and Josiah Gadsby celebrating at a special awards ceremony at East Maitland Library.

Maitland Aquatics launched the summer season with a family day that provided free entry to East Maitland Aquatic Centre and family friendly activities including volleyball, inflatable fun, face painting and a lifeguard dunk tank. A brand-new Dive-In Cinema program showcased three different movies and provided swim time, a silent disco, food trucks and lawn games. Tenambit locals participated in a community workshop with local artist Nina Katzmarski, painting murals designed by local children and pupils at Tenambit Public School on the O’Hearn Street Park bus shelter. The workshop is part of a project that engaged the community in park improvements and painting of 52 metal fence poles. The Community Grants program provided $53,592.75 to 20 projects to deliver community development, cultural/local studies, leisure/ recreation, and environment/sustainability outcomes. $12,635.00 supported Anzac Day and Remembrance Day projects under the Commemorative and Recognised Days Program; and $21,525.00 enabled 40 recipients to represent sport at national or international level and one to represent artistic endeavors at national level under the Sport and Art High Achievers Program. Refer to page 85 for further details. NAIDOC week was celebrated through the theme ‘Voice. Treaty. Truth. Let’s work together for a shared future’. The Mindaribba Local Aboriginal Land Council led four key celebrations, and over 100 locals from all cultural backgrounds participated in the Celebration of Existence March along High Street, from Maitland Courthouse to the Town Hall. Other activities included the Coquun Cup Youth Touch Football Day, WaNay Children’s disco at Mindaribba and a family fun day at Maitland Park, all supported by Council with funding through the Community Grants Program. The Seniors Festival held in February was themed ‘Love to Celebrate’. Over 60 unique events and activities were offered, including a free concert featuring Lonnie Lee and the Leemen at Maitland Town Hall, meditation, aqua fitness, bowls, croquet, technology lessons, art classes and more. During the festival a Valentine’s Day Love Seat provided an opportunity for couples, families and friends to celebrate with a free professional photo. Although local ANZAC Day services were unable to proceed this year, the day was commemorated through the painting of four giant poppies in key locations throughout the city including Ministers Park, located on the New England Highway adjacent to the Maitland Visitor Information Centre. 2020’s ‘All About Women Festival’ was live streamed from the Sydney Opera House to the Maitland Town Hall in March. The festival included

local sessions with Gina Rippon, author of ‘The Gendered Brain’, astrophysicist Jo Dunkley with ‘The Forgotten Women of Astronomy’ and journalist Jill Stark on our relationship with alcohol in discussion with Yumi Stynes and Shanna Whan. The local event was facilitated by University of Newcastle Lecturer, Associate Professor Trisha Pender.

OUR COMMUNITY WANT TO CELEBRATE A RANGE OF COMMUNITY AND ICONIC EVENTS TOGETHER WE DELIVERED The annual Aroma Coffee and Chocolate Festival held in August, attracted over 11,000 people and featured 80 stalls including chocolatiers, baristas and some of the region’s winemakers. Highlights included previous MasterChef contestants Reece Hignell and Steph De Sousa who hosted a ‘Flavour Stage’, interactive coffee art, cork coaster making, a pop-up library and more. During Aroma, The Levee was a hive of activity and featured vintage cars ranging from Mustangs to MGs. A Landscape of Music, part of the Newcastle Music Festival, was held in August at the Maitland Regional Art Gallery where jazz vocalist and bassist Heather Price with pianist Terence Koo, provided one of 33 events held across the region. The artists delivered their performance surrounded by the colourful landscapes of artist Cutler Footway. Over 8,000 people attended the 8th Riverlights Multicultural Festival in October, presented by Greater Bank in October. More than 25 cultures were represented as The Levee was transformed into a giant cultural village through interactive stalls, dance, food, music and arts. The Levee hosted three Foreign Film nights in November, during the spring theme of ‘Going Global’. Films included The Insult, a high stakes Lebanese drama, Let the Sun Shine In, a French romance set in the city of love, and Bollywood flick 102 Not Out, a heart-warming comedy about growing old.

For the third straight year, Maitland hosted a National Rugby League Trial Match at Maitland No. 1 Sportsground in February, this time between the Newcastle Knights and St George Illawarra Dragons. The gates opened at 1.00 pm, with three games, including matches between the under 20s, reserve grade and first grade teams. The Newcastle Knights and St George Illawarra Dragons battled it out in front of a crowd of 8,135. Maitland Taste, planned for March, was cancelled in the interest of public safety following information from the Australian Government around COVID-19. The following month the Burton Automotive Hunter Valley Steamfest was also cancelled. However, the event was delivered via a virtual live event, streamed via Facebook and the event website, that reached over 150,000 people.

OUR CHALLENGES 2019/20 held significant challenges for the delivery of services, not the least of which was the impact of the COVID-19 pandemic. Community facilities closed for around three months, some programs and activities shifted to digital platforms and community service providers were supported to reach vulnerable members of the community. As a result of COVID-19 impacts, some projects and programs that were scheduled for delivery didn’t happen. For the most part, these were deferred to the 2020/21 operational program.

FUTURE PLANS The Maitland Regional Athletics Centre is scheduled for delivery by the end of 2020, and work will progress on the delivery of Stage 3 of the Maitland Regional Sports Complex. Grant funding will see work commence on a Woodberry Youth Space, including a Skate Park, along with Youth Activation projects. In 2020/21 we plan to re-establish our events and activities program and see a return to community events, festivals and place activation projects.

The 12th Bitter & Twisted Boutique Beer Festival in November celebrated craft beer, Australian music and good food within the walls of the historic Maitland Gaol. Around 3,500 people attended with highlights including over 100 craft beers on tap, meet the brewer sessions, and home brew masterclasses, Drag Queen Bingo and a music program headlined by Boo Seeka and Custard was also held.

Annual Report 2019/20

OUR BUILT SPACE We utilise a variety of transportation options: walking, cycling, public transport, and have access to local and regional road networks. Our city provides a blend of housing including heritage buildings, inner city apartments and suburban homes, which are interwoven amongst the agricultural floodplains that make our city unique. We support our growing community through land development that considers urban needs, the local environment and accessibility to our villages and town centres.

SUMMARY OF 2019/20 ACTIONS

32 Complete Exercise circuit

8 In progress

5 Deferred

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT INFRASTRUCTURE THAT IS WELL PLANNED, INTEGRATED AND TIMELY, MEETING COMMUNITY NEEDS NOW AND INTO THE FUTURE WE DELIVERED The continued management of over $1.11 billion in community assets. A review of community assets is undertaken annually. The review is delivered on a rolling basis against defined asset categories to inform future programming of infrastructure construction and maintenance. In 2019/20 the review focused on buildings and roads, plus the Pedestrian Access and Mobility Plan (PAMP). The PAMP integrates accessibility needs with the management of foot and cycle pathways. Data collected during the reviews assists in the prioritisation of future ten year works programming. The Local Strategic Planning Statement (LSPS) was developed to provide a 20 year vision of land use within Maitland and explain how population growth will be managed while respecting the existing character of suburbs and community values. Content was based on extensive community engagement, that resulted in around 1,200 feedback comments. The LSPS lists 18 local planning priorities, including affordable housing, place based planning, heritage protection, social connection, local economy, natural environment and rural lands, sustainability and active and public transport. Delivery of activities against these priorities will commence in 2020/21 with the development of a city wide infrastructure plan and the preparation of a Local Housing Strategy. We advocated to public transport providers, Hunter Water and Transport for NSW to plan and coordinate future infrastructure and service delivery. We actively participated in investigations, reviews and studies of the road network, including liaison on planning for the New England Highway corridor. Liaison also continued around the development of the new Maitland Hospital and public utility infrastructure to support the East Maitland Catalyst Precinct (as identified in the Greater Newcastle Metropolitan Plan). An annual program of bus stop upgrades was delivered in line with the Disability Discrimination Act. Works included upgrades to existing shelters where required.

New public toilets were constructed in the Council carpark off George Street East Maitland. The toilets provided a significant upgrade to the previous facilities and were delivered at a cost of $110,000.

OUR COMMUNITY WANT ALL RESIDENTS ABLE TO MOVE AROUND THE CITY IN SAFETY AND WITH EASE â&#x20AC;&#x201C; ON FOOT, BICYCLE, CAR, BUS OR TRAIN WE DELIVERED $75.6 million was invested into the construction and maintenance of roads, bridges, drainage, open space, recreation, pathways, buildings and roadside inventory (e.g. signs, bus stops, kerb and gutter). This included dedications of infrastructure worth $38.4 million from developers, such as parks and open space. $3.4 million of works on Abbot Street Maitland encompassed a 400-metre reconstruction from High Street to Rose Street. The project reconstructed intersections at High Street, Ward Street and Rose Street, realigned and widened Abbot Street, upgraded drainage and lowered a section of road to improve sight distances. The new road provided on street parking, a cycleway and shared pedestrian footpath. Recycled materials, including a crushed glass product, were used as a bedding for pipelines and the pavement base. The $2.45 million Cessnock Road Shared Pathway was completed consisting of 2,240 metres of off road shared path from James Leslie Drive to the pedestrian overpass at the New England Highway near Walker Street, a footbridge and bike racks. Over $1.5 million in major road works were delivered on Melbourne Street East Maitland, including a full pavement reconstruction from New England Highway through to Brisbane Street, and significant drainage improvements. A major reconstruction on Allandale Road Allandale provided significant road shoulder widening, embankment works and a complete reconstruction of the road pavement. The works, worth approximately $1 million, span around 500 metres of road.

Annual Report 2019/20

Other major road works included Paterson Road at Lorn and Bolwarra, McFarlanes Road Chisholm, Maitland Vale Road Hillsborough and Duckenfield Road Woodberry. Works commenced at Haussman Drive, Railway Avenue and Glenroy Street Thornton. The works will be delivered over three stages, with Stage 1 including the relocation of power poles and other utility services, upgrade to a signalised intersection at Railway Avenue and Glenroy Street, intersection improvements at Government Road and Glenroy Street/Haussman Drive, reconstruction and widening of road pavement in both Glenroy Street and Railway Avenue, drainage construction on Haussman Drive, Glenroy Street and Railway Avenue and drainage and pavement improvements of north and south laneways of Glenroy Street. Over $875,000 in footpath works delivered construction works on Weblands Street Aberglasslyn, and a new footpath from Budgeree Drive (South) to the Budgeree Drive (North) Aberglasslyn. Other works included High Street East Maitland, Belmore Road Lorn, Hunter Street Maitland, Robert Street Morpeth and Lark Street Woodberry. $360,000 in construction works were completed on the Shamrock Hill Oval carpark in Murphy Circuit Ashtonfield. Works included drainage, the reconstruction of two carparks and asphalt overlay around a third of the perimeter, creating 78 spaces in total. A review of traffic calming measures, designed to slow traffic down, included the installation of a High Pedestrian Activity Area around Rutherford Shopping Centre. Road safety programs were delivered in a partnership agreement with Transport for NSW, who partially fund the provision of a road safety officer. Programs included speed, fatigue, drink drive, pedestrian safety and young drivers.

WE DELIVERED The Maitland Town Hall clocktower, constructed in 1890, was restored, including the clock faces which were installed in 1936. Works included repairs to floors, cupola, drainage, balustrade, brick and stonework and clock face restoration, at a cost of approximately $660,000. The revitalisation of the Maitland Town Hall is delivered under a conservation management plan, aimed at maximising the benefits of the site and its usage by the community. Extensive community consultation on the future of the Maitland Gaol site enabled the preparation of Development and Site Master Plans. The Gaol is one of NSWâ&#x20AC;&#x2122;s premier heritage listed sites, attracting visitors from all over Australia, and is recognised as being of significant heritage and cultural value to the city and the region. The Plans provide a comprehensive guide for the future development and management of the site. A condition assessment commenced at Walka Water Works, which features picnic and recreation areas, walking trails and a 19th century pumphouse. The assessment, partially funded through the Crown Reserves Improvement Fund, will identify what is required to preserve the siteâ&#x20AC;&#x2122;s heritage. Assessment works to date include dam surveys, sourcing of original design plans and engagement of a public works advisory service to assess the pump house and annexes. A comprehensive review of Engineering Standards commenced to support compliant and well planned development. Duty planner services continued throughout the year to provide advice on the development application process.

OUR COMMUNITY WANT

A continued focus on pathway networks saw investigations commence into a shared pathway route option from Belmore Bridge to Walka Water Works, with route and cost options to be identified.

DIVERSE AND AFFORDABLE HOUSING OPTIONS AVAILABLE FOR RESIDENTS THROUGHOUT ALL LIFE STAGES

OUR COMMUNITY WANT

WE DELIVERED

OUR UNIQUE BUILT HERITAGE MAINTAINED AND ENHANCED, COUPLED WITH SUSTAINABLE NEW DEVELOPMENTS TO MEET THE NEEDS OF OUR GROWING COMMUNITY

The development of our Local Strategic Planning Statement (LSPS) identified a priority to plan for diverse and affordable housing to meet the needs of our growing and changing community. Actions from the LSPS include the preparation of a Local Housing Strategy, scheduled for 2020/21. In the meantime, we continued to liaise with affordable housing providers to identify opportunities for development. Development activities included the approval of 1,160 development applications, and 465 construction certificates. The total value of all

applications processed was over $580 million. The majority of development applications were for residential development: 521 houses/secondary dwellings, 94 dual occupancies and a further 9 multi dwelling housing development. Council approved 18 developments that were worth over $5 million in value. Highlights included development applications for: •

Waste Transfer Facility at Mount Vincent $14 million

•

Maitland Administration Centre at Maitland $42 million

•

New commercial centre at Chisholm $29 million

•

New commercial centre at Gillieston Heights $6.8 million

•

Works at Ashtonfield Public School $13 million

•

Aged care facility at Morpeth $31 million

•

Motel at Thornton $8 million

•

Medium density housing development at Thornton $10.5 million.

OUR CHALLENGES The introduction of Level 1 water restrictions in September resulted in changes to water usage. To ensure the continued safety of our community spaces, a Water Efficiency Management Plan was developed in conjunction with Hunter Water, that continued to make use of water from Council bores for construction works and park maintenance, as well as altering processes across the organisation to save water. Parks and sporting fields with existing sub surface automatic irrigation systems were watered in accordance with our Water Efficiency Management Plans, and we worked with user groups to ensure restrictions were adhered to on sporting grounds. At the Maitland Aquatic Centre, we reduced the operating hours of the Splashpad to 10.00 am to 5.00 pm on weekends and school holidays.

FUTURE PLANS In 2020/21 we will review the Thornton infrastructure needs and develop a prioritised program of works to support the area’s urban growth and reduce traffic congestion; advocate on infrastructure needs, including the upgrade of the Thornton Bridge over the rail corridor; continue the condition assessment of Walka Water Works; and implement the conservation management plan for the Maitland Town Hall; and develop strategies that support the delivery of the Local Strategic Planning Statement.

Management of restoration of the Maitland Town Hall Clock Tower Annual Report 2019/20

OUR NATURAL ENVIRONMENT We recognise that the Hunter River and floodplain make our City unique, and work together to manage the impacts of growth on our natural landscape. We connect with our natural environment for recreation and education, and value our local amenity and areas of biodiversity. We are aware of the impact of our personal choices on our environment, and take steps to prevent negative impacts, including waste reduction and energy use.

SUMMARY OF 2019/20 ACTIONS

31 Complete Slow Food Market

2 In progress

2 Deferred

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT THE POTENTIAL IMPACTS OF OUR GROWING COMMUNITY ON THE ENVIRONMENT AND OUR NATURAL RESOURCES ACTIVELY MANAGED WE DELIVERED A successful application for an environmental trust fund of $100,000 per year over three years will enable the weeding of three Lower Hunter Spotted Gum Ironbark sites at Ashtonfield, Greenhills and land adjacent to Mt Vincent Waste Management Centre. The grant will address degradation of sites which are impacted by weed encroachment, human intervention such as track creation and tree dieback. Community education on protection of these sites was delivered through an engagement project to establish a baseline of knowledge on the importance of native vegetation. In 2020/21 weeding works and planting will continue, the project concludes in October 2021. The delivery of the biosecurity weed control strategy was enhanced through a specialised drone commissioned to spray weeds at the Bolwarra riverbank. The drone can replace conventional spraying for weed control in suitable areas. It increases public safety through programmable buffer zones, decreases potential for spray drift and reduces the risk of herbicide exposure to spray operators. Drone spraying will be used in areas unreachable on foot or by vehicle, or those that present a greater risk if sprayed by conventional method. A three year weeding and revegetation project at Walka Water Works was completed in 2019, funded through a grant from the NSW Environmental Trust. The grant enabled the removal of weed infestations and assisted in preventing further weed incursion through revegetation. Works resulted in a dramatic improvement at the site, with areas previously engulfed with lantana now revegetated. The project included activities such as seedling give aways, community planting events and the placement of signage for educational purposes. A review of the Tenambit Wetlands site, located behind Beryl Humble Oval at Tenambit, confirmed that past site revegetation was successful in rehabilitating the habitat area. Development of a new waste transfer facility at Councilâ&#x20AC;&#x2122;s Mount Vincent landfill site was progressed,

with a review of final design. The project is expected to be complete in 2022. A bulky waste collection trial was initiated to cater for residents that, for a variety of reasons, were unable to use their annual household waste voucher. Waste management service provider Remondis was able to collect the tip voucher, along with an agreed fee, to remove bulk waste to the waste management facility. Results of the trial will be assessed in 2020/21. Garden organics collection has enabled material collection and processing by Australian Native Landscapes (ANL) into a high-quality compost/soil conditioner used by farmers and home gardeners. Three compost giveaways were held, and compost was used in a landscape project at the corner of Ken Tubman Drive and Bulwer Street. The Market Garden project continued, an 18 month program commenced in 2019 to supply two community nominated local farms with compost and technical advice. The project provides natural improvement in soil health that promotes increased plant growth, enhances crop yields, retains soil moisture and reduces the need for fertilizer across a range of crop types. The annual stormwater drainage maintenance program completed works in large suburb lots in Bolwarra, Thornton and East Maitland areas, aided by the dry weather period which provided improved access to difficult drainage areas. Works included the ongoing maintenance and cleaning of gross pollutant traps, used to stop rubbish entering the stormwater system. The extension of the Aberglasslyn Road culvert was supported by a drainage study for the Rutherford catchment.

OUR COMMUNITY WANT OUR LOCAL RIVERS AND FLOODPLAINS ENHANCED, UTILISED AND VALUED WE DELIVERED The Lochinvar Flood Study provided the first stage in the floodplain management process and establishment of a basis for subsequent floodplain management activities. The study provided a comprehensive technical investigation of flood behaviour for the Lochinvar Creek local catchment and will assist flood related planning decisions for future and existing development.

Annual Report 2019/20

Maitland residential property owners received 2,140 seedlings through free native seedling giveaways that encourage native plantings and increased habitat for local fauna. Advocacy to Local Land Services and NSW Planning Industry and Environment covered topics including revegetation, river planning, flood management and coastal management. Monthly water sampling continued to assess the health of the city’s waterways and bodies, with algae levels assessed and reported in the event of an alert level.

OUR COMMUNITY WANT LOCAL PEOPLE AWARE OF THEIR PERSONAL IMPACTS ON THE ENVIRONMENT AND STEPS TAKEN TO PREVENT OR MINIMISE NEGATIVE IMPACTS AND PROMOTE POSITIVE ACTION WE DELIVERED A new quarterly Green Communities Newsletter provided useful information on what residents can place in their garden organics bin and how to prepare heaters for winter. The Maitland Green Communities education program encouraged interest in the environment and improved environmental practices at home. The program provided education through talks and demonstrations in local neighbourhoods. It covered backyard vegetable gardens, waste management, stormwater management, energy and water use, green cleaning, food waste and planting native vegetation. Local community groups, school groups and groups of neighbours can register to bring the program to their local area. Workshops run for around an hour and participants can choose to attend workshops based on environmental interests. Clean Up Australia Day in March involved 23 local community groups and nine schools, who cleaned up several sites in East Maitland, Lorn, Metford, Rutherford, Rathluba, Aberglasslyn, Maitland, Woodberry, Morpeth and Thornton. Schools participated in Clean Up activities around their grounds in February 2020, including Millers Forest Public School, Maitland Public School, Thornton Public School, Nillo Infants School, Largs Public School, St Mary’s, East Maitland Public School, Woodberry Public School and Rutherford Technology High School.

In 2019/20: • 5,632 tonne of recyclables were collected at the kerbside for processing • 8,095 tonne of garden organics were collected at the kerbside for processing • 22,923 tonne went to landfill • Diversion rate was 37%. • 3,533 mattresses were collected for recycling • 1,080 fridges and airconditioners were degassed before being recycled The following were collected for recycling at the Mt Vincent Road Waste Management Centre: • 15 tonne of tyres • 1,165 tonne of mixed scrap metal • 35 tonne of lead acid batteries • 84 tonne of ewaste • 26 tonne of used engine oil • 146 tonne of cardboard • 36 tonne of paint • 1,993 tonne of timber and vegetation

Recycling events included Chemical Cleanout for the disposal of chemicals, gas bottles or fluorescent lights for free. The Maitland Mattress Muster was cancelled due to the COVID-19 pandemic. BirdLife Australia held the Aussie Backyard Bird Count during National Bird Week in October. Residents spent time outdoors counting birds where 320 observers recorded 175 different bird species. The most common were Rainbow Lorikeet, Noisy Miner, Australian Magpie and the Common Myna. 56.4 kW of solar panels were installed at Council’s Metford Works Depot, bringing the total capacity of the depot’s solar panel installation to 74 kW. Power bills for January and February indicated that the depot imported 11,800 kWh less electricity than the same period in 2019, a 45% saving in power purchased. Biodiversity Month was celebrated through a community tree planting event at Tenambit Wetlands, behind Beryl Humble Oval. Around 50 community members planted 400 seedlings. Native vegetation at Tenambit Wetlands includes an Endangered Ecological Community called the Lower Hunter Spotted Gum Ironbark Forest. A grant from the NSW Environmental Trust will help to protect the Lower Hunter Spotted Gum Ironbark Forest through weeding at several sites, and community educational events, such as the planting event. The school’s environment program saw 19 schools receive items such as garden materials, playground recycling bins and battery recycling boxes. 15 schools participated in schools tree day and received 525 seedlings.

OUR CHALLENGES Restrictions associated with COVID-19 prevented the delivery of regular community recycling opportunities, which will need to be rescheduled once it is considered safe to do so.

FUTURE PLANS In 2020/21 we will continue the construction of a waste transfer station and recycling centre, review the bulky waste collection trial, and map environmental corridors.

Native seedling giveaway Annual Report 2019/20

A PROSPEROUS AND VIBRANT CITY Our economy is thriving. We embrace an innovative and diversified mix of businesses and have access to local jobs, shopping and produce. Maitland is well known as a great place to live, work, visit and invest. Central Maitland is the vibrant heart of our city.

SUMMARY OF 2019/20 ACTIONS

21 Complete

8 In progress

Bitter & Twisted Boutique Beer Festival

2 Deferred

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT

WE DELIVERED

A UNIQUE SENSE OF IDENTIFY AND PLACE IS FOUND WITHIN OUR VILLAGES, SUBURBS, TOWNS AND CITY CENTRE

The monthly Slow Food Earth Markets continued to draw crowds at The Levee. While markets were cancelled in January due to the heat and again in April following COVID-19 restrictions, they resumed in May with great local support. Market organisers received positive feedback about the spread of stallholders throughout the precinct.

WE DELIVERED Engagement continued with the Department of Planning and Environment and other State agencies on planning the East Maitland Catalyst Area, as identified in the Greater Newcastle Metropolitan Plan (GNMP). The East Maitland Catalyst Areaâ&#x20AC;&#x2122;s role in the GNMP is as an emerging health precinct around the new Maitland Hospital and Greenhills shopping centre, and as providing a range of complementary health services and housing types in surrounding areas. A jobs growth of over 2,400 is projected for this area. Geographical zones within the catalyst area are defined as the new Maitland Hospital Precinct, Greenhills Precinct, Metford Business Development Precinct and Metford Residential Precinct. A masterplan for the area will be developed. The impact on road networks resulting from the development of the new Maitland Hospital and other significant development within the East Maitland Catalyst Area continued to be monitored. Regular meetings were held with Department of Health and project managers for the hospital project, with discussions held on infrastructure upgrade options. Streetscape maintenance works continued throughout the city, with footpath maintenance works undertaken within the Morpeth shopping area. Public transport options identified to improve access to activity and employment centres are investigated and advocated to relevant service providers.

OUR COMMUNITY WANT OUR GROWING ECONOMY IS EVOLVING TO BECOME MORE INNOVATIVE AND DIVERSIFIED TO SUPPORT JOB GROWTH AND ECONOMIC SUSTAINABILITY

As part of the Renew Maitland Scoping Study, in 2017 the possibility of activating vacant properties in key commercial areas was investigated to offer short term tenures for creatives. The Create Maitland pilot project launched in December when local artist Helen Hopcroft set up shop in High Street Maitland. Helen collaborated with artists Anna Eggenhuizen and Katrina Holden, to bring life and colour to the riverside shop. Improved accessibility and movement were supported through the implementation of a 40km high pedestrian activity area speed zone in Rutherford, near the Rutherford Shopping Centre. Throughout the development of the Local Strategic Planning Statement community sentiment was that agriculture, heritage and tourism was an important factor for future economic health. To realise this, a Maitland Destination Management Plan was developed and will be supported through the preparation of an Economic Development Strategy, a review of available industrial and employment lands and the review of the Activity Centres and Employment Clusters Strategy.

OUR COMMUNITY WANT MAITLAND IS SEEN AS A DESIRABLE PLACE TO LIVE, AN EASY PLACE TO WORK, A WELCOMING PLACE TO VISIT AND A WISE PLACE TO INVEST WE DELIVERED Extensive community consultation and industry engagement supported a draft Destination Management Plan (DMP) for Maitland. The DMP provides a 10 year horizon with core strategic directions and actions for the implementation of short, medium and long term deliverables. In 2020/21 a progressive and ongoing implementation plan will be developed in consultation with key stakeholders which will outline projects for further exploration as well as project responsibility, key Annual Report 2019/20

stakeholders, an indicative timeline and possible funding opportunities. Maitland Gaol operated as a premier visitor attraction with several activities held in the earlier part of the year that attracted large numbers. These included two sell out film nights, where almost 800 people watched The Shawshank Redemption on a big screen. School holiday activities achieved consistently good numbers especially during the Christmas school holidays. During the facility’s closure in response to COVID-19, children’s activities were reworked to provide fun online resources guided by the ghostly character ‘Snitch the Rat’ to entertain kids at home during the school holidays. Make it Maitland, a digital and public relations campaign, was launched in partnership with Destination NSW to build awareness of the city outside of our region and showcase its appeal as a holiday destination. The campaign encouraged engagement through the hashtag #MyMaitland and was supported through a $100,000 contribution from the NSW Government. Twenty nine local food businesses participated in a Taste of Maitland promotion, part of a COVID-19 response and recovery initiative, which saw these restaurants each receive up to $200. Feedback and interest in cooperative marketing initiatives gained at local accommodation industry group forums, saw a range of itineraries developed to support flagship events and increase overnight visitation. An accommodation offers page was introduced to the My Maitland website. Maitland Regional Art Gallery programs received 53,833 visitors, reflecting a minor decrease of 12% year on year. Digital activities during the facility closure saw more than 16,000 direct engagements recorded over a 10 week period. Over the year creators, makers and performers were engaged in growing, strengthening and showcasing arts and culture in the community.

plans included in the Destination Management Plan for consideration and implementation.

OUR COMMUNITY WANT CENTRAL MAITLAND IS THE VIBRANT HEART OF OUR CITY, CREATING A STRONG SENSE OF PRIDE WITHIN THE COMMUNITY WE DELIVERED Walls that Talk, which transforms the front of the Maitland Library building into a public exhibition space. The 2019/20 program included Beautiful Words, Night Before Xmas, Rumi, Pets of Maitland and The Moon Phases to tie into the 50th anniversary of the Moon Landing. The Levee Marketing and Activity Plan was delivered, contributing to the ongoing development of The Levee as a premier lifestyle precinct as well as showcasing the evolution of Central Maitland as the revitalised heart of the city. While COVID-19 affected the delivery of some activities, some of these were adapted and delivered in a different format including LIVE at The Levee Home Sessions, a podcast series and school holiday art activities being converted to take home packs. The annual program Stargazing, Foreign Films, Neon Nights and LIVE at The Levee supported the Central Maitland nighttime economy and encouraged hundreds of people to visit The Levee as part of The Levee Marketing and Activity Program. The Riverlights Multicultural Festival and New Year’s Eve Celebrations (revised due to bushfires) supported the nighttime offering and combined to attract approximately 10,000 people to the city.

The rapid onset of COVID-19 saw a focus on delivering actions to support recovery, reinvention and new business attraction. Key to this was the launch of a prospectus of business opportunities that will help shape the ongoing evolution of Central Maitland and The Levee as the city’s premier lifestyle precinct. Supporting this was the removal of the second tier rate levy in the Central Business District, which will support The Levee as an even more attractive investment proposition.

The Riverlink Building received further recognition with architecture and design team CHROFI with McGregor Coxall winning a prestigious Blueprint Award in the ‘Best Public-Use Project with Public Funding’ category. The awards are convened annually by British magazine Blueprint to recognise and celebrate the very best of architecture and design around the world. The Riverlink Building was also judged winner of the Civic and Community – Completed Building category at the 2018 World Architecture Festival Awards. The building was completed in April 2018 as part of The Levee redevelopment, a $9.92 million project funded by the NSW Government’s Restart NSW Resources for Regions program.

Staged implementation of actions identified within the Morpeth Business Review and Development Action Plan continued, with future

The Hunter River featured throughout Central Maitland events and activities including the Riverlights Multicultural Festival, where the river took

The Hunter Region Business Hub offered online marketing workshops to help businesses grow skills and successfully navigate changes in customer purchasing habits.

centre stage for the impressive event finale that told the story of the Hunter River and waterways from around the world. The riverbank was a key focal point of Maitland Aroma and hosted a range of activities throughout the year including a stargazing evening and paper aeroplane making workshops.

OUR CHALLENGES COVID-19 had a major impact on local businesses and on the ability to support our local economy through the delivery of our annual events and festivals program.

FUTURE PLANS In 2020/21 we will finalise the Destination Management Plan and an Economic Development Strategy to support our local economy. We will investigate digital innovation opportunities, develop a recreational vehicle strategy and prioritise actions from the Central Maitland parking review.

Kylie Jane Live at The Levee Morpeth Annual Report 2019/20

CONNECTED AND COLLABORATIVE COMMUNITY LEADERS Our community leaders work together for the future of our city. We actively participate in the decisions that impact on us, through a range of community engagement and interactive forums. We are aware of the role Council plays within the community and its focus on sustainable and performance driven leadership.

SUMMARY OF 2019/20 ACTIONS

51 Complete Maitland Regional Art Gallery

4 In progress

0 Deferred

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT COMMUNITY LEADERS TO WORK TOGETHER TO DELIVER THE BEST POSSIBLE RESULTS FOR THE COMMUNITY WE DELIVERED The 2020 Australia Day Ceremony was held at Maitland Town Hall where local resident and tireless volunteer Wilma Lilley was announced as Maitland’s Citizen of the Year, and 21 year old Hayley Johns as Young Citizen of the Year. Wilma has been involved with groups which provide support for children, the vulnerable, older people and people living with a disability; and Hayley has been an Ambassador for Regional Youth and delegate for the Agricultural Societies Council of NSW Next Generation. Attendees heard from inspirational refugee and now criminal lawyer, Deng Adut, and witnessed more than 70 locals become Australian citizens. For the first time, the ceremony was live streamed via Council’s website and Facebook page, enabling families from across the globe to tune into the event. The annual Maitland City Council Volunteer Service Award ceremony recognised Tom Skelding for his huge support to heritage projects in Maitland. Tom has a specific interest in rail and has been a key contributor to the Steamfest Working Group for many years. Councillors agreed to hold three mobile Council meetings across the city during 2020 to support increased engagement between the Councillors and the community, while providing the community an opportunity to see the operation of a Council meeting and learn more about how they can engage with Council. The meet and greets, due to take place at Gillieston Heights Community Hub, Maitland Town Hall, Pat Hughes Community Centre and Rutherford Public School, were cancelled due to COVID-19 restrictions. These will be rescheduled once restrictions have sufficiently lifted for safe attendance by the community. Two business leaders’ functions were held, the first saw special guest Tai Ropiha from CHROFI Architects provide an overview of the Riverlink Building project. At the second, Matt Prendergast, Council’s Group Manager Planning and Environment, provided an overview on the development of a Local Strategic Planning Statement and invited attendees to join a values and visioning exercise.

Networking opportunities for businesses included the formation of the Maitland Accommodation Network Group, established as a result of industry feedback during the development of the Maitland Destination Management Plan. Hunter Region Business Hub online workshops were facilitated, and webinars arranged by Maitland Business Chamber were promoted. Communication to businesses was streamlined with the launch of Business Matters. The database includes more than 9,000 local businesses and has provided opportunities for partnering and support. A dedicated newsletter to The Levee traders continued, which included regular updates specific to the precinct.

OUR COMMUNITY WANT MEANINGFUL, INFORMED AND GENUINE COMMUNITY PARTICIPATION IS ACTIVE IN DECISION MAKING AT ALL LEVELS OF GOVERNMENT WE DELIVERED A range of community engagement projects were delivered through the Maitland Your Say platform. These included conversations on values and vision for the upcoming review of the community’s strategic plan Maitland +10, Maitland as a destination, the 2020/21 operational plan of actions and projects, protecting the Lower Hunter Spotted Gum Ironbark Forest, improving customer experience, Maitland Regional Art Gallery strategic framework, parking in Central Maitland, the future of Maitland Gaol, long term land use planning, and community usage and attitudes of Council facilities and services. A range of online and offline engagement tools included surveys, pop up stalls, workshops, focus groups, interactive mapping, voting jars, submissions, journey mapping and events. The YEP (Youth Empowering Participation) project helped shape the way we talk with and listen to young people. A YEP committee of 12 to 25 year olds planned and delivered an event, supported by the NSW Department of Communities and Justice, which featured live local music, artists, activities and food. The event attracted 150 people and provided the opportunity to find out how young people wanted Council to communicate with them and the issues and topics that mattered to them. A vote on communication preferences received more than 360 votes. Annual Report 2019/20

Council adopted its Community Engagement Framework, informed by community feedback and staff consultation. New community engagement principles were developed that provide for innovative and transparent, inclusive and accessible, proactive and timely, meaningful and genuine, flexible and responsive, and reported engagement. The Community Participation Plan (CPP) was adopted to encourage community input on planning matters where Council is the consent authority. The CPP supports greater participation for the community in decision making related to planning functions. It is an extension of Council’s Community Engagement Framework and aligns to the vision of Maitland +10. The customer service function was reviewed following changes to the organisation, technology and the overall customer service landscape. A Customer Experience Plan was developed to provide eight concepts for improving customer experience, including do it all from our website, empowered customer service, responsive social media, customer service takes the lead, responsive email, expanded hours for specialists, guaranteed appointment, and work anywhere customer service. The Rutherford Youth Development Working Group identified a revisit and realignment of the original agreed purpose and objectives of the group to be focus on action, collaboration and improved coordination of services to the Rutherford community.

OUR COMMUNITY WANT AN EFFICIENT AND EFFECTIVE COUNCIL THAT LISTENS AND RESPONDS TO COMMUNITY NEEDS WE DELIVERED Five local organisations benefitted from a total of $20,280 (ex GST) in grants, and $187 in kind support, through an inaugural Vibrant City Sponsorship Program. Beneficiaries were Artastique a ten-day art exhibition and festival; Maitland Garden Ramble an event staged by the Maitland Black & White Committee to raise money for Vision Australia; Maitland River Run showcases The Levee and riverbank across three courses; Maitland Triathlon to celebrate its 21st event; and The Real Film Festival a pop up event to be held celebrating storytelling through film. The annual program provided local community and industry groups, events and organisations the opportunity to apply for both in kind and financial sponsorship.

A total of $39,050 (inc GST) in financial sponsorship was received for flagship events, community events and art programs. Sponsorship was received from Greater Bank, The Maitland Mutual, Norco, Danes, Milklab, RAMA Bar, Grand Ridge Brewery, Tighes Hills Cellars, VOK Beverages, PRD Hunter Valley, Tyrell’s Wines, The Pourhouse Craft Beer Bar, Cleverpatch and Quest Maitland. Council also received $17,150 (inc GST) as in kind sponsorship. Community engagement was undertaken to identify the community’s vision and identified challenges and opportunities for the future review of Maitland +10. Engagement activities included children’s drawing and planning video projects and the sponsorship of a category in the Write Now! Library competition to target 13-24 year old to encourage them to have their say on Maitland's digital future. With the deferral of the Local Government elections to 2021, further engagement was deferred to recommence in 2021. The implementation of the Delivery Program for 2018-2021 progressed, and a draft 2020/21 annual operational plan was exhibited for public feedback in April and May, prior to being finalised in June. A report on the progress of the Delivery Program, titled On The Move, is produced every six months.

OUR COMMUNITY WANT A REPUTABLE AND PERFORMANCE DRIVEN COUNCIL FOCUSED ON THE FUTURE OF OUR CITY WE DELIVERED Work continued under Council’s I+10 continuous improvement framework including a review of the organisation’s core activities, a functional work analysis in preparation for reduction of paper based work practices, a paper based form audit, and the development of mega processes (those that cross multiple departments) to improve internal efficiencies and external customer experience. A review of the 15 year plant replacement program forecast was finalised, confirming Council's fleet management strategies maximised cost efficiencies and utilisation. Council continued to enhance its Horizon enterprise management system, which supports a range of Council activities, including rating, procurement, financial management, development assessment and compliance, customer requests and correspondence and more. New features improved access to information, dashboards and reports for staff, as well as a strong focus on

process workflow improvements. In addition, staff have been working with developers SolOrient to directly integrate the system with the State Government’s new e-planning portal as Council moves toward full use of the portal for the lodgement of development applications and associated certificates in 2020/21. Council’s ICT team sprang into action once the implications of the COVID 19 pandemic and subsequent public health orders were issued. With the majority of Council’s office-based employees using desktop computers, a solution to remote work from an employee’s home computer was urgently required. The team investigated a number of potential solutions, landing on Apache Guacamole. The use of this software meant employees were able to securely gain remote access to their Council desktop session. The implementation of Microsoft 365 was accelerated across our computer fleet in response to COVID-19. With staff working from both office and home, the implementation of Microsoft 365 enabled staff to take advantage of a range of new applications, in particular the collaborative space of Microsoft Teams. Staff quickly embraced video conferencing, document sharing and other tools available, ensuring that we were able to maintain all essential services despite the operational challenges. Council worked collaboratively with its audit partner RSM Australia to ensure a combination of remote and onsite work could be safely undertaken to complete the external audit of our annual financial statements. External auditors are appointed by the NSW Auditor General and undertake a rigorous program of assessment of Council’s financial performance, including examination of underpinning systems, processes and samples to ensure accuracy and integrity of Council’s documented financial performance.

OUR CHALLENGES COVID-19 had a major impact on the delivery of services and challenged work practices to be more agile and innovative to reduce the need for paper files and increase staff mobility. A focus on improvement opportunities supported enhancements to the delivery of services and to improving internal operating processes.

FUTURE PLANS In 2020/21 we will finalise a review of our information and communication technology and our digital capability for current and future operations. Actions from the Customer Experience Plan will be progressed. Development of the corporate system Horizon will continue with the creation of new and enhancement of current data registers.

Community engagement Annual Report 2019/20

Central Maitland

COMMUNITY SERVICE AND FACILITY VISITATION FIGURES Council service area

2019/20

2018/19

2017/18

2016/17

2015/16

Unique visits to Council’s website

238,085

226,660*

242,915~

215,520

212,543

Phone calls to our Citizen Service Centre

63,517

66,530

69,749

64,135

68,937

Service requests

10,136

10,059

9,887

11,567

12,855

Live chat

3,622

3,273*

4,778

7,954

N/A

Development Applications approved

1,160

1,187

986

1,003

1,069

465

445

440

500

553

Visits to the libraries across our four branches

179,881°

221,410

240,349

250,126

282,597

Visits to the Aquatic Centres across our two locations

212,011°

192,237

210,411

151,135

134,713

Visits to Maitland Regional Art Gallery

53,833°

61,739

68,461

67,126

67,983

Visits to Maitland Gaol

12,217°

23,644

30,220

25,390

24,665

Visits to the Visitor Information Centre

9,836°

13,587

14,900

16,384

18,049

Facebook page likes

62,712

62,076

54,253^

46,838

35,000

Followers on Twitter

3,561

3,344

3,249

2,900

2,500

Followers on Instagram

4,657

3,022

1,862

739

N/A

Construction Certificates approved

° Visitation figures to Council facilities dropped, with the exception of Aquatics which reflects a hot summer period, due to the COVID-19 facility closure requirements (Mar/Apr/May and reduced hours in June). * Online chat numbers fell following the launch of Council’s new website in 2017. ^ In 2017/18 Council’s Facebook sites were reviewed, resulting in the merger of Maitland Your Say with Maitland City Council and reducing the number of pages from eight to seven. ~ The 2017/18 FY had a significantly higher number of unique visits due to the Local Government Election held in September 2017.

Annual Report 2019/20

SECTION FOUR:

STATUTORY REPORTING

SECTION FOUR

STATUTORY REPORTING

In addition to operational performance against Maitland +10, and Councilâ&#x20AC;&#x2122;s Delivery Program and Operational Plan, the Local Government Act and Regulation prescribe Council report on other information of interest, including:

Maitland Town Hall

Bodies in which Council held a controlling interest 64 Bodies in which Council participated 64 Bushfire hazard reduction activities 64 Business activities 65 Capital expenditure reviews 65 Code of conduct 66 Companion animals activities 68 Condition of public works 69 Contracts awarded 75 Councillor expenses 76 Councillor professional development 76 Disability inclusion action plan activities 76 Environmental upgrade agreements 80 Equal employment opportunity activities 80 External bodies exercising Council functions 84 Financial assistance - grants 85 Government information public access 88 Legal expenses 91 Overseas visits 91 Planning agreements in force 91 Privacy and personal information protection 91 Public interest disclosures 91 Rates and charges written off 91 Recovery and threat abatement plans 91 Senior staff remuneration 91 Special rate variation activities 92 Stormwater management services 93 Swimming pool inspections 93 Works on private land 93 Annual Report 2019/20

BODIES IN WHICH COUNCIL HELD A CONTROLLING INTEREST Hunter Resource Recovery (HRR) is the contract manager of kerbside collection, sorting and marketing of dry recyclables for Council. Maitland, Cessnock, Lake Macquarie and Singleton Councils jointly own and operate the service. HRR manages the collection and processing contract with Solo Resource Recovery. Maitland resident’s active participation in the kerbside collection of recyclables continues to divert thousands of tonnes of recyclables away from landfill.

BODIES IN WHICH COUNCIL PARTICIPATED Council participated in the following corporations, partnerships, trusts and joint ventures during 2019/20.

HUNTER JOINT ORGANISATION GROUP ENTITIES The Hunter Joint Organisation, and its group entities, are the hub for local government collaboration, strengthening our communities by being the local voice on regional strategic issues in the Hunter and delivering tailored local government solutions. For over sixty years, local government in the Hunter has found significant benefit in working together through positive cooperation and resource sharing. There are four key entities that operate as part of the current enterprise offering: •

•

Hunter Joint Organisation – a statutory body under the Local Government Act 1993 (NSW), established in 2018 to identify, advocate for and collaborate on regional strategic priorities for the Hunter. The Hunter Joint Organisation’s statutory mandate includes identifying key regional strategic priorities, advocating for these priorities, and building collaborations around these priorities with other levels of government, industry and community. Strategic Services Australia Limited (and its wholly owned subsidiary Hunter Councils Legal Services Limited) – are companies limited by guarantee under the Corporations Act 2001 (Cth) and established to improve the quality and efficiency of local government services throughout the Hunter Region. These organisations offer tailored local government services through its five divisions; Local Government Training Institute, Local Government Legal, Regional Procurement, Screen Hunter (which, under delegation from member councils, licences film production on council owned and control land), and the

Regional Policy & Programs Division (which delivers on the strategic priorities of the Hunter Joint Organisation, including the Hunter and Central Coast Regional Environment Program (HCCREMS), on behalf of both Hunter JO member councils and Central Coast Council). •

Hunter Councils Incorporated - an incorporated association under the Associations Incorporation Act 2009 (NSW) that holds property assets for the Hunter Joint Organisation group.

Maitland City Council has representation on each entity’s Board, and shares ownership and/or control with the other nine councils of the Hunter Region.

BUSHFIRE HAZARD REDUCTION ACTIVITIES The NSW Rural Fire Service Lower Hunter District manages the six Rural Fire Brigades which cover the rural area of the Maitland Local Government Area (LGA). The six Brigades responded to 170 incidents in the LGA in 2019/20, while assisting other brigades in surrounding Areas. During the year the NSW Rural Fire Service completed the following: Activity Hazard reduction mechanical (Council Works)

Number 8.6 ha

Hazard reduction burning carried out by RFS

Private burns assisted by the RFS

Bush burnt through wildfires Permits issued

15.5 ha 47

Complaints

AIDER program (Assist Infirm, Disabled and Elderly Residents) prepare properties for bush fire)

Woodlands Drive Thornton is the only fire trail maintained within the Maitland LGA. Grading of the track surface, reshaping table drains and vegetation control adjacent to the track was undertaken in 2019/20 as part of the annual maintenance program. Council carried out over 400 kilometres of roadside slashing, along with approximately 12 hectares of asset protection zones (slashing to bushfire prone land that normally requires the implementation of a setback distance).

EMERGENCY PLANS The Lower Hunter Bushfire Risk Management Plan (Maitland, Cessnock, Port Stephens and Dungog Local Government Areas) is currently under review, as part of the next generation Bushfire

MAITLAND LOCAL GOVERNMENT AREA BUSHFIRE PRONE LAND

LEGEND Bush Fire Prone land - Vegetation Category 1 with 100m buffer(RFS Certified 27-03-06)

Bush Fire Prone land - Vegetation Category 2 1 with 30m buffer (RFS Certified 27-03-06)

Waterways

Railway

Buffer

Management Planning. The pilot program is expected to be completed during 2020/21.

after receiving Ministers consent, pursuant to Section 358(1)(a) of the Local Government Act 1993.

BUSINESS ACTIVITIES

During 2019/20 Council did not receive any competitive neutrality complaints.

In accordance with ‘Pricing & Costing for Council Businesses: A Guide to Competitive Neutrality’ Council has declared the following are to be considered business activities:

CAPITAL EXPENDITURE REVIEWS

CATEGORY 1

During 2019/20 Council did not submit a capital expenditure review.

Not applicable

CATEGORY 2 Name

Brief description of activity

Council’s share in Strategic Services Australia Limited (formerly Hunter Councils Limited)

Established to improve the quality and efficiency of local government services in the Hunter Region. Services include procurement, legal services, training, environmental and other services.

Strategic Services Australia Limited (formerly Hunter Councils Limited) was established in January 2003 Annual Report 2019/20

CODE OF CONDUCT In accordance with the Local Government (General) Regulation 2005, Council adopted a new Code of Conduct on 9 April 2019. The Code of Conduct outlines expected behaviour and establishes a framework for the reporting of suspected breaches of the Code of Conduct. All employees and Councillors are trained in the Code of Conduct. In accordance with clause 9.1 of the Code of Conduct, Council is required to report on the number, nature and outcome of any Code of Conduct complaints received. The following provides information on Model Code of Conduct complaints relating to the Mayor, Councillors and the General Manager, for the period 1 July 2019 to 30 June 2020. Number of complaints 1

The total number of complaints received in the period about councillors and the General Manager (GM) under the code of conduct

The total number of complaints finalised in the period about councillors and the GM under the code of conduct

Overview of complaints and cost 2

The number of complaints finalised at the outset by alternative means by the GM or Mayor

The number of complaints referred to the Office of Local Government under a special complaints management arrangement

The number of code of conduct complaints referred to a conduct reviewer

The number of code of conduct complaints finalised at preliminary assessment by conduct reviewer

The number of code of conduct complaints referred back to GM or Mayor for resolution after preliminary assessment by conduct reviewer

The number of finalised code of conduct complaints investigated by a conduct reviewer

The number of finalised code of conduct complaints investigated by a conduct review committee

The number of finalised complaints investigated where there was found to be no breach

The number of finalised complaints investigated where there was found to be a breach

The number of complaints referred by the GM or Mayor to another agency or body such as the ICAC, the NSW Ombudsman, the Office or the Police

The number of complaints being investigated that are not yet finalised

The total cost of dealing with code of conduct complaints within the period made about councillors and the GM including staff costs

25,070

Preliminary assessment statistics 3

The number of complaints determined by the conduct reviewer at the preliminary assessment stage by each of the following actions: a

To take no action

To resolve the complaint by alternative and appropriate strategies

To refer the matter back to the GM or the Mayor, for resolution by alternative and appropriate strategies

To refer the matter to another agency or body such as the ICAC, the NSW Ombudsman, the Office or the Police

To investigate the matter

To recommend that the complaints coordinator convene a conduct review committee to investigate the matter

Investigation statistics 4

The number of investigated complaints resulting in a determination that there was no breach, in which the following recommendations were made: a

That the council revise its policies or procedures

That a person or persons undertake training or other education

The number of investigated complaints resulting in a determination that there was a breach in which the following recommendations were made: a

That the council revise any of its policies or procedures

That the subject person undertake any training or other education relevant to the conduct giving rise to the breach

That the subject person be counselled for their conduct

That the subject person apologise to any person or organisation affected by the breach

That findings of inappropriate conduct be made public

In the case of a breach by the GM, that action be taken under the GMâ&#x20AC;&#x2122;s contract for the breach

In the case of a breach by a councillor, that the councillor be formally censured for the breach under section 440G of the Local Government Act 1993

In the case of a breach by a councillor, that the matter be referred to the Office for further action

Matter referred or resolved after commencement of an investigation under clause 8.20 of the Procedures and clause 7.20 of the new Procedures

Categories of misconduct 7

The number of investigated complaints resulting in a determination that there was a breach with respect to each of the following categories of conduct: a

General conduct (Part 3)

Conflict of interest (FMCC Part 4) and Non-pecuniary conflict of interest (NMCC Part 5)

Personal benefit (FMCC Part 5 / NMCC Part 6)

Relationship between council officials (FMCC Part 6 / NMCC Part 7)

Access to information and resources (FMCC Part 7 / NMCC Part 8)

Outcome of determinations 8

The number of investigated complaints resulting in a determination that there was a breach in which the council failed to adopt the conduct reviewerâ&#x20AC;&#x2122;s recommendation

The number of investigated complaints resulting in a determination that there was a breach in which the council's decision was overturned following a review by the Office

Annual Report 2019/20

COMPANION ANIMALS ACTIVITIES

of companion animals rehomed remained static (decrease of 0.3%) and 303 animals were released to their owners, a decrease of 27% from 2018/19.

ENFORCEMENT ACTIVITIES AND COMPLIANCE OPERATIONS

OFF LEASH AREAS PROVIDED

Council employs five Rangers who administer the various statutory responsibilities of Council, including the Companion Animals Act 1998 as represented below. In 2019/20 there were 1,736 complaints regarding barking dogs, unleashed dogs, aggressive and dog attacks and cat matters received and attended. This represents 75% of all service requests received by Rangers during the 2019/20 year. In addition to responding to complaints, the Rangers also undertake regular traffic and parking patrols and regulation of other matters.

LODGEMENT OF POUND STATISTICS The Rutherford RSPCA are contracted to provide impound services on behalf of council and lodge the monthly pound statistics with the Office of Local Government (OLG) as required.

LODGEMENT OF ATTACK STATISTICS Council is compliant with the requirements of the Companion Animals Act 1998 and appropriately notifies the OLG of all reportable attacks via the Companion Animals Register.

Council recognises the benefit of dogs as companion animals and has adopted an ‘Off Leash Dog Exercise Area Strategy’. The Strategy outlines the areas that can be used for dog exercise in the Maitland area. There are seven off leash areas: • Bakers Brickyard Quarry, Raworth • Verge Street, Telarah • A&D Lawrence Sporting Fields, Thornton • Rathluba Lagoon, East Maitland • Les Circuit, Gillieston Heights • The Esplanade - Lorn Side of Belmore Bridge, Lorn • Alliance Street, East Maitland.

USE OF THE COMPANION ANIMALS FUND Funds are used in preparation of information packs; provision and servicing of off leash signage and litter bins, repair/modification of pound facilities and provision of companion animal management services.

COMMUNITY EDUCATION

Fund expenditure

Educational programs, pertinent to the Companion Animals Act 1998 were presented via public venues and media releases.

Consumables; including education equipment

$12,560

60% of enforcement officers salary including overtime

$221,899

Total

$653,607

STRATEGIES TO PROMOTE THE DESEXING OF COMPANION ANIMALS Council works in consultation with the RSPCA in educating and reinforcing the importance of animal desexing. Activities are supported in the community as necessary. A joint microchipping and vaccination day had been planned for April 2020 but was cancelled due to COVID-19 restrictions. Rangers participated in an Open Day at RSPCA on 27 October 2019.

SEEKING ALTERNATIVES TO THE EUTHANISING OF UNCLAIMED ANIMALS The RSPCA conducts vigorous rehoming campaigns on behalf of Council (as a part of their contract) which is reflected in the statistical results submitted to the OLG. The number of animals euthanised in 2019/20 decreased by approximately 14% in comparison with 2018/19 figures. The number

RSPCA Contract

Amount $419,148

CONDITION OF PUBLIC WORKS Council is custodian to infrastructure that is vitally important to the community. This section describes the current status of public assets owned by Council and is based on the information found in Special Schedule 2 of the audited financial statement. Over the last ten years Maitland has continued to experience solid population growth rates. The current growth rate is one of the highest of all NSW local government areas. To manage public assets, Council has adopted an Asset Management Policy and Strategy, with associated Asset Management Plans. These documents inform the Long Term Financial Plan that sets the funding levels over the next ten years for renewal and maintenance works. Council’s approach is to fund natural asset consumption or deterioration with the aim to gradually improve the overall network/portfolio condition over time, while balancing risk and level of service. The scale of condition assessment throughout the Asset Management Plans is based on a five category model: Condition 1 - Excellent, near perfect condition Condition 2 - Good, superficial deterioration Condition 3 - Fair, some deterioration requiring maintenance Condition 4 - Poor, advanced deterioration requiring high maintenance

Council manages the following building assets: Asset

Description

District buildings

Council’s five district buildings are located at (and year built): Administration Building (1983), Art Gallery (1910, redeveloped 2009), Morpeth Court House Museum (1862), Town Hall (1889) and Visitors Centre (1997)

Libraries

Council’s four libraries are located at (and year built): Maitland (1968), Thornton (1999), East Maitland (2004) and Rutherford (2003)

Child care centres

Council’s four child care centres are located at (and year built): Metford (1984), Thornton (1987), Rutherford (1987) and East Maitland (1998)

Community halls

Council’s 13 community halls/centres are spread across the Local Government Area

Amenities buildings

Council’s 34 amenities buildings are located in various parks and ovals throughout the Local Government Area

Toilet blocks

Council’s 23 public toilet blocks are located in various parks and ovals throughout the Local Government Area

Grandstands Council’s nine grandstands are located in various parks and ovals throughout the Local Government Area. The grandstands are generally associated with local sports clubs and some have toilets, change/meeting rooms and storerooms Kiosks

Council’s 12 kiosks are located in various parks and ovals throughout the Local Government Area. The kiosks are generally associated with local sports clubs and have kitchen and storage facilities

Aquatic buildings

Building stock at the Aquatic Centres (East Maitland & Maitland)

Equipment sheds

Council’s 24 equipment sheds are located in various parks and ovals throughout the Local Government Area. The equipment sheds are generally associated with local sports clubs

Condition 5 - Very Poor, significant deterioration requiring substantial maintenance.

PUBLIC BUILDINGS Council’s building assets are generally structurally sound, do not have known defects that are likely to constitute a major hazard for any users, and are generally adequate for their intended purpose. However, it is recognised that some buildings require improvement to meet the other criteria of being fit for intended purpose. Conservation management plans have been completed for several major buildings that will direct future works programs. Estimates of Public Buildings asset valuation as at 30 June 2020. Asset All public building assets

Current replacement value $150,198,000

Current written down value $75,887,000

Asset – Estimates to bring public buildings to condition 2 and condition 3 respectively: Asset All public building assets

Cost to bring to satisfactory condition (2) $22,259,000

Cost to bring agreed condition (3) $3,308,000

Capital works The estimate of works required to bring building assets up to a satisfactory standard is $22.3 million based on lifting from condition 3, 4 and 5 to level 2. Annual Report 2019/20

The estimate of works required to bring building assets up to agreed service level condition is $3.31 million based on lifting from condition 4 and 5 to level 3 as set by Council. Routine maintenance The estimated annual maintenance cost to ensure the building assets reach their design life is $1.286 million. The actual expenditure on maintenance for building assets in 2019/20 was $1.31 million. Condition of public building assets Asset All Buildings

20.0%

15.0%

53.0%

12.0%

0.0%

1 - Excellent, 2 - Good, 3 - Average, 4 - Poor, 5 - Very Poor

LOCAL ROADS Council’s Pavement Management System (PMS) is used to calculate the current replacement cost of the road network. The current written down value of the assets is determined by age based depreciation and adjusted by observed condition information. The condition of the road pavement network is derived from the PMS road deterioration model. Estimates of local and regional road valuation as at 30 June 2020. Asset All roads

Current replacement value $626,073,000

Current written down value $470,796,000

Council’s total Local Road network of 732 kilometres comprises of 680 kilometres of sealed local roads, 32 kilometres of regional roads and 20 kilometres of unsealed roads (excluding the State Roads and National Highway (Hunter Valley Expressway)). Deterioration modelling of the sealed road network is done using the SMEC – PMS. The model categorises the roads in terms of a general measure of the pavement health, called the Pavement Condition Index (PCI), in the following way: Condition 1 - Excellent, near perfect condition (10 PCI) Condition 2 – Good, superficial deterioration Condition 3 – Fair, some deterioration requiring maintenance (5 PCI) Condition 4 – Poor, advanced deterioration requiring high maintenance Condition 5 - Very poor, significant deterioration requiring substantial maintenance

Maitland Vale Road Works

Asset – Estimates to bring the road network to condition 2 and condition 3 respectively: Cost to bring to satisfactory condition (2)

Asset Road Pavement

Cost to bring agreed condition (3)

$27,940,000

$7,397,000

Capital Works The estimate of works required to bring road pavement assets up to satisfactory condition is $27,940 million based on lifting from condition 3, 4 and 5 to level 2. The estimate of works required to bring road pavement assets up to agreed service level condition is $7.397 million based on lifting from condition 4 and 5 to level 3 as set by Council. Routine Maintenance The estimated annual maintenance cost to ensure the road pavement reaches their design life is $3.149 million. The actual expenditure on maintenance for road pavement in 2019/20 was $4.094 million.

Asset – Estimates to bring roadside inventory and footpath/cycleway assets to condition 2 and condition 3, respectively: Asset

Cost to bring to satisfactory condition (2)

Cost to bring agreed condition (3)

Kerb and gutter

$35,043,000

$7,280,000

Footpath/Cycle

$15,380,000

$1,678,000

Other roadside inventory

$363,000

$198,000

$50,786,000

$9,156,000

TOTAL

Capital works The estimate of works required to bring kerb and gutter, footpath/cycleways and road inventory up to satisfactory condition is $50.78 million based on lifting from condition 3, 4 and 5 to level 2. The estimate of works required to bring road inventory and footpath assets up to agreed service level condition is $9.156 million based on lifting from condition 4 and 5 to level 3 as set by Council. Routine maintenance

Asset

Sealed roads

63.9%

23.8%

7.7%

1.9%

2.7%

The estimated annual maintenance cost to ensure the road inventory and footpath assets reach their design life is $1.177 million. The actual expenditure on routine maintenance for roadside inventory assets in 2019/20 was $1.20 million.

Unsealed roads

14.1%

78.2%

5.7%

2.0%

0.0%

BRIDGES

Condition status of Maitland Council’s Local Roads as percentage of network in each condition band: 3

1 - Excellent, 2 - Good, 3 - Fair, 4 - Poor, 5 - Very Poor

ROADSIDE INVENTORY ASSETS The largest roadside assets on the network are: • Footpaths/Cycleway (323 kilometres) • Kerb and gutter (958 kilometres) • Other roadside inventory consisting of bus stops and signage The table below shows the total financial status of these assets. Inventory Assets - Financial Status 2019/20 Asset

Current Current written replacement value down value

Kerb and gutter

$188,594,000

$129,670,000

Footpath/ Cycleway

$118,942,000

$84,705,000

$4,687,000

$3,143,000

Other roadside inventory

Council is currently the custodian of 61 bridges and major culverts in excess of six metres in length. Of these, two are timber, 14 are concrete, and one is steel/concrete composite. There are 44 culverts (pipe/box). Melville Ford Bridge is a single lane timber bridge and renewal of its decking is planned to be completed during 2020/21 while design will commence on upgrading a major culvert on Maitland Vale Road Hillsborough to a bridge structure. Quotes for major maintenance work on the Dagworth Road Bridge (Council’s only other timber bridge) have been called and work will commence in November to preserve the bridge and increase the load limit to an acceptable level. While overall the bridges in the city are in good condition, certain components will require renewal, especially on timber and older bridges. Works are determined by regular inspections and testing.

Annual Report 2019/20

The following estimates are based on both broad observation and formal inspections. (Note: A full survey of all Council’s Bridges was completed in 2018/19, ad hoc inspections are undertaken on an as needs basis and the next complete survey is scheduled for 2023.) The estimated value of bridge assets at 30 June 2020: Current replacement value

Asset Bridges

Current written down value

$50,910,000

There is a good portion of the City’s drainage in good condition, however significant proportions of the city developed prior to 1975 do not have drainage installed to meet current standards and specific local drainage problems do exist. Much of the capital works program is aimed at addressing these problems, particularly problems highlighted in the 2015 April Storm. A condition assessment and the basis of a drainage strategy is being planned for 2020/21. The assessed value of the stormwater drainage system at 30 June 2020:

$40,413,000 Description

Quantity

Current replacement value

Current written down value

Conduits & Culverts

415 kilometres

$150,064,000

$121,736,000

Pits & Headwalls

17,484

$30,504,000

$24,995,000

Flood gates

$450,000

$322,000

Capital works

Detention Basins/ Ponds

146

$20,299,000

$17,503,000

The estimate of works required to bring bridge assets up to satisfactory standard is $2.067 million based on lifting from condition 3, 4 and 5 to level 2.

Gross Pollutant Traps

159

$13,986,000

$13,028,000

$907,000

$810,000

$216,210,000

$178,394,000

Asset – Estimates to bring bridges to condition 2 and condition 3, respectively: Cost to bring to satisfactory condition (condition 2)

Asset Bridges

Cost to bring agreed condition (condition 3)

$2,067,000

$846,000

The estimate of works required to bring bridge assets up to agreed service level condition is $846,000 based on lifting from condition 4 and 5 to level 3 as set by Council. Routine maintenance The estimated annual maintenance cost to ensure the bridges reach their design life is $66,000. The actual expenditure on maintenance for bridges in 2019/20 was $51,000. Asset All Bridges

69.8%

20%

4.6%

5.6%

0.0%

1 - Excellent, 2 - Good, 3 - Average, 4 - Poor, 5 - Very Poor

STORMWATER DRAINAGE Drainage assets generally consist of pipes, pits and devices that convey, clean and hold stormwater. Many of these assets are underground and not readily seen by the public, but nonetheless are very important community assets. The “consumption” of these assets is also difficult to ascertain, and Council has adopted a conservative approach, understanding that the need for replacement will occur beyond Council’s current Long Term Financial Plan. A complete review of the way detention basins and gross pollutant traps were valued and assessed was completed during the 2019/20 financial year, significant changes to the value of the ponds was found and is reported in the schedules.

Pump Station TOTAL

Asset – Estimates to bring stormwater drainage to condition 2 and condition 3, respectively: Asset Stormwater Drainage

Cost to bring to satisfactory condition (2) $9,925,000

Cost to bring agreed condition (3) $4,260,000

Recurrent surveys, including in line CCTV surveys, and data are required to refine the level of accuracy of information on the condition of the drainage assets. Capital works The estimate of works required to bring stormwater drainage up to satisfactory standard is $9.925 million based on lifting from condition 3, 4 and 5 to level 2. The estimate of works required to bring stormwater drainage up to agreed service level condition is $4.26 million based on lifting from condition 4 and 5 to level 3 as set by Council.

Routine maintenance The estimated annual maintenance cost to ensure the drainage assets reach their design life is $964,000. The actual expenditure on maintenance for drainage in 2019/20 was $958,000. ASSET

All drainage assets 57.8%

34.4%

5.4%

1.1%

1.3%

Asset category

Description

Fixed assets located within areas of passive recreation use (parks)

77 playgrounds 2 pools centres 7 skate parks 46 shade structures 20 public barbeques Numerous Items of park furniture

1 - Excellent, 2 - Good, 3 - Average, 4 - Poor, 5 - Very Poor

Signage

OPEN SPACE AND RECREATION Council provides the community with safe and fit for purpose recreation facilities and aims to promote consistency in maintenance and renewal of these assets. Assets include:

Park fencing Park lights Fixed assets located within sportsgrounds

246 light poles Sportsground fencing

• Fixed assets located within areas of passive recreation use (parks)

Cricket wickets & practice nets

• Fixed assets located within areas of active recreation use (sportsgrounds) • Fixed Assets located within areas of paved sports surfaces (tennis, netball and basketball etc)

Other sportsground assets Paved surface sports facilities

38 netball courts Tennis courts

• Internal park roads and sportsground car parks • Open space areas dedicated to passive recreation, i.e. parks, reserves and bushland • Open space areas dedicated to active recreation, i.e. sportsgrounds. A complete review of the value of Council’s existing recreation assets was completed in 2019/20. This review, including an improved assessment of the actual replacement and written down values of the assets, has changed some of the valuation figures. Estimates of open space and recreation valuation as at 30 June 2020: Asset

Current

Current written

replacement Value

down value

Recreation

$68,605,000

$45,525,000

Council manages the following open space and recreation assets: Asset category

Description

Open space areas passive recreation parks, reserves and bushland

326 hectares

Open space areas dedicated to active recreation, i.e. sport

118 hectares

2 baseball facilities

1 hockey facility Internal park roads and Sportsground car parks

32,000 m2 park roads (approx. 5.3 kilometres) 53,000 m2 car parking

Asset – Estimates to bring open space and recreation to condition 2 and condition 3 respectively: Asset

Cost to bring to satisfactory condition (2)

Cost to bring agreed condition (3)

Swimming pools

$4,472,000

$1,810,000

Other open space and recreation assets

$5,747,000

$1,640,000

$10,219,000

$3,450,000

TOTAL

Capital works The estimate of works required to bring recreational assets up to a satisfactory standard is $5.847 million based on lifting from condition 3, 4 and 5 to level 2. The estimate of works required to bring recreational assets up to agreed service level condition is $1.64 million based on lifting from condition 4 and 5 to level 3 as set by Council. Routine maintenance The estimated annual maintenance cost to ensure the recreational assets reach their design life is $5.11 million. The actual expenditure on

Annual Report 2019/20

maintenance for recreational assets in 2019/20 was $6.671 million. (Note: actual maintenance expenditure included operational expenditure not related to asset maintenance). Condition of Open Space and Recreation Assets Asset

Swimming pools

17.4%

0.0%

82.6%

0.0%

Other open space and recreation assets

34.1%

51.7%

10.4%

3.0%

0.8%

1 - Excellent, 2 - Good, 3 - Average, 4 - Poor, 5 - Very Poor

ASSET COST SUMMARY The asset costs are summarised in the table below. Asset â&#x20AC;&#x201C; Total Estimates to bring all of the reported assets to condition 2 and condition 3 respectively:

Asset

Cost to bring to satisfactory condition (condition 2)

Cost to bring to agreed condition (condition 3)

Actual expenditure on routine maintenance 2019/20

Public Buildings

$ 22,259,000

$3,308,000

$1,310,000

Local Roads

$27,940,000

$7,397,000

$4,094,000

Footpath/ Cycleway

$15,380,000

$1,678,000

$938,000

Kerb and Gutter

$35,043,000

$7,280,000

$237,000

Other Roadside Inventory

$363,000

$198,000

$25,000

Bridges

$2,067,000

$846,000

$51,000

Stormwater Drainage

$9,925,000

$4,260,000

$958,000

Open Space and Recreation

$10,219,000

$3,450,000

$6,671,000

$123,196,000

$28,417,000

$14,284,000

TOTAL

NB: Aquatic Centres/Buildings - refer to Special Schedule 2 of the audited financial statements.

Community revegetation works Tenambit

CONTRACTS AWARDED

(OVER $150,000)

Under Section 217(1)(a2) of the Local Government (General) Regulation 2005 the following are the details of each contract awarded by Council during 2019/20 (whether as a result of tender or otherwise), other than: (i) employment contracts (that is, contracts of service but not contracts for services), and (ii) contracts for less than $150,000 including the name of the contractor and the nature of the goods or services supplied by the contractor and the total amount payable to the contractor under the contract. Tender amount $

Contractor

Nature of goods / services

BG&E

Maitland Administration Centre structural engineering design and construction documentation services

$208,152.73

Bolla Contracting Pty Ltd

Construction of Cessnock Road Cycleway, Stages 2 & 4

$769,417.00

Heritage Holden

Eighteen Holden Colorado utes

$707,660.51

Newcastle Commercial Vehicles Pty Ltd

Supply of 2 Hino cab/chassis 24000kg GVM

$175,940.00

Newcastle Commercial Vehicles Pty Ltd

Supply of two 22,500 kg cab chassis

$328,940.61

Newcastle Commercial Vehicles Pty Ltd

One Hino Road repair Asphalt truck

$317,335.51

Newcastle Commercial Vehicles Pty Ltd

One Hino Rear Loader Waste truck

$317,287.53

Principle Project Management

Provision of project management services

$221,890.00

PTW Architecture

Architectural documentation services for Maitland Administration Centre

QMC Group

Wharf, boat ramp and car park works at Queens Wharf Morpeth

$997,991.00

RDO Equipment PTY LTD

One John Deere Road Grader

$484,110.00

Various Tenders

Plant Hire, contract awarded to various successful tenders - 87 in total of unknown per annum spend however some in excess of $150,000.00 pa

$150,000.00

WSP Australia

Maitland Administration Centre Building services design and construction documentation

$396,875.00

Nexus Power

Haussman Drive Stage 1 - 33 kV power and poles relocation

$198,682.00

Nexus Power

Haussman Drive Stage 1 - 11 kV power and poles relocation

$166,035.25

Traffic Lights NSW

Haussman Drive Stage 1 - traffic lights installation works

$207,350.00

Bolla Contracting Pty Ltd

Construction of Maitland Park Netball Court Upgrade Stages 1A & 1B

$862,453.48

Telstra

Haussman Drive Stage 1 – Telstra manhole relocation

$182,463.92

Knock Contractors

Farnsworth St – watermain relocation

$174,223.30

Mullane

Morpeth Rd – watermain relocation

$153,457.49

$1,478,852.00

Annual Report 2019/20

COUNCILLOR EXPENSES The total amount of money expended on Mayoral fees and Councillor fees and the total amount of money expended during the year on the provision of and payments for such facilities comprised the following: Item

2019/20

Mayoral allowance (excluding Councillor fee)

$43,000

Councillors' fees Delegates expenses

$254,000 $0

Councillors' expenses (General)

$22,264

Mayoral expenses

$27,072

Travel allowance Telephone & internet expenses Attendance of Councillors at conferences and seminars

$1,371 $10,658 $7,751

Expenses of any spouse, partner or other person who accompanied a Councillor

Expenses – care of child or an immediate family member of a Councillor

TOTAL

$366,116

Council’s Councillor Expenses & Facilities Policy was adopted on 27 November 2018. The objectives of the policy are to comply with the provisions of Section 252 of the Local Government Act 1993 and provide for the payment of expenses incurred or to be incurred by and the provision of facilities to the Mayor and Councillors in relation to discharging the functions of civic office. The Councillor Expenses and Facilities Policy was reviewed in 2019/20 and no changes were deemed necessary at this time. There has been no new requirements issued by the Office of Local Government Circulars during the current review period. The next review date will be September 2020. Individual councillor expenses are reported to Council on a six monthly basis in accordance with the Policy.

COUNCILLOR PROFESSIONAL DEVELOPMENT Professional Development

Attendees

2019 Planning Institute of Australia – Planning for NonPlanners Workshop

Mayor Baker

2019 LGNSW Annual Conference

Crs Griffin & P. Penfold

2019 NSW Public Libraries Association Conference

Cr Aitchison

2020 LGNSW Tourism Conference

Cr Aitchison

LEP Health Check and Local Strategic Planning Statement Briefing

All Councillors except Cr Garnham

Visitor Economy and Maitland Briefing

All Councillors

Rates and Community Groups Briefing

All Councillors

Financial Statements Briefing

All Councillors except Crs Whiting & Halliday

Community Engagement and Customer Experience Briefing

All Councillors

Developer Contributions Reform Briefing

All Councillors

DISABILITY INCLUSION ACTION PLAN ACTIVITIES ATTITUDES AND BEHAVIOURS Over the year we worked in partnership with service providers to encourage and support initiatives that promote inclusion awareness within Maitland. Maitland Including You Tent The Including You Tent supported over 100 people with disabilities and their carers to attend and participate in Council’s flagship and Dive in Cinema events, at the same time it raised disability awareness within the community. An audit was conducted to identify how the tent could be improved. Results indicated a need for communication boards for each individual flagship event and a provider has been engaged to develop these boards.

ADMINISTRATIVE SUPPORT AND GUIDANCE ON GRANTS Community Grants Council’s Section 356 Community Grants Program supported disability inclusion and access through the following community managed events:

• ‘Let’s Dance‘ program delivered by Early Links Inclusion Support Service to build confidence and improve the quality of life of children living with disabilities • ‘Let’s Garden’ delivered by Early Links Inclusion Support Service enabled a community garden to be built by the children supported by the community service • Club refurbishment at the Hunter Valley Gemmology Club provided improved access to the club house for people with disability. Commemorative and Recognised Days Program The Commemorative and Recognised Days Grant Program assists in the coordination of activities and events that directly relate to National and International Days or Weeks including Commemorative Days. One of these events is the International Week of Persons with a Disability. No applications were received for this recognised week during the funding rounds. ClubGRANTS ClubGRANTS provided support for projects that supported disability inclusion and access through the following programs: • Mental health early intervention program for young Maitland people that are living in families affected by mental illness • Great Aussie Bush Camp delivered by Autism Spectrum Australia (Aspect) • Physiotherapy Baby Clinic delivered by Early Links Inclusion Support Service. Youth Week Grants Youth Week applications were amended to require a statement on how inclusion and accessibility would be addressed at events. Youth Week events were postponed due to COVID-19 restrictions however, organisations are able to use funds from successful applications to deliver events outside of the official Youth Week dates. These are yet to be scheduled. Community Connections Forum The Aged Persons, Younger People with a Disability and Carers Forum was reinvigorated to the Community Connections Forum to align to community and service provider needs. The forum includes service providers and community members from the disability and aged persons sector. The network has established an action plan to create opportunities for information sharing, joint projects, presentations and panels with guest speakers from key areas to provide the network with relevant information to use within the industry. A panel was

facilitated in February to increase awareness of services available to older people leaving domestic and family violence. Panellists included: • Maitland Police Domestic Violence Liaison Officer • Carries Place • Jenny’s Place.

LIVEABLE COMMUNITIES Maitland Aquatic Centre The unisex accessible amenities at Maitland Aquatic Centre were improved through the installation of a mobile sling hoist and mobile shower trolley/change table. A sling hoist was also installed in the indoor pool and water wheelchairs will be provided. Usage of the pool by people with disability has increased across all programs including Learn to Swim, User Group bookings and Casual User Groups. There were nine Learn to Swim Program bookings by access and inclusion clients in term one, compared to five for the same period last year. There has also been an increase in carer visits, in 2019 Council had a total of 2,378 and in 2020 there were 2,603. General feedback identified a number of people with disability and their carers are travelling from outside the local government area to access the centre due to its improved facilities. Planning is underway to further improve the accessible amenities at the centre. Bus Stops Accessible slab boarding points have been installed to 90% of eligible bus stops, and Tactical Ground Surface Indicators (TGSIs) to 63% of eligible bus stops. Works are on track to achieve 100% standardisation by the end of 2022. Maitland Regional Art Gallery Maitland Regional Art Gallery (MRAG) supported access and inclusion initiatives through inclusive exhibition openings and events, the provision of Auslan interpretation, accessible seating and quiet space. Auslan interpretation was expanded during 2019/20 with all major events translated and all requests for individual events successfully actioned. The Art Gallery stocks a range of artful sensory products, proving invaluable for teachers and parents to support learning and address anxiety both in the classroom and in the home. MRAG also provides sensory processing assistance tools to gallery visitors. The Gallery provides inclusive access to exhibitions, public programs, shop and café for all its visitors, a wheelchair is available onsite.

Annual Report 2019/20

Accessible Pathway Rutherford

Maitland Regional Art Gallery also: •

•

Supported INSIDE OUT - an inclusive group of artists who live or work in and around the Maitland region. The group was born out of Octapod’s professional development program supported by Accessible Arts and Ability Links NSW Supported participation in Journeys Creative Connections monthly workshops for adults with a lived mental health experience. Workshops are delivered in partnership with Flourish Australia and Aftercare, both NDIS agencies, and are facilitated by health workers and professional artists to extend professional skills, build resilience and confidence in a public art gallery environment Continued the Conversations: Art & Dementia program with 44 free sessions presented and 350+ participants across 2019/20. The program improves well being and quality of life for people living with memory loss and their carers through engagement with the visual arts and sensory experiences Piloted the Open Art program for people living with dementia and their carers, offering creative engagement with artworks and art making activities. The pilot was modelled on the Museum of Contemporary Art Australia’s Artful: Art and Dementia program and falls within an ‘arts in health’ framework by using MRAG’s community space and resources to promote and support health and wellbeing in the wider community Consulted with the community to identify current and desired participation levels, in addition to barriers to visitation and critical community needs. The engagement found 38 key findings and focused recommendations on enabling MRAG to effectively engage, service and support the Maitland community into the future Improved accessibility and opportunities for artists with a disability, in partnership with Accessible Arts, by hosting an online webinar focused on improving digital engagement during COVID-19. This webinar attracted 135 participants.

Maitland Library Maitland City Library supported access and inclusion initiatives by offering sensory packs at all library branches, hosting a monthly book club for teenagers with complex communication needs at East Maitland Library (AGOSCI), expanding the digital audio collection for people who have low vision or who are blind as well as offering a Home Library service. Work progressed on the expansion

of the accessibility of Maitland Library’s collection and a collection of books is being provided in open dyslexic font. The collection of these books, as well as several Braille books, will be built on over time. Adult Literacy tutoring is offered by staff that have undertaken volunteer level tutoring training. A story time was introduced in February that was inclusive for children with sensory preferences and sensory processing challenges. This story time has been accessed by 20 children so far. It is hoped that this will encourage further participation in the library environment. An Augmentative and Alternative Communication (AAC) Book Club was trialled with a small number of meetings before COVID-19 restrictions came into effect. The continuation of the AAC Book Club will be further explored next financial year. Pedestrian Access Mobility Plan Council is undertaking a review of the Pedestrian Access Mobility Plan to guide the construction and renewal of footways across the City. The plan will include footpaths, kerb ramps, crossings, visibility, signage, bus stops, tactile floor indicators, lighting, some parking, path of travel auditing and standards. To inform the review, 13 service providers were engaged to provide feedback on the access needs of their organisation, their clients and the community. Information obtained will inform the development of the revised plan.

SYSTEMS AND PROCESSES Access and Inclusion Reference Group The 2019/20 financial year was the first full year of operation for the Access and Inclusion Reference Group (AIRG). The AIRG provided feedback on numerous Council engagements and Public Exhibition periods including the review of the Community Strategic Plan, four year Delivery program, 2020/21 Operational Plan, Local Strategic Planning Statement, Draft Maitland Destination Management Plan and Customer Experience Plan. The group also developed project ideas that will be delivered in collaboration with relevant agencies to meet identified gaps. Play Space Design Council aligned the design of a number of local play spaces throughout 2019/20 following the release of the NSW Government’s Everyone Can Play Guidelines. Works included Willow Drive Park Play Space which received $65,000 in funding through the Everyone Can Play Grant Program. The design of this play space forms a unique character and theme inspired by community members during Annual Report 2019/20

the engagement process. It considers access that meets Australian Standards and the play space has been moved closer to the road to provide improved access to carparking and footpaths, and to improve sightlines for safety. The site will include an accessible picnic table and rubber soft fall access to key play equipment. Events Accessibility information was provided for each flagship event on Council’s website. This includes an accessibility page, which detailed a range of accessibility considerations including the site and surface information, accessible transport options and parking information. Council continued to accept the Companion Card for our ticketed flagship event Bitter & Twisted. All other Flagship events are provided free to the community. Food Network In response to COVID-19, Council began facilitating a Food Assistance Network with all organisations that provide food assistance across the Local Government Area. The network has enabled linkages between network members resulting in services being provided with additional meals for distribution and left-over meals from services being distributed to other providers for distribution. Although many of the organisations successfully adapted their services, their biggest challenge was awareness about the services existing and their continuation. To address this, Council fast tracked the development and launch of a community noticeboard on Council’s website which service providers began actively using. The noticeboard is a single point for service providers and community access information relating to food services and also other essential services such as financial and mental support. The noticeboard has been promoted in a number of inclusive formats including a DL flyer dropped to all Maitland households to ensure the greatest reach. Challenges and Successes in Delivering the DIAP Key successes during 2019/20 included: •

The upcoming DIAP review will be integrated within our Community Strategic Plan and Council’s Delivery Program with work progressed to increase inclusion in the engagement and planning process

•

Council’s new suite of Guiding Principles align with the direction of the DIAP

•

The new Maitland Administration Centre will provide improved access over the current building.

Challenges in delivering the DIAP were: •

COVID-19 delayed the delivery of projects and programs within the DIAP action plan

•

Barriers to address obstruction free kerb ramps and footpaths in relation to street furniture: •

There is a priority for businesses to be operational, which requires flexibility around street furniture to cater for restricted operating environments associated with COVID-9

•

Works may be required on heritage buildings

•

Enforcement with current resources.

Future Activities Future activities to progress the DIAP will include: • Facilitation of the AIRG and identified projects. Projects include improved community understanding of inclusion and improvement of the delineation in the transition between footpath and the roadway where blended kerbs are present • Review and integration of the DIAP into the Community Strategic Plan and Delivery Program • Implementation of planned works for additional accessible amenities at Maitland Aquatic Centre • Implementation of inclusive programs and activities in the Libraries, Gallery, Events and community development areas • Facilitation of the Maitland Community Connection Forum once COVID-19 restrictions have lifted • Finalisation of the EOI process for the storing and facilitation of the Including You tent post COVID-19.

ENVIRONMENTAL UPGRADE AGREEMENTS There were no planning agreements in force during 2019/20.

EQUAL EMPLOYMENT OPPORTUNITY MANAGEMENT PLAN ACTIVITIES OBJECTIVES To ensure Equal Employment Opportunity (EEO) principles are promoted and practiced throughout the organisation. Council aims to achieve this by: • creating a working environment where employees are treated fairly, with dignity and respect • providing a safe work environment for all employees • reviewing all policies and protocols to ensure they are consistent with legislative requirements • ensuring workplace structures, conditions, systems and procedures, foster diversity and provide opportunities for employees to balance work and personal life • promoting awareness of the value of diversity. In addition, the EEO Management Plan supports the delivery of the Workforce Management Plan and Disability Inclusion Action Plan where relevant to EEO.

WORKPLACE EEO IS EVERYONE’S RESPONSIBILITY Everyone has a responsibility to understand, promote and uphold the principles of EEO in the workplace. • Treat each other as you want to be treated • Report any unacceptable behaviours that are in breach of EEO policies and protocols • Display and uphold EEO practices and create a positive culture throughout the workplace • Demonstrate a commitment to EEO and support the objectives set out in the EEO Management Plan • Develop, review and uphold all EEO policies, plans, protocols and training • Ensure new employees are inducted on EEO • Participate in any EEO training provided by Council.

EEO ACTION PLAN To ensure Maitland City Council actively recognise and uphold EEO across the organisation, four focus areas have been identified which include: • Communication and Awareness • Recruitment • Talent Development • Workplace Culture. See next page for Action Plan.

Community Engagement station Annual Report 2019/20

Action 1: Communication and awareness Actions/strategies

Responsible

Timeframe

Examples

Corporate induction is reviewed to ensure new employees understand EEO, what is and isnâ&#x20AC;&#x2122;t acceptable and where to go if they are experiencing or witnessing any unacceptable treatment or behaviour

Human Resources

Completed in December 2018

New employees invited to induction within first month. Induction content reviewed regularly to ensure up to date

Ensure policies related to EEO are regularly reviewed and communicated throughout the organisation to ensure staff awareness

Human Resources and Managers

Ongoing

EAP Protocol updated, Equity, Diversity & Respect Policy reviewed

Regular communication and promotion of equity, diversity and respect principles for example emails and visual aids to enhance awareness

EEO committee

Quarterly

Emails were sent to all staff promoting availability of minutes

Ensure EEO meetings are known to staff, a representative from the management team is present and meeting minutes available via the intranet

EEO committee

Quarterly

Managers were invited to EEO meetings and minutes were placed on noticeboards and the intranet

Promote national theme days to ensure regular communication and awareness

EEO committee

Quarterly

Theme days were celebrated eg Seniors Week, Mental Health Month, R U OK Day, NAIDOC, National Reconciliation Week

ACTION 2: Recruitment Actions/strategies

Responsible

Timeframe

Examples

Review role charter with every vacancy to ensure there are no barriers to employment

Managers and Human Resources

Ongoing

Reviewed each time

Aim to advertise positions on a wide range of forums to reach and attract a broader range of applicants from diverse backgrounds

Human Resources

Ongoing

Advertised on SEEK and via internal email and Outdoor noticeboard

Ensure that staff involved in the selection process are trained in merit based selection

Human Resources

Ongoing

Staff trained in recruitment process

Offer job application support for employees

Human Resources and Managers

Ongoing

Support for employees on a one on one basis is regularly carried out upon request

Carry out probation review meetings and incorporate the opportunity to identify the presence of any issues in relation to EEO matters

Managers

Ongoing

Probation reviews carried out at 6 weeks and 3 months

ACTION 3: Talent development Actions/strategies

Responsible

Timeframe

Examples

Promote the training opportunities and encourage relevant training to create a more skilled workforce and greater opportunity for career progression

Human Resources and Managers

Annually

Study assistance, regulatory training carried out throughout year

Develop and implement strategies to measure and improve, if required, access to development opportunities for EEO groups

EEO committee, Human Resources, Managers

2021

Ensure new and existing EEO Contact Officers receive up to date training, development and education relevant to their role to maintain consistency with legislation and provide a better service to employees

EEO committee, Managers and Human Resources

Completed Review annually

EEO contact officer training was carried out on 3 September 2019 for new and existing officers

Ensure new and existing employees complete updated training in relation to EEO, bullying and harassment

Human Resources

Completed

Carried out at induction

Actions/strategies

Responsible

Timeframe

Examples

Monitor reasons for resignations to ensure they are not due to EEO and harassment issues

Human Resources

Ongoing

Exit questionnaire sent to exiting employees and one-on-one exit interviews offered and held prior to exit

Review staff engagement survey results with regards to EEO

Human Resources

Completed in 2019

Group/departmental results reviewed

Encourage feedback from all staff to create a collaborative and inclusive working environment

Managers, Coordinators and Team Leaders

Ongoing

Staff survey carried out 2019

Review and communicate EEO policy to all employees

Human Resources, Managers

As reviewed

Equity, Diversity & Respect Policy reviewed

Ensure successful implementation of the EEO Management Plan by the EEO committee

EEO Committee, Human Resources, Managers

Ongoing

EEO Management plan is reviewed at each EEO meeting

ACTION 4: Workplace culture

Annual Report 2019/20

EXTERNAL BODIES EXERCISING COUNCIL FUNCTIONS In accordance with Section 377 of the Local Government Act 1993, Maitland City Council delegated the following activities to external bodies: 1. Recreation Advisory Boards The care, control and management of Sporting and Recreation facilities through the following Boards: • Maitland Park Recreation Board • Maitland Sports and Recreation Advisory Board. 2. Community Centres and Halls The care, control and management of the following Community Halls and Centres through management groups: • Bruce Street Community Hall, East Maitland • Rutherford Community Centre (Advisory Board)

5. Walka Water Works The Walka Water Works Reserve Management Committee provides care, control and management of the Walka Water Works Reserve site in accordance with the policies and procedures adopted from time to time by Council in its capacity as the Corporate Trust Manager. The areas falling under the responsibility of the Committee include: • historical sites, buildings and operational areas, including caretakers cottage, museum, café etc • water body, dam wall and related infrastructure such as the settling tank and filter beds etc • picnic areas providing a range of settings within open grassed areas including such facilities as car parking areas, public amenities, picnic areas, playground, gardens and tables and seating • natural areas of bushland covering a portion of the reserve including a trail system

• Morpeth Museum.

• site infrastructure, including internal road system, security, lighting, signage etc

3. The Friends of Maitland City Library

• camping grounds.

The major objectives of the Maitland City Library are: • act in a public relations role through contributing to the organisation of cultural, educational, heritage or leisure activities for the community • act as advocates for the library through encouraging an appreciation of the social, democratic and educational importance of public libraries • raise funds to support specific projects, as requested by the City Librarian • form partnerships with other community organisations to develop the library as a community hub. 4. Maitland Regional Art Gallery Members (MRAGM) The major objectives of the MRAGM are to: • support employees of Maitland Regional Art Gallery (MRAG) in their day to day activities • be ambassadors for MRAG, encouraging others to associate with MRAG by promoting awareness of the gallery and its activities to the community and visitors • raise funds in support of various functions and activities as outlined by the Cultural Director and MRAG employees • provide visitors and supporters opportunity to develop ongoing relationships with the art gallery.

FINANCIAL ASSISTANCE SECTION 356 COMMUNITY GRANTS Applicant

Description of the project

Project cost

Amount provided

Hunter Region Landcare Network

Lochinvar Public School and the local community regeneration of Lochinvar Creek riparian zone (1800m2) on school land

$4,000.00

$2,500.00

Maitland Regional Museum

Science Workshops

$3,040.00

$1,300.00

Thornton Church of Christ

Improvement and upgrading of the Thornton Community Garden

$6,500.00

$5,000.00

Maitland Evangelical Church Incorporated

Street Party community carols event

$3,500.00

$1,500.00

IF Maitland (under Hunter Writers Centre Auspice)

IF Maitland celebration of independent writing and publishing

$7,200.00

$5,000.00

Morpeth Men's Shed Inc

Replacement of old corded tools with cordless or more efficient tools

$5,678.00

$2,000.00

Saint Peter's Anglican Church

Community Christmas Carols event

$20,000.00

$5,000.00

Maitland City Brass Band

New marching drums

$5,000.00

$1,000.00

$15,000.00

$1,000.00

Early Links Inclusion Support Let's Dance! The Get Grooving to Get Moving program Service – Lets Dance Maitland Embroiderers Group Incorporated

Interstate tutor 2 day workshop

$2,000.00

$1,400.00

Australian Museum of Clothing and Textiles

Replace old and outdated storage systems

$3,065.00

$2,565.00

Early Links Inclusion Support Let's Garden! Build a community garden Service – Let's Garden

$5,000.00

$3,500.00

Slow Foods Hunter Valley for School group visits to Phoenix Park Farm Phoenix Park Farm

$10,180.00

$5,000.00

$4,700.00

$3,200.00

$15,000.00

$5,000.00

Hunter Telugu Badi Inc

Vana Bojanalu (Community Environment Day)

Hunter Valley Gemmology Club Inc

Refurbish club

Maitland Physical Culture

Maitland Physical Culture Pre-Schooler Equipment

$1,255.50

$627.75

Early Links Inclusion Support Music Therapy Service – Music Therapy

$5,000.00

$1,500.00

Maitland Neighbourhood Centre

Aboriginal Art Workshops

$7,500.00

$2,500.00

City of Maitland Pipes & Drums

Uniforms and equipment

$2,000.00

Maitland City Brass Band

Uniforms and equipment

$2,000.00

TOTAL

$53,592.75

Annual Report 2019/20

SECTION 356 HIGH ACHIEVERS GRANT - SPORTS Level of support

Name

Sport

Details

Amount

National

Abbey McGregor

Basketball

Southern Cross Challenge U14

$450.00

National

Brayden Le Breton

Futsal

State and National Championships

$450.00

National

Casey Clarke

Judo

2019 National Judo Titles

$450.00

National

Charlee Belcher

Indoor Netball

Indoor Netball Australian Junior Nationals

$450.00

National

Charlotte Harwood

Junior Aerobics

2019 Schoolaerobics National Championships

$112.50

National

Claire Baxter

Junior Aerobics

2019 Schoolaerobics National Championships

$112.50

National

Gabriella Howells

Swimming

2019 Australian All Schools Swimming Championships - Multiclass

$450.00

National

Gemma EllicottWright

Junior Aerobics

2019 Schoolaerobics National Championships

$112.50

National

Grace Rutherford

Junior Aerobics

2019 Schoolaerobics National Championships

$112.50

National

Harrison Davis

BMX NSW

NSW BMX State Team for 2020

$450.00

National

Indyana Ross

Rugby Union

NSW Country Rugby Union side

$450.00

National

Isis Aulsebrook

Junior Aerobics

2019 Schoolaerobics National Championships

$112.50

National

Jack Brewer

Goalball

2019 Australian Goalball Championships

$450.00

National

Josie Dick

Junior Aerobics

2019 Schoolaerobics National Championships

$112.50

National

Kendra Brewer

Goalball

Australian Goalball Championships

$450.00

National

Lachlan Crouch

Rugby League

2019 NSW Rugby League 16s Pathways Competition

$450.00

National

Logan Smith

Indoor Sports

Indoor Cricket National Championships

$450.00

National

Madison Clarke

Judo

2019 National Judo Titles

$450.00

National

Makye Telfer

Softball

U16 Men's State Team Softball Australian Championship

$450.00

National

Marnie Fullerton

Combined Sports

NSW Combined High Schools Sports Association

$450.00

National

Matilda Burns

Basketball NSW

Southern Cross Challenge

$450.00

National

Michael Owen

Softball

Nox Bailey Shield U18 Menâ&#x20AC;&#x2122;s National Fastpitch Championship

$450.00

National

Molly Smith

Goalball

2019 Australian Goalball Championships

$450.00

National

Sienna Burgess

Softball

U16 Womenâ&#x20AC;&#x2122;s Softball Australian Championship

$450.00

National

Svenja Coetsee

Junior Aerobics

2019 Schoolaerobics National Championships

$112.50

National

Taylah-Jane Belcher

Indoor Netball

2019 Indoor Netball Australian Junior Nationals

$450.00

National

Val Wright

Junior Aerobics

2019 Schoolaerobics National Championships

$112.50

National

Zinzan Aumoe

Softball

Selected to represent Australia Diamonds U14

$450.00

National

Mila Wawszkowicz

Basketball NSW

Selected in the NSW Country U16 Girls team to compete in the Australian U16 Basketballs Championships in Darwin 6-13 July 2019.

$450.00

National

Thomas Forbes

Hockey NSW

Selected to represent NSW at the U18 National Hockey Championships in Hobart from 9th April to 17 April 2019

$262.50

National

Joshua Magann

Hockey NSW

Selected to represent NSW at the U18 National Hockey Championships in Hobart from 9th April to 17 April 2019

$262.50

Level of support

Name

Sport

Details

Amount

Lachlan Sandy

2019 Hancock Australian Swimming Championships

Selected to compete in the 2019 Hancock Prospecting Australian Age Swimming Championship in Adelaide 15 - 22 April.

$450.00

International Amber Robertson

Futsal

Australian National Futsal Youth Team

$750.00

International Casey Clarke

Jiu Jitsu

2019 Pan Pacific IBJJF Jiu Jitsu International Championships

$750.00

International Gabriella Howells

Swimming

2019 INAS Global Games

$750.00

International Hayden Hackney

Rugby League

U16s High Achievers Rugby League Squad

$750.00

International Kurt Livens

Highland Games

Oceanic Championship

$750.00

International Lucius Cable

Futsal

Australian 15 Years Futsal Team Tournament Championships

$750.00

International Madison Clarke

Jiu Jitsu

2019 Pan Pacific Jiu Jitsu International Championships

$750.00

International Marc Grayson

Mixed Martial Arts

GAMMA World Championships for MMA

$750.00

International Molly Smith

Goalball

2019 IBSA Goalball Youth World Championships

$750.00

International Noah Matoka

Futsal

Australian 17 Boys Futsal Team

$750.00

International Harrison Davis

BMX Australia

2019 BMX World Championships

$750.00

UN Youth Australia

Middle eastern Experience

$750.00

Futsal

National Futsal Championship and 2019 International Tournament

$750.00

National

International

Kupakwashe Matangira

International James Dalziel TOTAL

$21,075.00

SECTION 356 HIGH ACHIEVERS GRANT - ARTS Level of support

Name

Art

Details

Amount

National

Phoebe Matthews

Symphonist

Australian Youth Orchestra Young Symphonists Program

$450.00

TOTAL

$450.00

Annual Report 2019/20

SECTION 356 COMMEMORATIVE AND RECOGNISED DAYS GRANT Applicant

Description of the project

Morpeth ANZAC Day Committee Morpeth ANZAC Day Commemoration Maitland RSL Sub Branch

Remembrance Day - organisation and running of 101st Memorial Service

Morpeth ANZAC Day Committee Morpeth Anzac Day Commemoration

Project cost

Amount provided

$3,000.00

$1,500.00

$2,500.00

$6,222.50

$1,500.00 ($1,000.00 from discretionary fund)

Maitland RSL Sub Branch

Anzac Day Memorial Service

$6,000

$2,000.00

East Maitland RSL Sub Branch

Anzac Day Commemorative Services

$1,715

$1,715.00

The National Trust of Australian (NSW) - Friends of Grossmann House

Reconciliation NSW Schools Challenge - NAIDOC Week at Brough House

$3,828

$545.00

Mindaribba Local Aboriginal Land Council

NAIDOC Family Fun & Coquun Touch Football Day

$23,000

$2,000.00

Volunteers for Palliative Care Inc.

Volunteers for Palliative Care Inc - volunteer recognition

$2,000

$275.00

Beavis Hire

Chair hire for Remembrance day- one off payment to accommodate for new change in process

TOTAL

$600

$12,635.00

GOVERNMENT INFORMATION PUBLIC ACCESS (GIPA) 1. REVIEW OF PROACTIVE RELEASE PROGRAM - CLAUSE 7 (A) Under section 7 of the Government Information Public Access Act 2009 (GIPA), agencies must review their programs for the release of government information to identify the kinds of information that can be made publicly available. This review must be undertaken at least once every 12 months. Council’s program for the proactive release of information involves constant review of frequently requested information to determine whether it would be in the public interest to make the information publicly available on Council’s website or via any other means. During the reporting period, we reviewed and identified the types of access applications received during the 12 months to identify which applications could be included in Council’s Disclosure Log and make available to other interested parties and/or proactively release on Council’s website. Other than access requests relating to individual’s personal information or private matters, 40 percent of requests received by Council were requests to view archived development application files and associated consents and plans, these are pre- July 2010 and therefore require an access application.

2. NUMBER OF ACCESS APPLICATIONS RECEIVED - CLAUSE 7 (B) During the reporting period, Council received a total of 33 formal access applications (including withdrawn applications but not invalid applications).

3. NUMBER OF REFUSED APPLICATIONS FOR SCHEDULE 1 INFORMATION - CLAUSE 7 (C) During the reporting period, Council refused a total of two formal access applications.

4. STATISTICAL INFORMATION ABOUT ACCESS APPLICATIONS - CLAUSE 7 (D) AND SCHEDULE 2 Table A: Number of applications by type of applicant and outcome*

Access Access granted granted in full in part

Applicant type / outcome

Access Information Refuse to Information refused already deal with not held in full available application

Refuse to confirm/ deny whether information is held

Application withdrawn

Media

Members of Parliament

Private sector business

Not for profit organisations or community groups

Members of the public (application by legal representative)

Members of the public (other)

TOTAL 15 15 1 0 0 2 0 1 *More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

Table B: Number of Applications by Type of Application and Outcome

Applicant type / outcome

Access granted in full

Refuse to confirm/ Access Access Information Refuse to Information deny Application granted refused already deal with not held whether withdrawn in part in full available application information is held

Personal information applications*

Access applications (other than personal information applications)

Access applications that are partly personal information applications and partly other TOTAL

15 15 1 0 0 2 0 1 *A personal information application is an access application for personal information (as defined in Clause 4 of Schedule 4 of the Act) about the applicant (the applicant being an individual).

Annual Report 2019/20

Table C: Invalid Applications Number of applications

Reason for invalidity

Number of occasions when application not successful

Reason

Application does not comply with formal requirements (section 41 of the Act)

Individual rights, judicial processes and natural justice

Application is for excluded information of the agency (section 43 of the Act)

Business interests of agencies and other persons

Application contravenes restraint order (section 110 of the Act)

Environment, culture, economy and general matters

Total number of invalid applications received

Secrecy provisions

Invalid applications that subsequently became valid applications

Exempt documents under interstate Freedom of Information legislation

TOTAL

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 of the Act Consideration

Number of times consideration used

TOTAL

Table F: Timeliness Number of applications

Reason Decided within the statutory timeframe (20 days plus any extensions)

Decided after 35 days (by agreement with applicant)

Not decided within time (deemed refusal)

Overriding secrecy laws

Cabinet information

Executive Council information

Contempt

Legal professional privilege

Excluded information

Type of review

Decision varied

Decision upheld

Documents affecting law enforcement and public safety

Internal review

Transport safety

Review by Information Commissioner*

Adoption

Care and protection of children

Ministerial code of conduct

Internal review following recommendation under section 93 of Act

Aboriginal and environmental heritage

Review by ADT

TOTAL

TOTAL 0 *More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

Table E: Other public interest considerations against disclosure: matters listed in table to section 14 of the Act Reason

TOTAL

Table G: Number of applications reviewed under Part 5 of the Act

*The Information Commissioner does not have the authority to vary decisions, but can make recommendation to the original decision maker. Table H: Applications for review under Part 5 of the Act Type of applicant

Number of occasions when application not successful

Responsible and effective government

Law enforcement and security

Total

Number of applications for review

Applications by access applicants

Applications by persons to whom information the subject of access application relates (see section 54 of the Act)

TOTAL

Table I: Applications transferred to other agencies Number of applications for review

Type of applicant Agency-initiated transfers

Applicant-initiated transfers

TOTAL

LEGAL EXPENSES Legal proceedings undertaken during 2019/20 comprised: Item

Status

Debt Recovery

Completed

2019/20 $271,722

In accordance with the Act, Council’s ‘Public Interest Disclosure – Internal Reporting Policy’ established guidelines for the reporting and management of Protected Disclosures. For the reporting period ending 30 June 2020, Maitland City Council received no protected disclosures.

RATES AND CHARGES WRITTEN OFF Rates and charges written off (including rates reduced or waived for pensioners) during the 2019/20 period comprised: Rate of Charge

Industrial Relations

Completed

$12,000

Pensioner abandonments

Planning & Environment

Ongoing

$74,330

Other abandonments

Property Matters

Ongoing

$14,562

Sub total

Other

Completed

$20,265

Less: Pensioner rate subsidies

TOTAL

$392,879

OVERSEAS VISITS

2019/20 $1,289,500 $0 $1,289,500 $(729,661)

Net Rates and Charges Written Off

$559,839

RECOVERY AND THREAT ABATEMENT PLANS

There were no overseas visits undertaken in 2019/20 by Councillors, council staff or other persons representing Maitland City Council.

There were no recovery and threat abatement plans in place during 2019/20.

PLANNING AGREEMENTS IN FORCE

SENIOR STAFF REMUNERATION

There was one planning agreement in force during 2019/20 namely: Voluntary Planning Agreement with Signature Gardens for the provision of facilities at Rutherford, which has been completed.

Council employed four senior staff as Group Managers and the General Manager as at 30 June 2020. The total amount of money payable in respect to the employment of all senior staff during 2019/20 was $1,425,170 - being the General Manager remuneration package of $450,326 and Group Manager remuneration packages (total) of $974,844. The packages include money payable for salary, the provision of fringe benefits and all other costs associated with their employment. Contract employment conditions for senior staff are in accordance with the Local Government Act 1993, Section 338.

PRIVACY & PERSONAL INFORMATION PROTECTION On 28 June 2016 Council adopted and implemented a revised Privacy Management Plan. Council employees are active members of the Local Government Professionals Association Governance Network and the NSW Right to Information/Privacy Practitioners Network which focuses on governance issues, including privacy, within Local Government.

PUBLIC INTEREST DISCLOSURES Council is committed to the objectives of the Public Interest Disclosures Act 1994 (the Act) and encourages the disclosure of any instances of corrupt conduct, maladministration, serious and substantial waste and government information contravention.

Annual Report 2019/20

SPECIAL RATE VARIATION ACTIVITIES The 2019/20 financial year is the sixth of Council’s seven year special rate variation, approved by the Independent Pricing and Regulatory Tribunal (IPART) in June 2014. Under the approval, Council’s total rates revenue will be increased by 7.25% each year for seven years and ensure the organisation is able to financially sustain service delivery to a growing community. Under the approval, average residential urban rates increased by $95 in 2019/20. Council will use generated funds to enhance services in key areas of community priority and continue to maintain existing services to a fast growing population. Additional funds have been spent on road reconstruction and resurfacing, place activation, sporting facilities, bus shelters, youth spaces and access to the Hunter River over the past six years.

Morpeth and Robins Oval Grandstand amenities. These works either commenced during the 2019/20 year and remained under construction or were approved awaiting works to commence. All these activities were included in the balance of estimates 2019/20. During the year community buildings were enhanced, including restoration of the Clock tower at the Maitland Town Hall. Our recreational facilities also benefited including floodlights at Beryl Humble Sports Complex, improvements to the Aquatic Centre and the completion of the Cessnock Road Cycleway. Road works, including road reconstructions, were delivered at Glenwood Drive Thornton, Gillies Street Telarah, Government Road Thornton, Woodberry Road Woodberry and Weblands Street Rutherford. A key condition of IPART’s approval is providing information to the community outlining how funds have been spent. This will be undertaken in a variety of ways, including this Annual Report.

A number of major works are planned for completion during the 2020/21 year, including widening of Glenarvon Road Lorn, skate facilities at Woodberry, river access at

2019/20 Special rate variation income and expenditure Category

Brought forward

Total available 2019/20

Allocation 2019/20

Actual expenditure 2019/20

Balance 2019/20

Road reconstruction & resurfacing

487,018

1,567,780

2,054,798

1,310,438

744,360

Bus shelter improvements

129,463

1,768,179

384,974

2,153,153

672,593

1,480,560

57,002

372,220

429,222

192,747

236,475

100,000

65,325

34,675

Recreation cycleways

719,000

160,000

879,000

725,418

153,582

Sporting facilities

471,092

275,026

746,118

598,976

147,142

Youth spaces

470,612

40,980

429,632

River access

556,291

300,000

856,291

24,736

2,901

21,835

162,001

140,000

302,001

200,589

101,412

4,845,394

3,300,000

8,145,394

3,939,430

4,205,964

Community buildings Footpath construction Linemarking

Environmental initiatives Place activation TOTAL

STORMWATER MANAGEMENT SERVICES Council introduced an annual charge for stormwater management services during 2006/07. The proposed works and actual income and expenditure for 2019/20 were as follows: As proposed in Operational Plan 2019/20

Actual income received 2019/20

Carry over from 2019/20

Total income available 2019/20

Actual expenditure 2019/20

Conduits & Culverts

$150,000

$138,598

$302,106

Pits & Headwalls

$233,000

$215,290

$209,840

Maitland City Council Flood Gates

$120,000

$110,879

$17,976

Detention Basins

$100,000

$92,399

$199,589

Gross Pollutant Traps / Trash

$250,000

$230,998

$228,246

Natural Creeks

Constructed Wetlands

$853,000

$788,164

$957,757

Urban Drainage Structures Modifications

Capital Works Total

$853,000

$788,164

$957,757

Urban drainage works type MAINTENANCE WORKS

Maintenance Works Total CAPITAL WORKS

GRAND TOTAL

Variation in Income Proposed stormwater management charges for 2019/20 were prepared in the initial stages of the budgeting process which were later revised. Hence the reason for variation between the proposed charges and the actual income received in 2019/20. Variation in Expenditure In 2019/20 an amount of $957,757 was expended.

SWIMMING POOL INSPECTIONS Swimming pool regulations

Number of inspections 2019/20

Inspections of tourist and visitor accommodation

Inspections of premises on which there are more than two dwellings

Resulted in council issuing: A certificate of compliance under section 22D of the Swimming Pool Act 1992

126

A certificate of non-compliance under clause 21 of the Swimming Pools Regulation 2008

WORKS ON PRIVATE LAND During 2019/20 no private works were undertaken requiring a resolution under Section 67 of the Local Government Act 1993.

Annual Report 2019/20

SECTION FIVE

FINANCIAL STATEMENTS

Council’s audited financial statements for the year ended 30 June 2020 were prepared in accordance with the requirements of Section 413 of the Local Government Act 1993 and audited by Council’s auditors, Audit Office of New South Wales. A full copy is available at maitland.nsw.gov.au Copies of the following relevant reports, extracted from the full statements, are provided: • Income statement • Statement of comprehensive income • Statement of financial position • Statement of changes in equity • Statement of cash flows • Note 22 Material budget variations • Auditors’ reports.

Rutherford Library

The net operating result for the year is a deficit of $68.4 million compared to a surplus of $40.0 million for the previous year. The operating result has largely been impacted by: • rate increase of 7.25% for the year, in line with the approved Special Rate Variation • increase in capital grants of $4.5 million largely due to the construction of the Maitland Regional Athletics Centre • increase in non cash dedications of $12.6 million. Annual Report 2019/20

Maitland City Council Income Statement for the year ended 30 June 2020 Original unaudited budget 2020 $'000

Notes

Actual 2020 $'000

Actual 2019 $'000

Income from continuing operations 83,973 8,259 4,631 1,986 10,034 17,814 692 127,389

38,673 2,050 34,778 21,255 10,520 -

Revenue:

Rates and annual charges User charges and fees Interest and investment revenue Other revenues Grants and contributions provided for operating purposes Grants and contributions provided for capital purposes

Other Income:

Rental Income

3a 3b 4 3c 3d,e 3d,e 13

Total income from continuing operations Expenses from continuing operations Employee benefits and on-costs Borrowing costs Materials and contracts Depreciation and amortisation Other expenses Net loss from the disposal of assets Net share of interests in joint ventures and associates using the equity method

85,704 9,438 3,281 2,390 10,750 63,412 626

79,344 8,561 4,685 3,286 10,445 46,008 -

175,601

152,329

5a 5b 5c 5d 5e 6

38,885 1,642 29,134 23,705 10,810 2,942

37,002 1,618 33,599 22,088 11,931 5,991

107,276

Total expenses from continuing operations

107,162

112,285

20,113

Operating result from continuing operations

68,439

40,044

20,113

Net operating result for the year

68,439

40,044

20,113 -

Attributable to: - Council - Non-controlling interests

68,439 -

40,044 -

5,027

(5,964)

2,299

Net operating result for the year before grants and contributions provided for capital purposes

The above Income statement should be read in conjunction with the accompanying notes. Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities , AASB 15 Revenue from Contracts with Customers and AASB 16 Leases . The comparative information has been prepared under AASB 111 Construction Contracts , AASB 118 Revenue , AASB 1004 Contributions , AABS 117 Leases and related Accounting Interpretations.

Maitland City Council Statement of Comprehensive Income for the year ended 30 June 2020

Notes Net operating result for the year - from income statement

2020 $'000

2019 $'000

68,439

40,044

Amounts which will not be reclassified subsequently to operating result Gain (loss) on revaluation of infrastructure, property, plant and equipment

42,978

45,662

Total other comprehensive income for the year

42,978

45,662

Total comprehensive income for the year

111,417

85,706

Attributable to

111,417 -

85,706 -

Other comprehensive income

- Council - Non-controlling interests

The above Statement of comprehensive income should be read in conjunction with the accompanying notes.

Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities , AASB 15 Revenue from Contracts with Customers and AASB 16 Leases . The comparative information has been prepared under AASB 111 Construction Contracts , AASB 118 Revenue , AASB 1004 Contributions , AABS 117 Leases and related Accounting Interpretations.

Annual Report 2019/20

Maitland City Council Statement of Financial Position as at 30 June 2020 2020 $'000

2019 $'000

19,898 115,471 11,332 467

18,254 107,359 7,221 397

147,168

133,231

37,624 1,209,115 531 879 532

30,613 1,110,777 619 575

Total non-current assets

1,248,681

1,142,584

Total assets

1,395,849

1,275,815

13,447 326 349 6,888 14,215

10,954 6,305 13,606

35,225

30,865

538 43,589 13,620

39,747 13,077

Total non-current liabilities

57,747

52,824

Total liabilities

92,972

83,689

1,302,877

1,192,126

937,751 365,126 1,302,877 -

869,978 322,148 1,192,126 -

1,302,877

1,192,126

ASSETS Current assets Cash and cash equivalents Investments Receivables Inventories

Notes

7a 7b 8 9

Total current assets Non-current assets Investments Infrastructure, property, plant and equipment Intangible assets Right of use assets Investments accounted for using equity method

LIABILITIES Current liabilities Payables Contract liabilities Lease liabilities Borrowings Provisions

7b 10 11 13 18

14 12 13 14 15

Total current liabilities Non-current liabilities Lease liabilities Borrowings Provisions

13 14 15

Net assets EQUITY Accumulated surplus Revaluations reserves Other reserves Council interest Non-controlling equity interest Total equity

The above Statement of Financial Position should be read in conjunction with the accompanying notes. Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities, AASB 15 Revenue from Contracts with Customers and AASB 16 Leases . The comparative information been prepared under AASB 111 Construction Contracts , AASB 118 Revenue , AASB 1004 Contributions , AABS 117 Leases and related Accounting Interpretations.

Annual Report 2019/20

365,126

Other reserves

1,302,877

111,417

42,978

68,439

1,191,460

(666)

1,192,126

Council equity interest

Noncontrolling interest Total Equity

1,302,877

111,417

42,978

68,439

1,191,460

(666)

1,192,126

from Contracts with Customers and AASB 16 Leases . The comparative information has been prepared under AASB 111 Construction Contracts , AASB 118 Revenue , AASB 1004 Contributions , AABS 117 Leases and related Accounting Interpretations.

Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities , AASB 15 Revenue

The above Statement of changes in equity should be read in conjunction with the accompanying notes.

937,751

Transfers between equity items

Closing balance

42,978

68,439

Total comprehensive income

42,978

Other comprehensive income Gain (loss) on revaluation of infrastructure, property, plant and equipment

322,148

68,439

869,312

(666)

869,978

IPP&E revaluation reserve

Net operating result for the year

Restated opening balance

Changes due to AASB 16 adoption (note 16)

Changes due to AASB 1058 and AASB 15 adoption (note 16)

Opening balance

Accumulated surplus

2020 $'000

Statement of Changes in Equity for the year ended 30 June 2020

Maitland City Council

869,978

50,044

40,044

829,934

Accumulated surplus

322,148

45,662

276,486

IPP&E revaluation reserve

Other reserves

2019 $'000

1,192,126

85,706

45,662

40,044

1,106,420

Council equity interest

Noncontrolling interest

1,192,126

85,706

45,662

40,044

1,106,420

Total Equity

Maitland City Council Statement of Cash Flows for the year ended 30 June 2020 Original unaudited budget 2020 $'000

Notes

Actual 2020 $'000

Actual 2019 $'000

Cash flows from operating activities Receipts:

83,784 8,254 4,610 27,802 2,773

Rates and annual charges User charges and fees Investment revenue and interest Grants and contributions Other Payments:

38,674 32,854 1,697 10,520 43,478

Employee benefits and on-costs Materials and contracts Borrowing costs Other Net cash provided by (or used in) operating activities

17(b)

86,432 8,339 2,945 34,082 3,208

79,100 9,327 4,909 29,979 2,933

37,982 27,796 1,640 11,478 56,110

36,089 30,348 1,677 12,725 45,409

132,647 477

98,445 -

147,770 43,814 (58,460)

99,800 34,954 (36,309)

10,841

6,800

Cash flows from investing activities Receipts:

1,313 -

Sale of investments Sale of infrastructure, property, plant and equipment Payments:

63,440 (62,127)

Purchase of investments Purchase of infrastructure, property, plant and equipment Net cash provided by (or used in) investing activities Cash flow from financing activities Receipts:

25,060

Proceeds from borrowings and advances Payments:

6,411 18,649

Repayment of borrowings and advances Lease liabilities (principal repayments) Net cash provided by (or used in) financing activities

6,416 431 3,994

5,761 1,039

Net increase/(decrease) in cash and cash equivalents Cash and cash equivalents at beginning of reporting period Cash and cash equivalents at end of reporting period

1,644

10,139

18,254

8,115

19,898

18,254

18,254 18,254

17(a)

The above Cash flow statement should be read in conjunction with the accompanying notes. Council has not restated comparatives when initially applying AASB 1058 Income of Not-for-Profit Entities , AASB 15 Revenue from Contracts with Customers and AASB 16 Leases . The comparative information has been prepared under AASB 111 Construction Contracts , AASB 118 Revenue , AASB 1004 Contributions , AABS 117 Leases and related Accounting Interpretations.

Maitland City Council Notes to the financial statements 30 June 2020

Note 22

Material budget variations

Council's original budget was adopted by the Council on 9 June 2019 and is not required to be audited. The original projections on which the budget was based have been affected by a number of factors. These include State and Federal Government decisions including new grant programs, changing economic activity, the weather, and by decisions made by the Council. While these general purpose financial statements include the original budget adopted by Council, the Local Government Act requires Council to review its financial budget on a quarterly basis so it is able to manage the variation between actuals and budget that invariably occur during the year. Material variations of more than 10% between original budget and actual results are explained below: Revenues 1. User Fees and Charges & Other Revenues Actual amounts of User Fees and Charges & Other Revenues were below budget by $1,179K (14.2%) and $404K (20.3%) respectively. The variations are due to the impact of COVID 19 over the last 6 months of the financial year. 2. Interest Actual other revenues received were below budget by $1,350K (29.1%). Council's return on investment was below expectations due to the reduction in market rates over this period. 3. Grants and contributions provided for capital purposes Actual capital grants and contributions received were over budget by $45.6M (256%). Non cash dedications were received for infrastructure ($38.8M) that were not budgeted as they could not be reliability estimated. Capital grants also received for the regional sports facility ($5.3M). Expenses 1. Borrowing Costs Borrowing costs were under budget by $408K (19.9%). This was the result of deferring the draw down of borrowing coupled with the lower rates on the new loan drawn down during the year. 2. Materials and Contracts Materials and contracts were under budget by $5.6M (16.2%). During the year Council deferred an number of activities due to COVID 19 and this impacted the level of expenditure on materials and contracts including cancellation of events and closure of Council services. 3. Depreciation and Amortisation Depreciation and amortisation were over budget by $2.5M (11.5%). Council took control of Crown assets as a result of the Crown Reserves Management Act amendments where certain Crown assets were vested in Council. This resulted in an addition depreciation expense of $1M which was not in the original budget. 4. Net Loss from the disposal of assets Council showed a total loss on the disposal of assets in 2019/20 of $2.9M. This included a profit of $591K resulting from excellent trade-in prices being received on a number of items of plant and equipment. These gains were offset, however, by losses of $3.5M from the disposal of roads, footpaths and drainage, resulting from removing and replacing existing roads, footpaths and drainage in the asset ledger as rehabilitation works are performed. Budgets were not made for any of these items as they could not be reliably estimated. Annual Report 2019/20

101

INDEPENDENT AUDITOR’S REPORT Special Schedule - Permissible income for general rates Maitland City Council

To the Councillors of Maitland City Council

Opinion I have audited the accompanying Special Schedule – Permissible income for general rates (the Schedule) of Maitland City Council (the Council) for the year ending 30 June 2021. In my opinion, the Schedule is prepared, in all material respects in accordance with the requirements of the Local Government Code of Accounting Practice and Financial Reporting – update number 28 (LG Code), and is in accordance with the books and records of the Council. My opinion should be read in conjunction with the rest of this report.

Basis for Opinion I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Schedule’ section of my report. I am independent of the Council in accordance with the requirements of the: • •

Australian Auditing Standards Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants (including Independence Standards)’ (APES 110).

I have fulfilled my other ethical responsibilities in accordance with APES 110. Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by: • • •

providing that only Parliament, and not the executive government, can remove an Auditor-General mandating the Auditor-General as auditor of councils precluding the Auditor-General from providing non-audit services.

I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Emphasis of Matter - Basis of Accounting Without modifying my opinion, I draw attention to the special purpose framework used to prepare the Schedule. The Schedule has been prepared for the purpose of fulfilling the Council’s reporting obligations under the LG Code. As a result, the Schedule may not be suitable for another purpose.

Other Information The Council’s annual report for the year ended 30 June 2020 includes other information in addition to the Schedule and my Independent Auditor’s Report thereon. The Councillors are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprise the general purpose financial statements, special purpose financial statements and Special Schedule ‘Report on infrastructure assets as at 30 June 2020. My opinion on the Schedule does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information. However, as required by the Local Government Act 1993, I have separately expressed an opinion on the general purpose financial statements and the special purpose financial statements. In connection with my audit of the Schedule, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the Schedule or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude there is a material misstatement of the other information, I must report that fact. I have nothing to report in this regard.

The Councillors’ Responsibilities for the Schedule The Councillors are responsible for the preparation of the Schedule in accordance with the LG Code. The Councillors’ responsibility also includes such internal control as the Councillors determine is necessary to enable the preparation of the Schedule that is free from material misstatement, whether due to fraud or error. In preparing the Schedule, the Councillors are responsible for assessing the Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting.

Auditor’s Responsibilities for the Audit of the Schedule My objectives are to: • •

obtain reasonable assurance whether the Schedule as a whole is free from material misstatement, whether due to fraud or error issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the Schedule. A description of my responsibilities for the audit of the Schedule is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar8.pdf. The description forms part of my auditor’s report.

Annual Report 2019/20

103

The scope of my audit does not include, nor provide assurance: • • •

that the Council carried out its activities effectively, efficiently and economically about the security and controls over the electronic publication of the audited Schedule on any website where it may be presented about any other information which may have been hyperlinked to/from the Schedule.

• Page 60

Furqan Yousuf Delegate of the Auditor-General for New South Wales 11 November 2020 SYDNEY

Cr Loretta Baker Mayor Maitland City Council PO Box 220 Maitland NSW 2320

Contact:

Furqan Yousuf

Phone no:

02 9275 7470

Our ref:

D2026215/1758

11 November 2020 Dear Cr Baker

Report on the Conduct of the Audit for the year ended 30 June 2020 Maitland City Council I have audited the general purpose financial statements (GPFS) of the Maitland City Council (the Council) for the year ended 30 June 2020 as required by section 415 of the Local Government Act 1993 (the Act). I expressed an unmodified opinion on the Councilâ&#x20AC;&#x2122;s GPFS. This Report on the Conduct of the Audit (the Report) for the Council for the year ended 30 June 2020 is issued in accordance with section 417 of the Act. This Report should be read in conjunction with my audit opinion on the GPFS issued under section 417(2) of the Act.

INCOME STATEMENT Operating result 2020

2019

Variance

Rates and annual charges revenue

85.7

79.3

8.1

Grants and contributions revenue

74.2

56.5

31.3

Operating result from continuing operations

68.4

40.0

71.0

5.0

(6.0)

183.3

Net operating result before capital grants and contributions

Annual Report 2019/20

105

Rates and annual charges revenue increased by $6.4 million (8.1 per cent) to $85.7 million in 2019–20. The movement is mainly attributable to the Council’s approved special rate variation of 7.25 per cent. Grants and contributions revenue increased by $17.7 million (31.3 per cent) to $74.2 million in 2019–20. The movement was mainly attributable to increase in revenue from Maitland Regional Athletic Track capital grant of $4.0 million and revenue from dedicated assets by $13.1 million. Council’s net operating result from continuing operations was a surplus of $68.4 million, which was $28.4 million higher than the 2018–19 net operating result from continuing operations. The increased net operating result was mainly due to the increase in revenue from rates and annual charges and grants and contributions, as explained above. Council’s net operating result before capital grants and contributions was a surplus of $5.0 million, which was $11.0 million higher than the 2018–19 net operating result before capital grants and contributions. The movement is mainly attributable to the increase in revenue from rates and annual charges and the decrease in materials and contracts expenditure by $5.3 million relating to a significant one-off state project completed in 2018-19.

STATEMENT OF CASH FLOWS

•

The Council’s cash and cash equivalents was $19.9 million at 30 June 2020 ($18.3 million for the year ended 30 June 2019). There was a net increase in cash and cash equivalents of $1.6 million at 30 June 2020. Net cash inflows from the operating activities increased by $10.7 million mainly due to increase in cash received from rates levied during the year. Net cash outflows from the investing activities increased by $22.2 million mainly due to an increase in the purchase of investment securities and additions to infrastructure, property, plant and equipment. Net cash inflows from financing activities increased by $2.9 million mainly due to increase in proceeds from borrowings.

Net cash flows for the year

60 40 $ million

•

20 0 (20) (40) (60) (80)

(100)

2018

Operating activities

2019 Year ended 30 June Investing activities

2020

Financing activities

FINANCIAL POSITION Cash and investments Cash and investments

2020

2019

External restrictions

93.3

85.5

Internal restrictions

70.7

63.4

9.0

7.3

Unrestricted

Commentary

•

Externally restricted cash and investments are restricted in their use by externally imposed requirements. Council’s externally restricted cash and investments have increased by $7.8 million primarily due to an increase in available cash balance relating to the developer contributions.

•

Internally restricted cash and investments have been restricted in their use by resolution or policy of Council to reflect identified programs of works and any forward plans identified by Council. The increase in the internal restrictions of $7.3 million is mainly due to increase in cash balance relating to the Carry over works by $3.0 million and Transfer station construction by $2.3 million.

•

Unrestricted cash balance of $9.0 million at 30 June 2020 is available to provide liquidity for dayto-day operations of the Council.

Cash and investments

Debt The Council has $50.4 million of borrowings as at 30 June 2020 (2019: $46.1 million) The Council has an accumulated drawdown facility limit of $2.1 million as at 30 June 2020 (2019: $0.1 million). As at 30 June 2020, $2.1 million of the total facility remains unutilised.

PERFORMANCE Performance measures The following section provides an overview of the Council’s performance against the performance measures and performance benchmarks set by the Office of Local Government (OLG) within the Department of Planning, Industry and Environment. Operating performance ratio

The Council’s operating performance ratio of 7.14 per cent is above the industry benchmark of zero per cent. The operating performance ratio has increased from prior year mainly due to increase in operating revenue and decrease in Council’s operating expenses.

Operating performance ratio

8 7 6 Ratio (%)

The ‘operating performance ratio’ measures how well council contained operating expenditure within operating revenue (excluding capital grants and contributions, fair value adjustments, and reversal of revaluation decrements). The benchmark set by OLG is greater than zero per cent.

5 4 3 2 1 0

2018

2019

2020

Year ended 30 June Operating performance ratio OLG benchmark > 0%

Annual Report 2019/20

107

Own source operating revenue ratio

The Council’s own source operating revenue ratio of 57.77 per cent is below the industry benchmark of 60 per cent. This indicates that the Council’s operations relies on operating grants and contributions.

Own source operating revenue ratio

62 Ratio (%)

The ‘own source operating revenue ratio’ measures council’s fiscal flexibility and the degree to which it relies on external funding sources such as operating grants and contributions. The benchmark set by OLG is greater than 60 per cent.

60 58 56 54 52

2018

2019

2020

Year ended 30 June

The Council’s own source revenue ratio has declined from the prior year mainly due to increase in revenue from capital grants and contributions in 2019-20.

Own source operating revenue ratio OLG benchmark > 60%

Unrestricted current ratio

The Council’s liquidity ratio of 3.64 is above the industry benchmark minimum of greater than 1.5 times. This indicates that the Council has sufficient liquidity to meet its current liabilities as they fall due. The Council’s unrestricted current ratio has remained steady over the past two years.

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

Unrestricted current ratio

Ratio (x)

The ‘unrestricted current ratio’ is specific to local government and represents council’s ability to meet its short-term obligations as they fall due. The benchmark set by OLG is greater than 1.5 times.

2018

2019 Year ended 30 June Unrestricted current ratio OLG benchmark > 1.5x

2020

Debt service cover ratio

The Council’s debt service cover ratio of 3.93 times is above the industry benchmark of greater than 2 times. The Council’s debt service cover ratio has increased from the prior year mainly due to an improved operating result compared to 2019-20.

5 4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

Debt service cover ratio

Ratio (x)

The ‘debt service cover ratio’ measures the operating cash to service debt including interest, principal and lease payments. The benchmark set by OLG is greater than two times.

2018

2019 Year ended 30 June

2020

Debt service cover ratio OLG benchmark > 2x

Rates and annual charges outstanding percentage

The Council’s rates and annual charges outstanding percentage of 5.29 per cent is within the benchmark of less than 10 per cent for regional councils. This indicates that the collection procedures of the Council operated effectively to collect more than 90 per cent of the rates and annual charges revenue within the receivable due dates.

Rates and annual charges outstanding percentage

10 Ratio (%)

The ‘rates and annual charges outstanding percentage’ assesses the impact of uncollected rates and annual charges on council’s liquidity and the adequacy of debt recovery efforts. The benchmark set by OLG is less than 10 per cent for regional councils.

8 6 4 2 0

2018

2019 Year ended 30 June

2020

Rates and annual charges outstanding percentage OLG benchmark < 10%

The 2019-20 ratio deteriorated from prior year due to increase in rates and annual charges receivable as a result of the Covid-19 pandemic.

Annual Report 2019/20

109

Cash expense cover ratio

The Council’s cash expense cover ratio was 18.61 months, which is above the industry benchmark of greater than 3 months. This indicates that the Council had the capacity to cover 18.61 months of operating cash expenditure without additional cash inflows at 30 June 2020.

20 Ratio (months)

This liquidity ratio indicates the number of months the council can continue paying for its immediate expenses without additional cash inflow. The benchmark set by OLG is greater than three months.

Cash expense cover ratio

15 10 5 0

The cash and expense cover ratio increased compared with prior year due to an increased cash and term deposits balance at 30 June 2020.

2018

2019

2020

Year ended 30 June Cash expense cover ratio OLG benchmark > 3 months

Infrastructure, property, plant and equipment renewals The Council has renewed $18.1 million of assets in 2019-20 financial year (30 June 2019: $18.1 million).

OTHER MATTERS Impact of new accounting standards AASB 15 ‘Revenue from Contracts with Customers’ and AASB 1058 ‘Income for Not-for-Profit Entities’ The Council adopted the new accounting standards AASB 15 ‘Contracts with Customers’ and AASB 1058 ‘Income of Not-for-Profit Entities’ (collectively referred to as the Revenue Standards) for the first time in their 2019–20 financial statements. AASB 15 introduces a new approach to recognising revenue based on the principle that revenue is recognised when control of a good or service transfers to a customer. AASB 15 impacts the timing and amount of revenue recorded in a councils’ financial statements, particularly for grant revenue. AASB 15 also increases the amount of disclosures required. AASB 1058 prescribes how not-for-profit entities account for transactions conducted on non-commercial terms and the receipt of volunteer services. AASB 1058 significantly impacts the timing and amount of income recorded in a councils’ financial statements, particularly for grant income and rates which are paid before the commencement of the rating period. The Council recognised a $666,000 adjustment to opening accumulated surplus at 1 July 2019 on adoption of the new Revenue Standards. The Council disclosed the impact of adopting the new Revenue Standards in Note 16.

AASB 16 ‘Leases’ The Council adopted the new accounting standard AASB 16 ‘Leases’ for the first time in their 2019–20 financial statements. AASB 16 changes the way lessees treat operating leases for financial reporting. With a few exceptions, operating leases will now be recorded in the Statement of Financial Position as a right-of-use asset, with a corresponding lease liability. AASB 16 results in lessees recording more assets and liabilities in the Statement of Financial Position and changes the timing and pattern of expenses recorded in the Income Statement. The Council recognised right-of-use assets and lease liabilities of $1.0 million at 1 July 2019 on adoption of AASB 16. The Council disclosed the impact of adopting AASB 16 in Note 16.

Legislative compliance My audit procedures did not identify any instances of non-compliance with legislative requirements or a material deficiency in the Council’s accounting records or financial statements. The Council’s: • •

accounting records were maintained in a manner and form to allow the GPFS to be prepared and effectively audited staff provided all accounting records and information relevant to the audit.

The Council’s: • •

accounting records were maintained in a manner and form that facilitated the preparation and the effective audit of the general purpose financial statements staff provided all accounting records and information relevant to the audit.

Furqan Yousuf Delegate of the Auditor-General for New South Wales cc:

Mr David Evans, General Manager

Annual Report 2019/20

111

Walka Water Works Oakhampton

MAILING ADDRESS: PO Box 220, Maitland NSW 2320

TELEPHONE: 02 4934 9700 FAX: 02 4933 3209 EMAIL: info@maitland.nsw.gov.au WEBSITE: maitland.nsw.gov.au All correspondence should be addressed to the General Manager

ENQUIRIES: Citizen Services Centre Business Hours: 8.30am - 5.00pm Monday to Thursday 8.30am - 4.30pm Fridays - 02 4934 9700 Live Chat: maitland.nsw.gov.au

WORKS DEPOT: 02 4934 9611 EMERGENCY AFTER HOURS: 02 4934 9700 PUBLIC OFFICER: 02 4934 9700 GENERAL MANAGER’S OFFICE: 02 4934 9700 MAYOR’S OFFICE: 02 4934 9700 DEVELOPMENT CONTROL UNIT: 02 4934 9768 LIBRARY: 02 4934 9702 ART GALLERY: 02 4934 9859 VISITOR INFORMATION CENTRE: 02 4931 2800 WASTE DEPOT: 02 4934 1888

OBTAINING ADDITIONAL COPIES If you require a hard copy of this report or would like to provide feedback: • Phone Council on (02) 4934 9700 • Visit Council’s Administration Centre at 285-287 High Street, Maitland or the city’s Libraries at Maitland, East Maitland, Thornton or Rutherford. • Send an email to info@maitland.nsw.gov.au • Print a copy via Council’s website maitland.nsw.gov.au • Live Chat online via maitland.nsw.gov.au

Annual Report 2019/20

113

285 - 287 High Street (PO Box 220) Maitland NSW 2320 t 02 4934 9700 f 02 4933 3209 info@maitland.nsw.gov.au maitland.nsw.gov.au

Annual Report 2019/20

114