Annual Report 2020/21 by Maitland City Council

ANNUAL REPORT 2020/21

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.

SECTION ONE (page 3)

INTRODUCTION SECTION TWO (page 9)

ABOUT MAITLAND SECTION THREE (page 23)

OPERATIONAL PERFORMANCE SECTION FOUR (page 55)

STATUTORY REPORTING SECTION FIVE (page 79)

FINANCIAL STATEMENTS

Front cover image: Aussie Cinema, Morpeth Common

Community Art Project, Ashtonfield Reserve

SECTION ONE

INTRODUCTION The Maitland City Council 2020/21 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.

Dive in Cinema, East Maitland Aquatic Centre Annual Report 2020/21

OPERATIONAL HIGHLIGHTS

CDT

$179.3

(customer DRIVEN TRANSFORMATION) program COMMENCED

million spent on the delivery of services in 2020/21

$56.6

million spent on the delivery of capital works in 2020/21

35,810

OVER 25 COVID-19 SAFE ACTIVITIES AND EVENTS DELIVERED AS PART OF THE MAKE IT MAITLAND PROGRAM

RATEABLE

PROPERTIES

million GILLIESTON HEIGHTS COMMUNITY HUB OPENED

$24.5

million awarded in grant funding for the delivery of operational and capital works

CONSTRUCTION OF THE MAITLAND ADMINISTRATION CENTRE COMMENCED

$10.5

million MAITLAND REGIONAL ATHLETICS CENTRE completed, JOINTLY FUNDED BY COUNCIL AND RESTART NSW HUNTER INFRASTRUCTURE AND INVESTMENT FUND

QUEENS WHARF UPGRADES TO THE BOAT RAMP AND CARPARK COMPLETED

MILLION IN PUBLIC SPACE LEGACY PROGRAM GRANT FUNDING AWARDED TO COUNCIL FOR REDUCING DEVELOPMENT APPLICATION TIMEFRAMES FROM 30 NET MEDIAN DAYS TO 21 DAYS

Preparation for Morph It, Morpeth Annual Report 2020/21

MESSAGE FROM THE GENERAL MANAGER I am pleased to present our 2020/21 Annual Report to Council and our community. This is the final Annual Report under the current Council, whose term was extended to align with a deferred local government election, now scheduled for December 2021. The Annual Report provides a comprehensive overview of how we have delivered against our 2020/21 operational plan, and how these actions contribute to the goals of our Delivery Program and Maitland +10, our community’s strategic plan. The report demonstrates open accountability for decisions made during the year, from the awarding of major contracts, responses to complaints, administration of grants, public access to Council held information and more. Our budget of $179.3 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, Maitland Regional Art Gallery, pool and library services, the management of the development application processes, household waste, recycling and organics collection and disposal, planning and designing of infrastructure, events, management of sport and leisure facilities, and many more core activities. A continued focus on productivity realised savings of over $495,000 and awarding of over $24.5 million in grant funding that contributes to a range of capital works and operational programs. Our city continues to grow, resulting from regional migration and new residents attracted by our mix of rural amenity and city conveniences. Over the year we determined more than 1,400 development applications and finalised the rezoning of two key new residential areas at East Maitland and Anambah. Our capital works program delivered many highlights, investing $56.6 million in construction and maintenance works. Highlights of the program included completion of the Maitland Regional Athletics Centre and Stage 1 works on Haussman Drive Thornton. We also progressed our $250 million pipeline of infrastructure works including the Maitland Administration Centre and Town Hall and Mount Vincent Waste Transfer and Recycling Facility.

Bolwarra

Community programs saw our youth compete in Maitland Shred skate competition and we built on strong community networks establishing an award winning Food Assistance Network for families needing help following the impacts of COVID-19, and continuing to support youth and early intervention through the Strengthening Family Network. Future visitors to the city will be able to experience the best of Maitland, with the endorsement of our Destination Management Plan that identifies five key destination hubs including Morpeth, Central Maitland, Maitland Gaol, Walka Water Works and Tocal. A development program was also adopted for the iconic Maitland Gaol which will guide site works and increase public access and usage in the future, the site already benefitting from a grant that will provide a guard tower experience. Our natural environment was also a focus, with ecological mapping undertaken to provide a baseline data of urban heat, essentially where heat builds up across the city and how we might address those areas. The project will guide future vegetation mapping, wildlife corridor identification and habitat mapping. This year almost 13,000 people visited our Maitland Your Say engagement site, where we sought input on 26 specific projects that will guide visitor economy, heritage conservation, wetland rehabilitation, place activation, city parking, accommodation and planning proposals. We also progressed work on our Customer Experience Plan and the identification of opportunities to improve digital access to services and more responsive interactions. 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

We brought our community together at a number of COVID safe events, including Morph It (in Morpeth) precinct activation, street eats held across our suburbs, after dark light shows highlighting our unique Central Maitland architecture and the very popular Maitland Taste Deconstructed, which resulted in the event being held across the broad footprint of Central Maitland, using laneways and alternate public spaces for music, food and entertainment.

Annual Report 2020/21

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

Hunter River, Central Maitland Annual Report 2020/21

THE CITY AND ITS PEOPLE

OUR CITY

OUR PEOPLE

LOCATION

POPULATION

•

• • • • • •

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

• • •

87,395 estimated residential population 2021* Over 2% growth rate* 104,700 forecast population by 2040# 36 median age* 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~ $440 median rent per week+ $560,000 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, ~ ABS 2016 Census, ^ Destination Management Plan, #NSW Department of Planning, Industry and Environment, +NSW Department of Communities and Justice

Australia Day Citizenship Ceremony Annual Report 2020/21

COUNCILLORS

CONNECTING WITH OUR COMMUNITY

MAYOR

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:

NORTH WARD

INFORMATIVE AND TRANSPARENT we actively share information

Cr Loretta Baker

Cr Robert Aitchison

Cr Mitchell Griffin

Cr Mike Yarrington

CENTRAL WARD

Cr Philip Penfold

Cr Sally Halliday

Cr Donald Ferris

WEST WARD

Cr Henry Meskauskas Deputy Mayor September to December 2021

Cr Nicole Penfold

Cr Ben Mitchell Deputy Mayor September 2020 to September 2021

EAST WARD

Parking Study (Central Maitland)

60 submissions 1 submission, 44 comments, 4 community pop ups

Your High Street (Central Maitland)

114 responses

MEANINGFUL AND GENUINE we listen and consider your input

Planning Proposal (Gillieston Heights South)

5 submissions

FLEXIBLE AND RESPONSIVE we are open to change

Draft Operational Plan (city wide)

REPORTED we close the loop

Youth Engagement (city wide)

Community informed decision making was undertaken on the following projects during 2020/21:

Woodberry Swamp (Woodberry)

9 interviews

Understanding Inclusion (city wide)

5 responses

Project

# of participants

15 subscribers

11 responses

17 responses

42 submissions

City Economy Strategy – Survey for Visitor Economy Forum (city wide)

15 submissions

Street Eats Community Survey (city wide)

13 responses

606 responses

Morpeth Business Opportunities (Morpeth)

175 responses

Destination Management Plan (city wide) Maitland Gaol Development and Site Master Plan (East Maitland) Swan Street Parking Study (Morpeth)

74 submissions

Maitland Visitor Economy Forum and Networking Lunch (city wide)

Morpeth Bicentenary Commemoration (Morpeth)

218 responses, 37 map comments, 2 community pop ups

Streets as Shared Spaces – Morph It (Morpeth)

179 responses

My Place Grants (city wide)

44 map comments

The Levee Marketing and Activity Plan (Central Maitland) Cr Ben Whiting

23 responses

PROACTIVE AND TIMELY we engage early in the process

Morpeth Conservation Area Review (Morpeth)

Cr Kanchan Ranadive

# of participants

The Levee Car Giveaway (Central Maitland)

Park and Play Space, John Wilkinson Sporting Complex (Bolwarra)

INCLUSIVE AND ACCESSIBLE we make it easy to participate

Code of Conduct 2020

Cr Peter Garnham

Project

22 submissions 31 submissions, 126 map comments, 2 community pop ups 45 responses

Planning Proposal (Mount Vincent Road, East Maitland)

30 submissions

The Levee Christmas Display Award (Central Maitland)

130 responses

Maitland Accommodation Occupancy Survey (city wide)

13 responses

Input on the above projects was provided through online and face to face engagement methods. Engagement statistics

2020/21

Number of engagement projects

Unique visits to Maitland Your Say site Maitland Your Say Facebook group members Maitland Your Say mailing group members

12,951 742 1,516

Annual Report 2020/21

2020/21 EVENTS JULY

NOVEMBER

NAIDOC Week (city wide)

9-15 National Recycling Week ‘Recovery: A future beyond the bin’ (city wide)

17 LIVE at The Levee - Doc and the Delegates (Central Maitland) 31 National Tree Day (city wide)

AUGUST 21 LIVE at The Levee - The Lyrebird Experiment (Central Maitland) 29 Return of guided Night Tours at Maitland Gaol (East Maitland)

SEPTEMBER 4 Foreign Film Night - Talking about Trees (Central Maitland) 11 Foreign Film Night - Where am I Going? (Central Maitland) 14-28 Creative Streets After Dark (Central Maitland) 18 LIVE at The Levee - Sid Berry (Central Maitland)

OCTOBER 5-10 Riverlights Online, together with Greater Bank (virtual event) 10 Opening of ‘When Night Falls’ and ‘Bodies on a Rock’ at Maitland Regional Art Gallery (Central Maitland)

16-22 Click and Collect Compost Giveaway (city wide)

FEBRUARY

MAY

1-28 Make it Maitland Photo Competition (city wide)

7-9 Maitland Taste Deconstructed (Central Maitland)

5 Street Eats (Woodberry)

14 Staging Colours at The Levee (Central Maitland)

8-21 Australian Open Live Site at Turner Rest Park (Central Maitland)

15-16 NSW Heritage Festival at Maitland Gaol (East Maitland)

12 Outdoor Cinema at Max McMahon Oval (Rutherford)

16 Street Eats (Lorn)

20 Mattress Muster (East Maitland)

20 LIVE at The Levee - Slapjack (Central Maitland)

26 Street Eats (Rutherford)

25 Launch of Morpeth Business Prospectus (Morpeth)

27 ‘Space Funk! Disco Dystopia’ (Central Maitland)

26 Newcastle Jets vs Macarthur Football Club trial match at Maitland No.1 Sportsground (Central Maitland)

MARCH

27 Guided Day Tours return at Maitland Gaol (East Maitland)

3 Opening of Community Hub (Gillieston Heights) 7 ‘All About Women’ program streamed live (East Maitland Library)

DECEMBER

12 Maitland Regional Art Gallery Autumn Season launch (Central Maitland)

1- 21 Christmas at The Levee and Santa photos (Central Maitland)

12-21 Changing Colours program at The Levee (Central Maitland)

17 Open Day for the archaeological investigation at future site of the Maitland Administration Centre (Central Maitland)

21 Street Eats at Walka Water Works (Oakhampton)

18 Christmas at the Common (Morpeth)

APRIL

Free Art January at Maitland Regional Art Gallery (Central Maitland)

18 Street Eats (Telarah Lagoon)

16 Live at The Levee - Baguette (Central Maitland)

14-16 The Levee Summer Sale (Central Maitland) 15 Street Eats (East Maitland)

21 – 26 May Creative Capers at The Levee (Central Maitland)

15 ‘Maitland Gaol After Hours’ self-guided tours (East Maitland)

22 NSW Seniors Festival free book launch (East Maitland)

22-23 Neon Nights at The Levee (Central Maitland)

23 Staging Colours at The Levee (Central Maitland)

26 Big Australia Day Breakfasts (city wide)

19-25 Water Week ‘Reimagining our Water Future’ (city wide)

26 Australia Day Official Ceremony and Citizenship Ceremony at Maitland Town Hall (Central Maitland)

24 Cars of the World - The Levee (Central Maitland)

28-30 Dive in Cinema (East Maitland Aquatic Centre)

18-19 Maitland Regional Art Gallery Winter Season Launch (Central Maitland) 26 The Levee One Day Sale (Central Maitland)

9 Street Eats (Gillieston Heights)

10 Street Eats (Morpeth)

19-25 Aussie Backyard Birdcount (city wide)

18 LIVE at The Levee - Glovers Lane (Central Maitland)

8 Maitland Aquatics Winter Season Launch (Central Maitland)

12 Opening of Maitland Regional Athletics Centre (Central Maitland)

22-26 Summer Lights (Central Maitland)

18 Street Eats (Chisholm)

3-18 Autumn School Holiday Program at Maitland Gaol (East Maitland)

9 Staging Colours at The Levee (Central Maitland)

19-23 ‘Joe Rider’ Motorcycle Awareness campaign (city wide)

JUNE

27 Native Seedling Giveaway (Maitland Park)

4-26 Summer School Holiday Program at Maitland Gaol (East Maitland)

17 Queens Wharf upgrades opened to the public (Morpeth)

25 Visitor Economy Forum and Networking Lunch (Tocal) 28 Street Eats (Raworth)

7 Clean Up Australia Day (city wide)

JANUARY

21 LIVE at The Levee - Sugarbob and the Objects of Desire (Central Maitland)

24 Maitland Shred at Harold Gregson Skate Park (Central Maitland) 30 Staging Colours at The Levee (Central Maitland) Celebration of 100 Years of Rotary

Annual Report 2020/21

OUR ORGANISATION

SERVICES

ASSET CONSTRUCTION AND MAINTENANCE

HEALTH AND SAFETY

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.

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.

CITY APPEARANCE

PLANNING AND DEVELOPMENT

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.

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

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. 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.

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.

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.

Maitland Administration Centre Sod Turning Ceremony Annual Report 2020/21

ORGANISATION STRUCTURE

OFFICE OF THE GENERAL MANAGER

COUNCIL

MAYOR

Executive Manager Workplace Culture & Safety Tiffany Allen

• Employee Relations & Engagement

Executive Manager Vibrant City Rachel MacLucas

• Marketing

• Digital Strategy

• Industrial Relations

• City & Visitor Economy

• Digital Architecture

• Recruitment & Retention

• Communication (External & Internal)

• Digital Services

• Training & Development

• Customer Experience

• Work, Health & Safety • Injury Management

• Community Engagement

• Workforce Planning

• Media

• Career Development

• City Events

• Workers Compensation

• Place Activation

• Digital Security • Information Technology & Communications

Group Manager Culture, Community & Recreation Judy Jaeger

Group Manager Planning, & Environment Matt Prendergast

Group Manager Infrastructure & Works Chris James *

• Strategic Planning

• Asset Management

• City Planning

• Capital Works Program

• Recreation Facilities Management

• Recreation Facilities Planning

• Major Projects (scoping & procurement)

• Major Venues Management

• Community Facilities Planning

• Library Services

• Section 7.11 Planning

• Capital Works Construction & Maintenance

• Art Gallery

• Development & Building

• Parks & Recreation Maintenance

• Environmental Management

• Community Buildings & Maintenance

• City Heritage

• Survey & Design

• Community Health

• Traffic & Transport Planning

• Community Facilities Management

• Aquatics • Community & Recreation Planning • Community Support Services

• Maitland Gaol

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

GENERAL MANAGER

Executive Manager Digital Transformation Mark Margin

• Health & Wellbeing

• Waste Management • Floodplain Management

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

• Community and Employee Engagement

• Continuous improvement

• Integration and partnership

• Councillor liaison

• Staff leadership and management

• Customer Driven Transformation

• Sustainability

CHIEF FINANCIAL OFFICER

• Mechanical Services, Plant & Depot

Group Manager Strategy, Performance & Business Systems Leah Flint

• Corporate Planning & Performance Reporting • Continuous Improvement • Strategic Grants Coordination • 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

* position vacant June 2021 Annual Report 2020/21

POSITION STATUS BREAKDOWN

EMPLOYEE PROFILE

Function

STAFF

AGE PROFILE

•

451.1 full time equivalent employees

•

534 employees including casuals

•

27% workforce are part time, casual and temporary employees

•

45% are male

The average age of our permanent workforce is 44. 25% of the workforce is over 55, with workforce planning identifying measures to reduce the impact of a large number of workers due to retire at around the same time.

•

55% are female

•

153 new starters

•

98 leavers

•

9 traineeships

•

5 apprenticeships

•

326 incidents and injuries

PROFESSIONAL DEVELOPMENT We supported nine Trainees who studied Business Administration, Design, Events & Customer Service; and five Apprentices who studied Horticulture, Landscaping, Mobile Plant Technology and Fabrication during 2020/21.

LEADERSHIP GENDER BREAKDOWN Number of employees

Female

Male

General Manager

Group / Executive Manager

Managers

Position

24 employees commenced or continued working towards further professional development through study. Training in other areas included Respectful Workplace, Guiding Principles and Customer Service.

Number of staff

Full time

Part time

Temporary

Infrastructure & Works

200

196

Culture, Community & Recreation

Planning & Environment

Strategy, Performance & Business Systems

Vibrant City

Workplace Culture & Safety

Digital Transformation

General Managers Office

438*

360

TOTAL *NB: This figure does not include casuals.

WORK HEALTH AND SAFETY In 2020/21 there was an increase of 35% in recorded incidents and injuries, from 242 events to 326 events. This was largely due to the implementation of the Vault incident management system, which captures all internal incidents not just injuries, along with incident reporting training provided to all leaders. While showing an increase, the result reflects increased awareness and capture of incidents.

EMPLOYEE INFORMATION

There was 11% reduction in reportable medical treatment, restricted work and lost time injuries. Incidents and Injuries Reporting Year

2017/18

124

2018/19

130

2019/20

242

2020/21

326

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 ﬁnd solutions.

LOOK OUT FOR ME

KEEP YOUR PROMISES

Thoughtfully anticipate what will make my days go smoother.

Follow through on your commitments to me.

Annual Report 2020/21

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 2020/21, the 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 2020/21 against the five themes of Maitland +10.

Irrigation projects completed Annual Report 2020/21

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

COMMUNITY STRATEGIC PLAN 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.

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.

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.

PRODUCTIVITY AND REVENUE SAVINGS EFFICIENCY DIVIDEND

BORROWING COSTS

As with the previous financial year, all departments were subject to an efficiency dividend, being a reduction of 1.31% in the allocation of funds to operational expenditure areas.

Borrowing costs were under budget by $192,000 (10.8%). Savings were achieved through delay in current year for drawdowns and rates on new borrowings.

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.

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 with $495,819 quarantined.

RESOURCING STRATEGY

GRANT FUNDING

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.

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 being awarded over $24.5 million in funding. Capital funding received for projects this year included $2.3 million toward the Maitland Regional Sports Complex Stage 3, $0.4 million toward the Morpeth to Walka Water Works Shared Pathway commencing at Morpeth and $0.7 million toward works at Stations Lane Lochinvar. Grants for operational projects provided financial assistance of $9.3 million toward road works, environmental and heritage projects.

CAPITAL WORKS PROGRAM

ON THE MOVE 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 October.

ANNUAL REPORT 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.

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

PRODUCTIVITY SAVINGS OVER 2020/21 Initiative

Identified productivity value

Efficiency Dividend

$495,819

Total

$495,819

REVENUE SAVINGS OVER 2020/21 Initiative

Identified productivity value

Grant Funding

$24,594,203

Borrowing Costs Total

$192,000 $24,786,203

CUSTOMER DRIVEN TRANSFORMATION To meet the community’s growing needs and realise opportunities for productivity improvements and efficiency gains, Council adopted its Customer Experience Plan in December 2019. In the Customer Experience Plan preparatory stages, a major finding raised the need to review Council’s Digital / ICT capability, capacity, system architecture, and security. In February 2021, Council endorsed a Digital Capability and Capacity Strategy and Roadmap that assists the implementation of our Customer Experience Plan and enables widespread efficiencies and cost effective operations across the full range of Council activities. Costs additional to the existing and recurrent budget allocations will be met from current and annual productivity savings over the three year implementation time frame. Annual Report 2020/21

CAPITAL WORKS PROGRAM

LOCAL ROADS

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

• • • • • • • • • • •

• • • •

PUBLIC BUILDINGS 5 district buildings 4 libraries 5 childcare centres 15 community halls/centres 41 amenities buildings 23 public toilet blocks 10 grandstands 12 kiosks 2 outdoor pools 1 indoor pool 29 equipment sheds

ROADSIDE INVENTORY 342 kilometres footpaths/cycleways 992 kilometres kerb and gutter Bus stops Signage

BRIDGES 2 timber bridges 14 concrete bridges 1 steel/ concrete composite bridge 45 major culverts

• • • • • •

STORMWATER DRAINAGE 428 kilometres conduits/culverts 18,018 pits and headwalls 43 flood gates 146 detention basins/ponds 171 gross pollutant traps 1 pump station

CAPITAL WORKS PROGRAM HIGHLIGHTS Asset management is carried out as determined in the four year Capital Works Program, contained within the Delivery Program. The program is developed to address the long term efficiency and effectiveness of city assets and infrastructure and does not include special and major projects such as the Maitland Administration Centre. 2020/21 Program areas

• • • • • • • • • • • • • • • •

OPEN SPACE AND RECREATION 326 hectares passive open space 118 hectares recreational open space 79 playgrounds 2 pools centres 7 skate parks 49 shade structures 20 public barbeques 2 baseball facilities 250 light poles 38 netball courts 1 hockey facility 32,000 m2 park roads (~5.3 kilometres) 60,000 m2 car parking Park furniture, lights, fencing, signage Sportsground fencing, cricket wickets and practice nets Tennis courts

Access priority program Bridges and guardrail improvement program Public buildings Car park refurbishment Cycleway and shared path construction Drainage construction Major road reconstruction Road rehabilitation and reseal Footpath construction and refurbishment Recreation facilities

ACCESS PRIORITY PROGRAM The access priority program improves physical access and is developed from the actions recommended in the Access Priority Study and the Central Maitland Pedestrian Access Mobility Plan. In addition to upgrades to make bus stops accessible, all new and refurbished foot way and road works include accessibility improvements. Works this year include school crossing ramps at Victoria Street Maitland to improve access to St John the Baptist Primary School.

BRIDGES AND GUARDRAIL IMPROVEMENT PROGRAM Bridge works are determined from inspection and testing to minimise structural deterioration and improve overall condition. Works include major repairs, rehabilitation and replacement of components such as guardrail, girders, joints and decks and upgrades or replacement as required. This year we upgraded the Oakhampton Road rail crossing guardrail and repaired major culverts on Maitland Vale Road Maitland Vale.This year we upgraded the Oakhampton Road rail crossing guardrail and repaired major culverts on Maitland Vale Road Maitland Vale.

BUILDINGS Building work requirements are identified through condition assessments and conservation management plans. Works include physical structure, fit out, operations, health, safety and security. This year we upgraded: • Morpeth School of Arts, Morpeth • Refurbishment of the Town Hall, Central Maitland • Kiosk at Maitland Aquatic Centre, Central Maitland • Gender inclusive amenity upgrades at Somerset Oval Thornton and Shamrock Hill Oval Ashtonfield.

CAR PARK REFURBISHMENT Car park refurbishment improves the condition of off street carparks to maximise available spaces, minimise deterioration and improve access to nearby facilities. This year we refurbished carparks at Maitland Park Maitland and Beryl Humble Sports Complex Tenambit, creating an additional 7,000m2 of sealed car parking.

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. This year we delivered cycleway works at Furber Street East Maitland, Dumaresq Parade Metford, Lismore Avenue Telarah, and Bungaree Street Telarah, creating an extra 19 kilometres of footpaths/shared paths.

DRAINAGE CONSTRUCTION The drainage program improves drainage through modifying, repairing or replacement infrastructure. Works are determined by catchment studies, condition assessments and customer requests. The program also improves detention and water quality, and is complemented by routine maintenance and works enabled through the stormwater management charge. This year we completed a drainage line from the new Maitland Administration Centre, Bent, Fry and Grant Streets to Athel D’Ombrain Drive Maitland and drainage augmentation at Vista Parade East Maitland.

Annual Report 2020/21

MAJOR ROAD RECONSTRUCTION This program replaces roads where levels of service are low or the asset has reached the end of its life cycle. The allocation includes: • Roads to Recovery (R2R) - projects are typically roads of significance and/or of high use • Urban Local Roads (ULR) - projects are typically collector and distributor type roads • New Works Urban - other road categories requiring reconstruction and/or kerb • Rural Reconstruction - focus on the rural road network • Regional Repair Program - funding aimed at the Regional Road network. This year we completed major road reconstructions on: • Lang Drive, Bolwarra Heights • Paterson Road, Bolwarra Heights • Mitchell Drive, East Maitland • Station Lane, Lochinvar • Luskintyre Road Luskintyre • Millers Forest, Woodberry • Kyle Street, Rutherford • Government Road, Thornton.

ROAD REHABILITATION AND RESEAL Council’s Pavement Management System determines reseal and rehabilitation projects, which prolong the life and level of service of the entire road network, through preventing or reducing natural deterioration. In 2020/21 Council resealed or rehabilitated approximately 20 kilometres of road pavement across the city.

Council also accepted approximately 10 kilometres of footpaths from subdivision development projects. Council rehabilitated footpath segments at: • Lawes Street, East Maitland • High Street, East Maitland • Church Street, Maitland • Belmore Road, Lorn • Hunter Street, Maitland • Robert Street, Morpeth.

RECREATION FACILITIES Works include major repairs, rehabilitation or replacement of recreation facilities and supporting infrastructure. Project areas include playground equipment, fencing, floodlights, amenities and playing surfaces. This year we delivered a number of projects including: • New play equipment at Benshulla Drive Park Bolwarra and Hartcher Field Telarah • New shade structures at ANZAC Park and Centennial Park both at East Maitland • Play space surface renewal at Victor Warby Reserve Gillieston Heights • Floodlighting using new LED technology at Lorn Oval Lorn, Earnie Jerd Oval Largs, Beryl Humble Sports Complex Tenambit, Thornton Netball Courts and Somerset Sports Field Thornton.

FOOTPATH CONSTRUCTION AND REFURBISHMENT Works are based on risk management and required levels of service, and include new construction, refurbishment and or minor adjustments. In 2020/21 Council constructed new footpaths at: • Paterson Road, Bolwarra Heights • Chisholm Road, East Maitland • Phillip Street, East Maitland • Victoria Street, East Maitland • Logan Road, Rutherford • Regiment Road, Rutherford • Wollombi Road, Rutherford.

Allandale Road works Annual Report 2020/21

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.

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 Food Assistance Network brought together providers to ensure our community had access to food relief as required during COVID-19. The network was recognised at the Local Government Awards, winning the Community Partnerships category. The Strengthening Family Network continued their work, building the capacity of local service providers that assist youth and provide early intervention services. Our Youth Week program was held throughout April ending with Maitland Shred, a skate competition codesigned between local youth and Council. The event was proudly funded by the NSW Government Stronger Country Communities Fund and included four categories: skateboard, scooter, and bike in under 12’s, under 18’s and under 24’s age groups, and roller blading/roller skating in an open age group. The event attracted over 40 young people who competed across the numerous events in front of 200 spectators. Community programs included a range of community art and beautification projects delivered through a collaboration between community members and professional artists to create murals on rebound walls at parks across the city.

Maitland Aquatic Centre Winter Launch

An exciting and varied place activation program was delivered, including the NSW Government grant funded ‘Morph It’ activation that unlocked public space through a series of quick, engaging, high impact temporary installations in the historic township of Morpeth. Street Eats returned and included new locations at Walka Water Works Oakhampton, Woodberry Playground and Skate Park, Anzac Park in East Maitland, and Telarah Lagoon, as part of the commemoration of 100 Years of Rotary. The ‘Take Me To The River’ mural in Drill Hall Lane Maitland was completed, providing improved linkage between the eastern end of The Levee and the Hunter River, Creative Streets ‘After Dark’ and ‘Quick Response’ saw Council fund seven temporary and semi permanent creative projects across the city and Walls That Talk at Maitland Library used the external walls of the building to provide the exhibitions Pandemical Habits, Ken Done and Youth Week.

The Visitor Information Centre continued to welcome visitors, but with slightly reduced numbers due to the ongoing impact of COVID-19. To offset this the mymaitland.com.au website was successfully relaunched in December 2020 with a focus on online experience. Total page views for ‘What’s On’ was up almost 30,000 over the previous year. The Brand Maitland Signage program continued with site investigations and risk assessments undertaken for future sign locations on the highway and other entry points across the city. The signage will welcome visitors to Maitland, provide pride of place for our residence and act as identifiers for local suburbs. Our annual maintenance program delivered public streetscape improvements, plus street tree planting at Bakers Brickyard Park Raworth, Chisholm Road East Maitland and Mitchell Drive East Maitland. We removed graffiti from more than 50 sites including known hotspots and locations such as sporting facilities, community buildings, public toilets, footpaths, bus shelters and parks and play spaces. Graffiti is also regularly removed from shopping precincts such as The Levee and West Mall Rutherford. Development of the Maitland Rural Lands Strategy commenced to provide land use planning and a management framework to guide future decisions about the use of Maitland’s rural lands. A key action of the Local Strategic Planning Statement, the strategy will guide future Local Environmental Plan amendments and ensure agricultural and ecological areas are appropriately zoned and managed into the future. The Strategy will be placed on public exhibition in 2021/22.

OUR COMMUNITY WANT Community, recreation and leisure services and facilities that meet the needs of our growing and active community WE DELIVERED FACILITIES The Maitland Regional Athletics Centre, a $10.5 million project jointly funded by Council and Restart NSW Hunter Infrastructure and Investment Fund, was opened on 12 October and has proven to

Annual Report 2020/21

be a popular site for local schools and coaches. Since opening, over 13 coaches have registered to use the site bringing 497 athletes to the venue to train. 38 carnivals have been held with an average attendance rate of 350 participants across the 38 events. The site has been booked for future regional and state events.

2021. The new irrigation systems have centralised control on site with multiple moisture sensors installed in the ground. These sensors provide information to the control system to determine the level of irrigation required to maintain growth. The automated systems will improve sporting fields, ensure efficient use of water and provide support to local sporting clubs who maintain these areas.

In collaboration with Studio Dot, we received two awards at the Australian Institute of Architects NSW Awards for the Maitland Regional Athletics Centre. The Centre was also awarded the Newcastle Public Architecture Award, the NSW Colorbond Award for Steel Architecture and a NSW award for Public Architecture. The awards are a recognition of the contribution of design excellence in delivering assets that benefit the community.

Gender inclusive amenities upgrades were delivered to Shamrock Hill Sporting Complex Ashtonfield and Somerset Park Sportsground Thornton. Upgrades cater for women and girls playing sports and encourage participation. Extensive feedback from residents supported the design and delivery of a new inclusive play space at Willow Drive Metford. The $134,000 project was delivered through the NSW Government’s Everyone Can Play Program and Council. The new play space includes equipment for all ages and abilities, and new pathways from the road that also lead to new accessible picnic seating. The area provides an attractive and enticing space for the community and is complemented by the community art projects along the surrounding fences.

Works were progressed on Stage 3 of the $8.5 million Maitland Regional Sports Complex, jointly funded by Council and the NSW Regional Sports Infrastructure Fund. Stage 3 of the redevelopment includes a walking track, new playground, outdoor exercise facilities and additional amenities. Works were delayed as a result of COVID-19 with construction expected to be completed towards the end of 2022.

Heritage restoration works were progressed at the historic 1860’s Morpeth School of Arts building, located at 110 High Street Morpeth, to prevent water ingress and address rising damp.

The $4 million Gillieston Heights Community Hub was opened to the public providing the growing community of Gillieston Heights with access to a quality multi purpose space.

Maitland Regional Art Gallery studio spaces, retail spaces and the stairwell area were refurbished, along with upgrades of the air conditioning to improve the ability to attract significant exhibitions into the future.

The annual Royal Life Audit for our Aquatic Centres showed increased results for both sites, 96% at Maitland and 97% at East Maitland. The Aquatic Facility Safety Assessment provides operators with the opportunity to assess safety and risk management systems and practices against the Royal Life Saving Society Australia Guidelines for Safe Pool Operation as well as relevant acts, regulations, codes of practise, standards and other relevant guidelines.

PLANNING Council engaged with key stakeholders of the Maitland Rally Ground to inform the preparation of a management plan for the site. Council will consider all feedback in preparing the plan to guide the site’s management for enhanced use of the Rally Ground, located on the corner of Church and Railway Streets Maitland.

CONSTRUCTION AND MAINTENANCE WORKS A number of upgrades were completed at Maitland Aquatic Centre including a second inclusive/family change room, reconfiguration of the turnstiles to improve access, safety improvements and general refurbishments. Maitland Aquatics also took over management of the Maitland Park Kiosk in late December 2020, providing an additional revenue stream and an enhanced customer experience through improved retail options and the opening of the Kiosk to Maitland Park. Council collaborated with Hunter Water to develop sustainable irrigation practices that were installed at sports fields across the city throughout 2020 and

Recreation concept planning was undertaken to identify future opportunities for play spaces at Cooks Square Park and Cooney Park East Maitland, Hartcher Oval Play Space Telarah, Bolwarra Sports Complex, Bolwarra Lookout and Benshulla Play Space Bolwarra, Heritage Park Rutherford, Stockade Hill East Maitland, and Morpeth Common Play Space Morpeth.

Parkview Terrace Play Space, Thornton

In a unique partnership between the Maitland Regional Art Gallery and the University of Newcastle, First Nations students from six local schools worked with architecture students on a

Annual Report 2020/21

project to design a welcoming landscape space in the Gallery grounds. The design is the first phase of the project, generously funded by Rotary Sunrise and the University of Newcastle. Once the designs are refined they will be presented to the Gallery for development and construction.

PROGRAMS The Maitland Regional Art Gallery’s major exhibition for the year, Shadow Boxer, was funded by a $40,000 grant from Museums & Galleries of NSW. The exhibition used works from the gallery’s existing collection and commissioned new artwork to bring to life the rich stories within the Gallery’s collection. The Gallery won two national design awards: the Museums Australasia Multimedia & Publication Design Awards in June 2021 for best Children’s e-Activities for the ‘MRAG Home Delivery’ videos created in 2020, and a winning Exhibition Branding Package award, for designer Clare Hodgins’ collaboration with artist Lucas Grogan on his 2020 exhibition Long Story Short. Education programs were held at the Gallery through Free Art Sunday, artist talks and school visits, including Upstage theatre event for young people, a teachers professional development workshop, hosting of the IF Festival weekend workshops, Art and Dementia community days, and Free Art Sundays. The Maitland Hospital - ‘conspicuous object’ website was launched to encourage community submission of stories and images of the Maitland Hospital. The Gallery’s collection was boosted significantly with the introduction of the inaugural Contemporary Collectors 2320. This group of benefactors combined cash funding to donate works valued at over $31,000 into the collection. Other significant donations included a series of photographs by the artist Michael Cook, a major boost to the Galleries collection of contemporary Indigenous photographic works; a significant bequest from Gordon Elliott and Michael Eyes which will see major works enter the collection along with the establishment of a trust in perpetuity for the commissioning of new work each year into the Gallery’s collection, this bequest is the first of its kind for the Gallery; and over $700,000 in donated artworks via the Australian Cultural Gifts Program for the year.

Maitland Aquatics celebrated season launches with family open days and held successful Australia Day events and two Dive in Cinema nights, as well as the regular squad, learn to swim and aqua fit programs. Maitland Libraries continued to bring an inspiring program of insightful voices to the community through ‘Look Who’s Talking’ online programs and a complete day of streaming sessions of All About Women live from the Sydney Opera House. Young people stayed connected with community, culture, and the arts through a series of new workshops in art, drama, creative writing, and musical expression, taught by specialists in each discipline. NAIDOC week was celebrated through the theme ‘Always Was, Always Will Be’, in recognition that First Nations peoples have occupied, cared for and maintained a strong and unbroken cultural and spiritual connection with the land and waterways of this Country for over 65,000 years. As part of the 2021 NSW Seniors Festival, author Dr Pamela B Harrison held a free book launch for her book ‘Confined but Free! The Female Staff of Maitland Gaol in the 19th Century’ at Maitland Gaol. The publication aims to reveal those forgotten women who worked in the unique environment that was Maitland Gaol in the 19th century. The public will have access to rich community narratives held by custodians of historical records such as Maitland Libraries, Maitland Regional Art Gallery, Maitland Gaol, Morpeth Museum and the Maitland Hospital, through an online digital hub. A grant of $487,000 from Create NSW’s Regional Cultural Fund was secured, enabling phase one of the digitisation project to be established. The Community Grants program provided funding to 15 projects to deliver community development, cultural/local studies, leisure/recreation, and environment/sustainability outcomes. Recipients included Sunnyfield Disability Services for their Green Thumbs program, Morpeth Men’s Shed to upgrade disabled access and Maitland Family Support to deliver the Family First Aid Program. Two programs were supported under the COVID-19 Response and Recovery Grant, along with Anzac Day and Remembrance Day projects under the Commemorative and Recognised Days Program. Two recipients were enabled to represent sport at national level and one to represent artistic endeavours at international level under the Sport and Art High Achievers Program.

OUR COMMUNITY WANT To celebrate a range of community and iconic events together WE DELIVERED The annual flagship event program was greatly impacted by COVID-19 Public Health Orders affecting events and public gatherings. The Aroma Coffee and Chocolate Festival, Bitter & Twisted Boutique Beer Festival and Maitland New Year’s Eve Celebrations were cancelled as they were unable to comply with Public Health Orders at the time. The Riverlights Multicultural Festival was delivered online and Hunter Valley Steamfest was postponed. In lieu of the cancellations, a program of over 25 COVID-19 Safe activities and events were delivered between December and February across the City as part of the Make it Maitland this Summer program. The program included outdoor and dive in cinema, aqua hire at Morpeth, and the Neon Nights / Summer Lights event featuring large scale lighting projections on three iconic buildings in Central Maitland and free amusement rides located at RH Taylor Reserve. The City’s Australia Day celebrations and Maitland Taste Deconstructed were delivered in a modified format to comply with health restrictions, with Australia Day Breakfast events delivered in four locations across the City. Maitland Taste was ‘Deconstructed’, or creatively pulled apart and served up over an extended area throughout Central Maitland in early May 2021. The event was held from Friday night to Sunday afternoon, with approximately 2,500 people attending the first night of the event.In February an Australia Open live site was erected at Turner Rest Park, Maitland, to broadcast the coverage of day and night play at the Australian Open.

‘Spatial Radiance’ by Karri McPherson was an artwork comprised entirely out of recessed aluminium lights, located in Central Maitland. ‘Live Laugh Light’ was an installation developed by a team of creatives that saw an interactive, illuminated bamboo structure woven around the existing architecture and street furniture in The Levee Shared Zone. All projects sought to reimagine and creatively transform places around Maitland through temporary and semi permanent projects. Throughout the year, The Levee Marketing and Activity Plan programs contributed to the night time economy and included seven LIVE at The Levee performances, two Foreign Film Nights and Staging Colours, featuring free performances every Friday night at The Riverlink, from mid April to the end of May.

OUR CHALLENGES Progress was delayed on the delivery of Stage 3 of the Maitland Regional Sports Complex due to the impacts of COVID-19. The annual flagship event program was also impacted with the Aroma Coffee and Chocolate Festival, Bitter & Twisted Boutique Beer Festival, and New Years Eve celebrations cancelled, the Riverlights Multicultural Festival was delivered online and Burton Automotive Hunter Valley Steamfest deferred to 2021/22.

FUTURE PLANS An extraordinary program of activities is planned to commemorate the 35th anniversary of Hunter Valley Steamfest, a Plan of Management is being developed for the Lorn Riverbank to improve access along with a precinct plan to guide the development of the East Central Maitland precinct, which includes the Maitland Regional Sports Complex, Maitland Regional Art Gallery and Maitland Administration Centre.

Through the Place Activation ‘Creative Streets After Dark’ program, grant funding was awarded to five projects at a total value of $36,788 to transform the city at night. ‘ISO-MOOD’ created by Stevi Cannon and Peter Sesselmann was an interactive sculpture that reflected the mood of the community, captured through a weekly question on their website. ‘NEST’ by Bridget Taylor provided a whimsical take on our diverse community that saw repurposed materials create solar lit homes that were attached to a deciduous tree in Central Maitland. ‘Shadow of the Day’ by Joshua Anderson was an exploration of shadow puppertry through installations in five shopfronts in Central Maitland.

Annual Report 2020/21

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.

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT

OUR COMMUNITY WANT

Infrastructure that is well planned, integrated and timely, meeting community needs now and into the future

All residents able to move around the city in safety and with ease on foot, bicycle, car, bus or train

WE DELIVERED As part of Council’s long term strategy for the Thornton Road Network, critical infrastructure has been, and continues to be, delivered to cater for the rising population throughout the areas of Thornton and Chisholm. Stage 1 construction works were completed at Haussman Drive, Thornton, funded through the Thornton North Development Contributions Plan which includes a schedule of road works planned to address road capacity issues in Thornton. An online project page was developed that includes details on works completed, works in progress and identified future works to keep the community up to date with progress https:// www.maitland.nsw.gov.au/projects/thornton-roadnetwork. Works for the upgrade of the roundabout at Chelmsford Drive and Metford Road Metford commenced in November 2020. The upgrade falls within works required to support the New Maitland Hospital and while the project is delivered by Health Infrastructure NSW, the design, planning and works were developed in collaboration with Council. Stormwater upgrades to support the new Maitland Administration Building were completed, including a 340 metre section along Bent Street and Grant Street Maitland. The works included the installation of new stormwater pits and pipes and the reinstatement of the road surface. New stormwater culverts were installed beneath Aberglasslyn Road, between Bingara Street and Avery Street, Aberglasslyn. Works included excavation, dewatering, installation of new culverts, relocation of utilities, new headwalls, reshaping of the existing ground surface to suit, road pavement and new road seal. We continued to liaise with external parties for street lighting upgrades and installations in new subdivision areas, along with opportunities for LED lighting throughout the local government area.

Queens Wharf upgrades, Morpeth

We advocated to public transport providers, Hunter Water and Transport for NSW to plan and coordinate future infrastructure and service delivery.

WE DELIVERED Council received over $2.5 million from Local Road Funding, a State and Federal grant program focused on generating jobs, encouraging local spending and stimulating local economies. The grant supported the rehabilitation of Woodberry Road Millers Forest, Paterson Road Bolwarra Heights, Maitland Vale Road Hillsborough, Luskintyre Road Luskintyre and Pheonix Park Road Pheonix Park. Road reconstruction works delivered a 550 metre section on Tocal Road Bolwarra Heights, between the Hilldale Drive intersection and the Maitland Vale Road intersection. The works included road straightening, new road pavement, seal and line marking, adjustment to adjoining driveways, stormwater upgrades, utility relocations and planting of new shrubs. Works were completed within a 12 week period under heavy traffic conditions. Reconstruction works at Glenarvon Road Lorn and Lang Drive Bolwarra Heights were completed to create a smoother surface for road users and increased safety with new line markings, extended room for vehicles and improved traffic flow. Monthly Local Traffic Committee Meetings were held and reported to Council, providing a forum for Police, Council, Transport Providers, and community representatives to discuss local traffic matters.

OUR COMMUNITY WANT Our unique built heritage maintained and enhance, coupled with sustainable new developments to meet the needs of our growing community WE DELIVERED Following community engagement on the future of Maitland Gaol, a Maitland Gaol Development Plan was developed to provide strategies to create an iconic tourism destination, driven by the site’s unique heritage, connection to community and innovative experiences. Additional roof Annual Report 2020/21

works and stabilisation of the chimney on the workshops building were completed this year, following approval for the reallocation of funds under the Crown Reserves Improvement Program. Future works will include the development and implementation of a new Guard Tower Experience, funded through a successful grant from Destination NSW. Private individual tour numbers improved throughout the year, however group tour numbers have not returned to pre COVID-19 levels.

A request for community submissions for new heritage items in Morpeth was undertaken as part of the Morpeth Heritage Conservation Area review. We received 31 submissions, 126 map comments, and held 2 community pop ups, with feedback helping to inform a revised listing of local heritage items under the Maitland Local Environmental Plan. Findings will improve the quality of historical information available for the area.

A condition assessment report was finalised for the built infrastructure at Walka Water Works Oakhampton, and consultants have been engaged to complete a ground contamination assessment. A review of the first stage of findings will commence in 2021/22 to inform the development of a site Masterplan and Plan of Management that will inform options for the adaptive reuse of the site.

A city wide heritage incentive scheme is held annually where landowners and commercial tenants are invited to apply for part funding to undertake restoration or conservation works for heritage properties. The scheme ensures support and encouragement for the ongoing preservation of heritage items within Maitland. The program provides grants of up to $2,000 for conservation works on buildings or places of heritage significance in Maitland, with a total of $41,624 allocated across 21 projects in 2020/21.

A grant from the NSW Government enabled the preparation of a Maitland Aboriginal and Rural Heritage Study to identify local places of cultural significance. The report, which is under review, identifies local Indigenous items and significant rural items. The study has included the establishment of a Memorandum of Understanding with the Aboriginal Community and an agreement with the Maitland Historical society for research and updating data on European items. At its completion, it will guide the preparation of a Maitland Local Environmental Plan amendment to ensure that heritage items in non-urban zoned areas are appropriately identified and mapped. As part of the construction of the new Maitland Administration Centre, the heritage listed Maitland Town Hall is undergoing a full upgrade to remove unsympathetic additions and repair building fabric. The upgrade continues the works started in 2018 to improve the main auditorium and will include a refurbished public meeting space, new public amenities, new change rooms, a new stage loading dock and other improvements that will increase the usage of one of Maitland’s most iconic buildings. Community members were invited to attend guided tours of archaeological investigations that were conducted at the site of the new Maitland Administration Centre project. During December and January visitors explored field work findings which focused on 19th century buildings and structures. The research will inform heritage interpretation displays on the completed site. Conservation works for the historic Jewish Cemetery in East Maitland were largely finalised during the year, with ongoing stonework and restoration remaining to be undertaken. The site, which dates from the late 1840s, is one of the oldest cemeteries within Maitland, and one of the oldest Jewish Cemeteries outside of Sydney.

OUR COMMUNITY WANT Diverse and affordable housing options available for residents throughout all life stages WE DELIVERED Development activities included the determination of 1,432 development applications, and issue of 512 construction certificates, 135 subdivision certificates and 417 occupation certificates.

OUR CHALLENGES The continued significant growth of our city has seen a focus on the increased provision of community infrastructure, including pathways, play spaces, sports grounds improvements, lighting, etc. Council has over $250 million in projects to deliver for the community over the next few years and balancing new infrastructure with the ongoing scheduled maintenance of existing infrastructure will require a balanced approach to ensure community needs are met.

FUTURE PLANS Work continues on the delivery of improvements to the Thornton Road Network, including sourcing funding for identified but as yet unfunded projects. In 2021/22 we will progress delivery of intersection works at Government Road Thornton and advocate to the State Government for the upgrade of Thornton Bridge over the rail corridor. We will also revise the Maitland Integrated Land Use and Transport Study to ensure alignment to State and Council land use planning, implement a range of actions under the Maitland Local Strategic Planning Statement 2040+ including a Rural Lands Strategy and Local Housing Strategy, review our urban design guidelines in the Development Control Plan chapter, and commence works the Maitland Town Hall to address issues of rising damp, removal of unsympathetic modifications and the overhead link to current administration.

Council finalised the rezoning of two key new residential areas, one at Wilton Drive in East Maitland, and the major new Urban Release Area at Anambah. In total these areas will provide for over 3,600 new residential lots over the next 15 to 20 years, subject to final development approval. The preparation of a new Local Housing Strategy commenced, which will replace the current Maitland Urban Settlement Strategy and provide the strategic framework for how residential growth will occur over the next twenty years. All development applications were lodged electronically from 1 July 2020 through a Planning Portal. Significant reductions in processing timeframes (from 30 net median days to 21 days) was achieved with the implementation of an internal rapid assessment panel and other system improvements. This achievement resulted in Council being awarded $3 million in grant funding, which will be put toward the Public Space Legacy Program to be rolled out by the State Government.

Completed footpath at The Boulevarde, East Maitland Annual Report 2020/21

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.

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT The potential impacts of our growing community on the environment and our natural resources actively managed WE DELIVERED Activities continued for the second year of the Environmental Trust Grant to protect areas of Lower Hunter Spotted Gum Ironbark Forest. The grant enables Council to address the degradation of sites that are impacted by weed encroachment, human intervention such as track creation, and tree dieback. A business case and technology review are underway to ensure a new waste transfer station and recycling centre at Council’s Mount Vincent landfill site is fit for purpose to support Maitland to achieve 80% diversion of waste from landfill as per the NSW State government targets. Council delivered urgent repairs to eroded cover on the landfill, commenced a review of weighbridge data and systems and improved the adminstration of waste vouchers. Council resolved to join the Cities Power Partnerships, an initiative of the Australian Climate Council that seeks to celebrate and accelerate green energy and the sustainability of Australian towns and cities. The Hunter is the first region in Australia to have all member councils signed up. The program was created to have partners working together on climate change solutions, including energy management, emissions reduction, resilience and adaptation. An ecological consultant was engaged to undertake comprehensive ecological mapping and provide baseline data for urban heat across the city. Key project outputs include native vegetation mapping, wildlife corridors and habitat mapping, urban canopy extent and statistics and Local Environmental Plan, Development Control Plan and Greening Plan review and action recommendations. The final report for vegetation mapping and urban heat mapping will be delivered in 2021/22. Mapping data will also be shared with the community via Council’s pilot smart and sustainable city platform.

Maitland Park

An environmental health report on selected greening plan activity sites commenced with selected sites investigated, before and after photos obtained and statistics developed. A web based report card will be released to the community via a pilot smart and sustainable city platform in 2021/22.

The annual stormwater drainage maintenance program completed works across the city, 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. A review of the potential to own and manage stewardship sites for the purpose of offsets trading is being investigated through a Resources for Regions grant which will deliver $300,000 in community environmental spaces. Ongoing environmental management activities continued through the Weed Action Program including the monitoring and reporting of algal blooms. Flying foxes were also a focus, with two reports to Council regarding the status of the Tenambit flying fox camp.

OUR COMMUNITY WANT Our local rivers and floodplains enhanced, utilised and valued WE DELIVERED The preparation of the Wallis Creek, Lochinvar Creek and Paterson River flood studies commenced, providing the first stage in the floodplain management process and establishment of a basis for subsequent floodplain management activities. Grant applications were submitted for the coastal management program, and community education with respect to Hunter River riparian zone impacts (4WD access, illegal dumping and boat wash). Maitland City Council established a multi Council working group to identify the objectives, scope and governance framework for a Hunter Estuary Coastal Management Program and submitted a grant application to fund the preparation of the program. Council continued to assess the health of the city’s waterways through monthly water sampling and assessment of algae levels. Alerts continue to be issued where algae levels exceed recommended levels.

Annual Report 2020/21

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 Council’s community street tree planting program enabled the planting of 136 trees over the month of February, including bottlebrush, crepe myrtle, brush box, water gum and lilly pilly. The program was inspired by positive community response to Council’s call for expressions of interest in September 2020. Community planting days were held at Bakers Brickyard Park Raworth, Telarah Lagoon and Benshulla Drive Bolwarra. The native seedling giveaway returned in a click and collect format to make it easier and more convenient for people to get their seedlings while encouraging native plantings. The program provided 2,136 seedlings. The giveaway assists to increase greening on properties around Maitland, using native species that are well suited to the local environment and provide food and shelter for native bird and animal species. Rural property owners can also contact Council at any time to request native seedlings to increase the native green connectivity across Maitland. The 16th Maitland Environmental Youth Forum was held at Walka Water Works, allowing Maitland’s students, teachers, and environmental professionals to meet and learn about the environment around them with information sessions and hands on workshops. Each school is invited to send student representatives to participate in this annual event. The compost giveaway continues to be funded from the garden organics program, with compost produced from the contents of garden organics bins collected across Maitland and distributed to the community. Giveaways are integrated into planting events and competitions to improve community engagement with waste and sustainability issues. A ‘click and collect’ format was trialled, making it easy, accessible and convenient to access the free compost. Residents were able to apply online for two 25 litre bags of compost, with registrations closing once bags were fully allocated. Collection was available over a six day period in November from the Mount Vincent Waste Management Centre at East Maitland.

Through the Hunter Joint Organisation of Councils, Maitland and seven other Hunter councils are participating in the swap and go coffee cup scheme Green Caffeen. Launched in March 2021, the scheme allows Maitland cafés to sign up to the coffee cup swap system that reduces waste to landfill by replacing single use cups with reusable ones. Consumers can participate by signing up via the Green Caffeen app and getting a reusable cup with their next takeaway coffee purchase from a participating café. Council is continuing to support community participation in programs designed to contribute to the future of our city’s environmental preservation and protection. Programs include the development of a preschool stormwater and litter education kit, a program to reduce water use and protect local water ways (funded through a $3,410 grant from Hunter Water), the development of a regional illegal dumping communications plan, the promotion of National Water Week, participation in the Aussie Backyard Bird Count and the Maitland Schools Environment Program, which provides on the ground environmental works such as new native gardens, vegetable gardens, worm farms and waste diversion programs. Waste programs aimed at diverting waste from landfill continued with the Mattress Muster trialled in a new format at the Mount Vincent Waste Facility Site at East Maitland. Over three days in February each household was able to drop off up to a total of four mattresses free of charge. A bin audit of all three bin types established composition of the garbage, recycling and garden organics bins to allow better targeting of education programs to reduce contamination in the recycling bin. A draft Event Sustainability Action Plan was developed in consultation with a number of key internal stakeholders. Further consultation will be sought with external stakeholders and will be reviewed in line with the event planning guide that is currently being developed. Three waste management commitments have been planned for delivery at the future Aroma Coffee and Chocolate Festival, which include a documented waste management plan, phase one of restricted items list for event stallholders, and improvements to onsite waste management and processing.

OUR CHALLENGES The delivery of waste recycling programs required a new approach to enable the community to dispose of unwanted problem waste, and to participate in environmental programs such as compost and seedling giveaways. Click and collect services were trialed and reviewed, which will inform future delivery of these services.

FUTURE PLANS In line with State and Federal environmental targets, including waste management and emissions reductions we will deliver a strategy for environmental sustainability, including circular economy, resource management, energy planning for community facilities, urban biodiversity framework and urban heat management plan for priority suburbs, along with the development of a new Hunter Estuary Coastal Management Plan in conjunction with City of Newcastle, Port Stephens Council and Department of Planning Industry and Environment.

In 2020/21: • 5,107 tonnes of recyclables were collected at kerbside for processing • 10,997 tonnes of garden organics were collected at kerbside for processing • 24,656 tonnes of waste collected at kerbside went to landfill • Waste diversion rate from landfill was 40% • 4,902 mattresses were collected for recycling • 693 fridges and air conditioners were degassed before being recycled. The following were collected for recycling at the Mt Vincent Road Waste Management Centre: • 13 tonnes of tyres • 1,397 tonnes of mixed scrap metal • 31 tonnes of lead acid batteries • 78 tonnes of ewaste • 25 tonnes of used engine oil • 66 tonnes of cardboard • 52 tonnes of paint and other problem wastes such as fluorescent globes and smoke detectors • 2,018 tonnes of timber and vegetation.

Annual Report 2020/21

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.

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT A unique sense of identity and place is found within our villages, suburbs, towns and city centre WE DELIVERED We continued to work with the It Must Be Morpeth Business Association to promote Morpeth as one of the key priority hubs as identified in the Maitland Destination Management Plan. Regular quarterly briefings were undertaken during which staff outlined the variety of marketing activity and project work being undertaken in the area to help promote the destination and drive visitation. The East Maitland Catalyst Area, an identified priority in the Greater Newcastle Metropolitan Plan, is centred around revitalisation opportunities provided by the new Maitland Hospital in East Maitland and Metford. Council is partnering with Hunter and Central Coast Development Corporation to work through scoping papers and government engagement to commence work on residential land uses and density through Metford and East Maitland, road and public transport connectivity, appropriate business uses in the existing bulky goods and industrial area along Metford Road, linkages to Greenhills and the Maitland Private Hospital, open space and biodiversity outcomes.

OUR COMMUNITY WANT Our growing economy is evolving to become more innovative and diversified to support job growth and economic sustainability WE DELIVERED

Neon Nights, Central Maitland

The Earth Markets, which provide locally grown and seasonal products to the community, celebrated its third birthday, an important milestone and recognition that residents and visitors alike have embraced the Slow Food movement and support the markets at The Levee. A new two year Memorandum of Understanding (MOU) was signed between Council and Slow Food Hunter Valley that will see the Earth Markets continue to provide vibrancy and activation to The Levee Shared Zone on the 1st and 3rd Thursday of the month till end of 2022. The markets have doubled the number of regular producers to 25 and there have been a number of food rescues, including cabbages in September and mangoes in December.

Council continued to build internal capacity to support smart cities. A smart city pilot will commence with the purchase of a LoRaWAN gateway, sensors and data sharing platform. Following positive feedback on Business Opportunities Central Maitland, a prospectus highlighting business opportunities in Morpeth was created. Designed to inspire interest and attract investment from business types identified through community engagement and input from existing Morpeth businesses, initiatives such as this will ensure the township continues to thrive and evolve as a destination of choice for residents and visitors.

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 We delivered a Destination Management Plan to create a collaborative roadmap for building and managing Maitland’s visitor economy. The plan is based on consultation with the community, tourism operators, local businesses and the broader industry, reflecting over 1,100 ideas on opportunities and challenges. Feedback identified that the key themes are river activation, arts, heritage and culture, sports and recreation, concerts and events, farmland and nature, connectivity between attractions and accommodation alternatives. Destination hubs were identified as Morpeth, Central Maitland, Maitland Gaol, Walka Water Works and Tocal. The four key focus areas over the next ten years include product development, industry development, marketing and visitor servicing. We continued to build the Make it Maitland brand proposition. A new website was launched and a suite of marketing assets targeting couples and families was developed. Working cooperatively with tourism operators and associated businesses, the brand to aims to build awareness of Maitland as a destination and drive overnight visitation to the City.

Annual Report 2020/21

OUR COMMUNITY WANT Central Maitland is the vibrant heart of our city, creating a strong sense of pride within the community WE DELIVERED New business opportunities were identified through the development of a business prospectus, called ‘Business Opportunities Central Maitland including The Levee’. The prospectus captured consumer insights and articulated what businesses are most highly sought in Central Maitland. Soft copies were circulated to over 9,000 businesses, and over 1,000 hardcopies were issued to prospective businesses and real estate agents. A report was commenced to outline progress of the Central Maitland Structure Plan, including key milestones achieved and grants successfully applied for that will help implement strategic outcomes. The strategy was developed in 2009 to guide the ongoing redevelopment and revitalisation of Central Maitland, ensuring that appropriate development can occur while the unique heritage built form and layout is protected. Council’s Create Maitland pilot program successfully activated the empty shopfront at 344 High Street. In May 2021, the owner secured a commercial tenant, bringing Council’s affiliate membership of Renew Australia and the Create Maitland program to a close. The focus will be on business attraction, utilising the Business Opportunities prospectus. We successfully secured $594,000 in funding as part of the NSW Government’s Your High Street grant program to unlock public space, improve amenity and functionality with improvements to High Street, Central Maitland, between Grant Street and the Ken Tubman Drive roundabout. The work includes increased shade, garden and green spaces, a parklet, additional seating suitable for outdoor dining, creative street and footpath treatments and an enhanced shared zone experience in nearby streets. A draft Central Maitland Parking Study went on public exhibition in March 2021. The draft study outlines recommendations to improve parking accessibility and was developed after extensive community consultation, parking surveys and assessment. The draft study recommends short to long term actions that seek to optimise existing parking in the area, ultimately to support Central Maitland’s economic growth and viability. Activities from The Levee Marketing and Activity Plan were delivered throughout the

year. We responded to the challenges presented by COVID-19 with specific initiatives aimed at supporting the local business community. LIVE at The Levee took place, initially as a live stream ‘home session’ and then returning to live performances. From July to December a Car Giveaway promotion provided participating businesses with added opportunity to encourage patrons to their stores. To further promote the initiative, Cars of the World and a toy car scavenger hunt were delivered. Free art packs were developed for the winter school holidays due to restrictions preventing workshops; a COVID-19 safe craft activity was provided in spring. Christmas at The Levee was a highlight of the activities calendar with the return of free Santa Photos and the introduction of a Christmas themed mini market. Summer saw programming that linked with the wider Make It Maitland Summer Program, The Levee Summer Sale, LIVE Across The Levee and the widely successful Neon Nights in particular drew crowds into the precinct.

OUR CHALLENGES COVID-19 impacted on our local businesses and economy through public health orders, COVID-19 restrictions and the inability to deliver the full program of events and festivals. Council implemented a number of Response and Recovery initiatives to support the community, including the removal of a special rate for the city centre.

FUTURE PLANS A Masterplan and Technical Study will be undertaken for the East Maitland Catalyst Area as identified in the Greater Newcastle Metropolitan Plan. An economic development strategy with the theme of smart cities and innovation information principles will assist our city to attract businesses and jobs. Actions will be prioritised from the Central Maitland car parking review, and our community will commemorate the bicentenary of Morpeth in conjunction with the Morpeth Bicentenary Working Group.

Kylie Jane Live at The Levee Neon Nights, Central Maitland Annual Report 2020/21

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.

OPERATIONAL PLAN DELIVERY OUR COMMUNITY WANT

OUR COMMUNITY WANT

Community leaders to work together to deliver the best possible results for the community

Meaningful, informed and genuine community participation is active in decision making at all levels of government

WE DELIVERED

The 2021 Australia Day Ceremony was held at Maitland Town Hall where local resident and tireless volunteer Dr Helen Tolhurst was announced as Maitland’s Citizen of the Year, and Ally Meyn as Young Citizen of the Year. Helen is a former GP of 18 years and keen artist who, after being diagnosed with Parkinson’s Disease in January 2019, decided to do something to improve our community’s capacity to support and understand the challenges that people with Parkinson’s face. Through determination and leadership, Helen helped establish networks and support groups within our community for those living with Parkinson’s Disease and their families. Helen also uses her passion for art to raise awareness about Parkinson’s in her most recent art exhibition, where all proceeds also went to the Maitland Parkinson’s Support Group. Ally Meyn is passionate about improving the lives of those less fortunate or disadvantaged within the community. In 2020 alone, Ally contributed to successfully supporting over 300 disadvantaged, disabled, or vulnerable members of our community find meaningful employment while also building awareness within the business community about the value of employing those with special needs. Ally also mentors local youth to help them achieve their employment dreams and is the President of the local Business Network International Group.

Progress on delivery of Council’s Community Engagement Strategy and Action Plan was somewhat hampered during the year with restrictions around COVID-19. Despite this, a range of engagements and public exhibitions occurred. Early in the year both the Destination Management Plan and Maitland Gaol Development and Site Master Plans were placed on public exhibition and subsequently adopted. In Morpeth The Swan Street Parking Study was undertaken with active engagement across the business and resident community. A Morpeth Conservation Area Review was also undertaken and both these items are now under review for public exhibition in 2021/22. Still in Morpeth, specific resident engagement has been ongoing with residents and property owners directly adjacent to planned works for the Steamer Street Pathway and Robert Street to Morpeth Bridge Pathway, both Morpeth Bicentenary projects and part of the wider Morpeth to Walka Water Works Shared Pathway. Data from 13 community generated data sources were collated, aggregated and analysed to inform the Maitland+10 review and Phase Four of the engagement cycle.

Council hosted over 100 people from local tourism businesses, events and industry leaders at the successful inaugural Visitor Economy Forum and Networking Lunch at Tocal College. Visitor economy in Maitland attracts on average 800,000 visitors a year who spend approximately $114 million in the local economy and support hundreds of businesses that benefit from the tourism economy, which includes local accommodation, attractions, restaurants and cafés. The goal of the day was to provide local visitor economy businesses the opportunity to learn, network, and engage with fellow industry colleagues and professionals.

Community Planting Day

This year, 29 staff members completed the International Association for Public Participation (IAP2) Engagement Essentials Training. Another 25 were scheduled to complete the training in June 2021, however this has been postponed due to COVID-19. Customer Experience Training rolled out in February and March 2021 to over 400 staff members with information about the training and handy hints shared on our intranet. Guiding Principles coaches and coaching sessions have continued to be rolled out to new staff throughout the year.

The monthly Business Matters newsletter was delivered to more than 9,000 businesses. These newsletters provide updates, information about funding and grant opportunities, what’s happening for business and other news specific to local businesses. Annual Report 2020/21

OUR COMMUNITY WANT An efficient and effective Council that listens and responds to community needs WE DELIVERED The implementation of the Delivery Program for 2018-2021 progressed, and a draft 2021/22 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 in May and October. Council embarked on a program of transformation to change the way we work and the way we deliver services and information. This Customer Driven Transformation Program is focused on customer experience, and the way our customers can access information, conduct business and transactions, and use Council services. Progress on the implementation of the project will be advised as delivery is programmed. Council sponsored six projects and events under the Vibrant City Sponsorship Program. The total value of sponsorship was $27,466.79 (ex GST). The events included the Maitland Heritage Festival, Maitland Skate Space, IF Maitland Indie Writers Festival, IF Maitland Art Fest, The Church Street Spring Fair, and Maitland Steamfest Podcast. Unfortunately, four agreements had to be terminated due to the event/project not proceeding due to the pandemic environment. One agreement had the sponsorship agreed value amended as the original event could not take place and an alternate option was put forward. Due to ongoing COVID-19 restrictions, the major communications focus for the year was on providing relevant and meaningful information to residents online, via Momentum and through the Customer Experience Team.

long term. A new public lobby will provide an open and inviting space for the public to access Council’s services. The refurbished 1890’s Council Chambers and an upgraded Town Hall will also deliver an upgrade of the surrounding streets, establishing a strong civic precinct. Council’s budget was prepared on a very conservative basis. Due to deterioration in the investment markets investment income was lower than expected at $0.75 million below original budget. 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 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 continued to impact the delivery of some services such as our events and community programs, and challenged work practices to be more agile to continue to deliver adapted services to the community. Communications focused on the provision of relevant, up to date and meaningful information to residents on the delivery of our services and impacts of restrictions from the COVID-19 Public Health Orders.

FUTURE PLANS We will improve our customer experience through the delivery of a customer driven transformation program; review Maitland +10, our community’s strategic plan and develop a Council delivery program to support the achievement of our community’s vision; and continue construction of Maitland Administration Centre.

OUR COMMUNITY WANT A reputable and performance driven Council focused on the future of our city WE DELIVERED Construction of the Maitland Administration Centre commenced in mid 2021. The development includes a new energy efficient office building that provides a highly functional environment for Council staff to deliver services to the community for the

Young Citizen of the Year recipient, Ally Meyn Annual Report 2020/21

COMMUNITY SERVICE AND FACILITY VISITATION FIGURES Council service area

2020/21

2019/20

2018/19

2017/18

Unique visits to Council’s website

297,122

238,085

226,660*

242,915~

Phone calls to our Citizen Service Centre

70,078

63,517

66,530

69,749

Service requests

11,584

10,136

10,059

9,887

Live chat

4,566

3,622

3,273*

4,778

Development Applications approved

1,400

1,160

1,187

986

446

465

445

440

Visits to the libraries across our four branches

152,472°

179,881

221,410

240,349

Visits to the Aquatic Centres across our two locations

169,157°

212,011

192,237

210,411

Visits to Maitland Regional Art Gallery

52,401°

53,833

61,739

68,461

Visits to Maitland Gaol

18,448°

12,217

23,644

30,220

Visits to the Visitor Information Centre

9,415°

9,836

13,587

14,900

Facebook page likes

77,757

62,712

62,076

54,253^

Followers on Twitter

3,549

3,561

3,344

3,249

Followers on Instagram

6,532

4,657

3,022

1,862

Construction Certificates approved

° Visitation figures to Council facilities dropped, with the exception of Maitland Gaol, 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 financial year had a significantly higher number of unique visits due to the Local Government Election held in September 2017.

Central Maitland Maitland Taste Deconstructed Annual Report 2020/21

SECTION FOUR:

STATUTORY REPORTING

SECTION FOUR

STATUTORY REPORTING

In addition to operational performance against Maitland +10, and Council’s Delivery Program and Operational Plan, the Local Government Act and Regulation prescribes that Council report on other information of interest, including: Bodies in which Council held a controlling interest 56 Bodies in which Council participated 56 Bushfire hazard reduction activities 56 Business activities 57 Capital expenditure reviews 57 Code of conduct 57 Companion animals activities 59 Condition of public works 60 Contracts awarded 65 Councillor provisions 66 Disability inclusion action plan activities 66 Environmental upgrade agreements 68 Equal employment opportunity activities 68 External bodies exercising Council functions 70 Financial assistance 71 Government information public access 71 Legal expenses 74 Overseas visits 74 Planning agreements in force 74 Privacy and personal information protection 74 Public interest disclosures 74 Rates and charges written off 74 Senior staff remuneration 74 Special rate variation activities 75 State of the environment 76 Stormwater management services 77 Swimming pool inspections 77 Works on private land 77

Living Sculptures Annual Report 2020/21

BODIES IN WHICH COUNCIL HELD A CONTROLLING INTEREST In accordance with Clause 217(1)(a7) of the Local Government Regulation 2021, 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 In accordance with Clause 217(1)(a8) of the Local Government Regulation 2021, Council participated in the following corporations, partnerships, trusts and joint ventures during 2020/21.

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. Arrow Collaborative Services - previously 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). •

LEGEND

MAITLAND LOCAL GOVERNMENT AREA BUSHFIRE PRONE LAND

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

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

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

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

Waterways

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). Maitland Brigades responded to 174 incidents in 2020/21, while assisting other brigades in surrounding areas. During the year the NSW Rural Fire Service completed the following: Activity

Number

Hazard reduction mechanical (Council Works)

18.12 ha

Hazard reduction burning carried out by RFS

Private burns assisted by the RFS

Bush burnt through wildfires Permits issued

1 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 LGA. Vegetation control along and adjacent to the track was undertaken in 2020/21, under the annual maintenance program. Council carried out over 400 kilometres of roadside slashing, along with around 12 hectares of asset protection zones (slashing and under scrubbing 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 next generation planning.

Railway

Buffer

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

During 2020/21 Council did not receive any competitive neutrality complaints.

CAPITAL EXPENDITURE REVIEWS During 2020/21Council submitted a Capital Expenditure Review for the Maitland Administration (MAC) project. The review was completed to guidelines issued by the Office of Local Government.

CATEGORY 1 Not applicable

CATEGORY 2 Name

Brief description of activity

Council’s share in Arrow Collaborative Services - previously Strategic Services Australia 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.

Arrow Collaborative Services (formerly Strategic Services Australia Limited) was established in January 2003 after receiving Ministers consent, pursuant to Section 358(1)(a) of the Local Government Act 1993.

CODE OF CONDUCT In accordance with Section 440 of the Local Government Act 1993, Council has an adopted Code of Conduct. The Code of Conduct, most recently updated on 24 November 2020, 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.

Annual Report 2020/21

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 2020 to 30 June 2021. 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

Preliminary assessment statistics 3

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

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

$0.00

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

n/a

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

n/a

That the subject person be counselled for their conduct

n/a

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

n/a

That findings of inappropriate conduct be made public

n/a

In the case of a breach by the GM, that action be taken under the GM’s contract for the breach

n/a

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

n/a

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

n/a

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

n/a

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)

n/a

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

n/a

Personal benefit (FMCC Part 5 / NMCC Part 6)

n/a

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

n/a

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

n/a

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 reviewer’s recommendation

n/a

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

n/a

COMPANION ANIMALS ACTIVITIES

Companion Animals Register.

ENFORCEMENT ACTIVITIES AND COMPLIANCE OPERATIONS

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

Council employs five Rangers who administer the various statutory responsibilities of Council, including the Companion Animals Act 1998 as represented below. In 2020/21 there were 1,554 complaints regarding barking dogs, unleashed dogs, aggressive and dog attacks and cat matters received and attended. This represents 57% of all service requests received by Rangers during the 2020/21 year. In addition to responding to companion animal 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

COMMUNITY EDUCATION

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. Public activities planned for 2020/21 were impacted by COVID-19 restrictions.

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 2020/21 decreased by approximately 9% in comparison with 2019/20 figures. The number of companion animals rehomed remained increased by approximately 13% and 301 animals were released which remained relatively static when compared to the 303 animals released in 2019/20.

Annual Report 2020/21

OFF LEASH AREAS PROVIDED There are seven off leash dog exercise areas:

The scale of condition assessment throughout the Asset Management Plans is based on a five category model:

• Bakers Brickyard Quarry, Raworth

Condition 1 - Excellent, near perfect condition

• Verge Street, Telarah

Condition 2 - Good, superficial deterioration

• A&D Lawrence Sporting Fields, Thornton

Condition 3 - Fair, some deterioration requiring maintenance

• 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. Fund expenditure RSPCA Contract

Amount $447,077

Consumables; including education equipment

$15,347

60% of enforcement officers salary including overtime

$259,311

Total

$721,735

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 note 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.

Condition 4 - Poor, advanced deterioration requiring high maintenance

Asset

Description

Toilet blocks

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

Grandstands Council’s 10 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

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 2021. Current replacement value

Asset All public building assets

$159,769,000

Current written down value $81,769,000

Council manages the following building assets:

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

Asset – Estimates to bring public buildings to condition 2 and condition 3 respectively: Cost to bring to satisfactory condition (2)

Asset All public building assets

$3,308,000

Capital works The estimate of works required to bring building assets up to a satisfactory standard is $22.25 million based on lifting from condition 3, 4 and 5 to level 2.

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)

The estimate of works required to bring building assets up to agreed service level condition is $3.30 million based on lifting from condition 4 and 5 to level 3 as set by Council.

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

The estimated annual maintenance cost to ensure the building assets reach their design life is $1.47 million. The actual expenditure on maintenance for building assets in 2020/21 was $1.39 million.

Libraries

Child care centres

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

Community halls

Council’s 15 community halls/centres are spread across the Local Government Area

Amenities buildings

Council’s 41 amenities buildings are located in various parks and ovals throughout the Local Government Area

Condition of public building assets

All Buildings

Asset All roads

Current replacement value $64,951,000

Current written down value $482,997,000

Council’s total Local Road network of 742 kilometres comprises of 690 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 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 Asset – Estimates to bring the road network to condition 2 and condition 3 respectively: Asset Road Pavement

Routine maintenance

Asset

Estimates of local and regional road valuation as at 30 June 2021.

Condition 1 - Excellent, near perfect condition (10 PCI)

Cost to bring agreed condition (3)

$ 22,259,000

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.

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

Cost to bring to satisfactory condition (2) $24,995,000

Cost to bring agreed condition (3) $7,363,000

Capital Works The estimate of works required to bring road pavement assets up to satisfactory condition is $24.99 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 $7.36 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 $4.04 Annual Report 2020/21

million. The actual expenditure on maintenance for road pavement in 2020/21 was $6.13 million. Condition status of Maitland Council’s Local Roads as percentage of network in each condition band: Asset

Sealed roads

58%

32%

Unsealed roads

14%

78%

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

ROADSIDE INVENTORY ASSETS The largest roadside assets on the network are: • Footpaths/Cycleway (342 kilometres) • Kerb and gutter (992 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 2020/21 Asset

Current Current written replacement value down value

Footpath/ Cycleway

$123,815,000

$85,943,000

Kerb and gutter

$194,441,300

$133,481,000

Other roadside inventory

$4,959,000

$3,311,000

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)

Footpath/ Cycleway

$15,579,000

$1,706,000

Kerb and gutter

$35,883,000

$7,144,000

$384,000

$192,000

$51,846,000

$9,042,000

Other roadside inventory TOTAL

Routine maintenance The estimated annual maintenance cost to ensure the road inventory and footpath assets reach their design life is $1.07 million. The actual expenditure on routine maintenance for roadside inventory assets in 2020/21 was $1.27 million.

BRIDGES Council is currently the custodian of 62 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 45 culverts (pipe/box). Major maintenance work was undertaken on Dagworth Road Bridge in 2020/21 prolonging the life of the bridge and increasing the allowable load limit to 12T. Melville Ford Bridge is a single lane timber bridge and concept plans are being developed in 2021/22 for a replacement bridge and upgrade to approaches. Construction of a concrete bridge to replace a major culvert on Maitland Vale Road at Hillsborough is programmed to commence in 2021/22. 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. The following estimates are based on both broad observation and formal inspections. A full survey of all Council’s Bridges is scheduled for 2021/22, ad hoc inspections are undertaken on an as needs basis. The estimated value of bridge assets at 30 June 2021: Asset Bridges

The estimate of works required to bring road inventory and footpath assets up to agreed service level condition is $9.04 million based on lifting from condition 4 and 5 to level 3 as set by Council.

$52,220,000

Current written down value $41,264,000

Asset – Estimates to bring bridges to condition 2 and condition 3, respectively:

Asset

Capital works The estimate of works required to bring kerb and gutter, footpath/cycleways and road inventory up to satisfactory condition is $51.84 million based on lifting from condition 3, 4 and 5 to level 2.

Current replacement value

Bridges

Cost to bring to satisfactory condition (condition 2) $2,103,000

Cost to bring agreed condition (condition 3) $689,000

$689,000 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 $117,000. The actual expenditure on maintenance for bridges in 2020/21 was $60,000. Asset All Bridges

69%

21%

Cost to bring to satisfactory condition (2)

Asset Stormwater Drainage

Cost to bring agreed condition (3)

$10,534,000

$4,341,000

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.

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

Capital works

STORMWATER DRAINAGE

The estimate of works required to bring stormwater drainage up to satisfactory standard is $10.53 million based on lifting from condition 3, 4 and 5 to level 2.

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. 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 2016 April Storm. The assessed value of the drainage system at 30 June 2021: Description

Quantity

Current replacement value

Current written down value

Conduits & Culverts

428 kilometres

$156,179,000

$126,310,000

Pits & Headwalls

18,018

$31,775,000

$26,013,000

Flood gates

$455,000

$334,000

Detention Basins/ Ponds

146

$20,299,000

$17,148,000

Gross Pollutant Traps

171

Capital works

Pump Station

The estimate of works required to bring bridge assets up to satisfactory standard is $2.10 million based on lifting from condition 3, 4 and 5 to level 2.

TOTAL

The estimate of works required to bring bridge assets up to agreed service level condition is

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

$14,605,000

$13,627,000

$917,000

$813,000

$224,230,000

$184,245,000

The estimate of works required to bring stormwater drainage up to agreed service level condition is $4.34 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 $892,000. The actual expenditure on maintenance for drainage in 2020/21 was $1.05 million. ASSET All drainage assets

58%

34%

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

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: • Fixed assets located within areas of passive recreation use (parks) • Fixed assets located within areas of active recreation use (sportsgrounds) • Fixed Assets located within areas of paved sports surfaces (tennis, netball and basketball etc) • 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 2020/21. This Annual Report 2020/21

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 2021: Asset

Current

Current written

replacement Value

down value

Recreation

$85,487,000

$52,989,000

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

Asset category

Description

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

79 playgrounds 2 pools centres 7 skate parks 49 shade structures 20 public barbeques Numerous Items of park furniture Signage Park fencing Park lights

Fixed assets located within sportsgrounds

Other open space and recreation assets

$6,693,000

$1,991,000

TOTAL

$6,693,000

$1,991,000

Capital works The estimate of works required to bring recreational assets up to a satisfactory standard is $6.69 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 $1.99 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 $4.83 million. The actual expenditure on maintenance for recreational assets in 2020/21 was $4.74 million. (Note: actual maintenance expenditure included operational expenditure not related to asset maintenance). Condition of Open Space and Recreation Assets Asset Open space and recreation assets

43%

44%

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

ASSET COST SUMMARY

250 light poles

The asset costs are summarised in the table below.

Cricket wickets & practice nets

Asset – Total Estimates to bring all of the reported assets to condition 2 and condition 3 respectively:

Other sportsground assets 38 netball courts Tennis courts 1 hockey facility Internal park roads and Sportsground car parks

Cost to bring agreed condition (3)

2 baseball facilities

Sportsground fencing

Paved surface sports facilities

Cost to bring to satisfactory condition (2)

Asset

32,000 m2 park roads (approx. 5.3 kilometres) 60,000 m2 car parking

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

Asset

Public Buildings

Cost to bring to satisfactory condition (condition 2)

Cost to bring to agreed condition (condition 3)

Actual expenditure on routine maintenance 2020/21

$ 22,259,000

$3,308,000

$1,394,000

Local Roads

$24,995,000

$7,363,000

$6,130,000

Footpath/ Cycleway

$15,579,000

$1,706,000

$821,000

Cost to bring to satisfactory condition (condition 2)

Cost to bring to agreed condition (condition 3)

Actual expenditure on routine maintenance 2020/21

Kerb and Gutter

$35,883,000

$7,144,000

$277,000

Other Roadside Inventory

$384,000

$192,000

$176,000

$2,103,000

$689,000

$60,000

Stormwater Drainage

$10,534,000

$4,341,000

$1,056,000

Open Space and Recreation

$6,693,000

$1,991,000

$4,740,000

$118,430,000

$26,734,000

$14,654,000

Asset

Bridges

TOTAL

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

CONTRACTS AWARDED

(OVER $150,000)

In accordance with Clause 217(1)(a2) of the Local Government (General) Regulation 2021 the following are the details of each contract awarded by Council during 2020/21 (whether as a result of tender or otherwise), other than: (i) employment contracts (that is, contracts of service but not contracts for services), and

Contractor

Nature of goods / services

Downer EDI Pty Ltd

Power pole relocations works – Station Lane, Lochinvar

$204,816.00

Waeger Constructions Pty Ltd

Culvert Renewal – Maitland Vale Road, Hillsborough

$689,700.00

Colas Solutions

Asphalt Rejuvenations

$207,523.00

Gosford Irrigation & Maitland Park Irrigation Water Solutions

$490,845.69

Gosford Irrigation & Bolwarra Irrigation Water Solutions

$165,802.22

Descas Landscapes

Somerset Park Mowing

$132,048.54

Rees Electrical

Lorn Flood Lights

$150,170.00

COUNCILLOR PROVISIONS In accordance with Clause 217(1)(a1) of the Local Government (General) Regulation 2021, 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

2020/21

Mayoral allowance (excluding Councillor fee) Councillors' fees

(ii) contracts for less than $150,000 including the name of the contractor and the nature Nature of goods / Tender ofContractor the goods or services supplied by the contractor services amount $ and the total amount payable to the contractor under the contract. Heritage Supply thirteen

$473,490.00

Motors

Mitsubishi Triton utes

Newcastle Commercial Vehicles Pty Ltd

Supply one Hino 24,000 kg GVM Cab Chassis

$152,378.54

Bucher Municipal Pty Ltd

Supply one Hino Bucher Street Sweeper truck

$368.699.99

Wideland Trucks Pty Ltd

Supply one 24,000kg GVM Tipper Truck

$188,710.72

Allquip Water Trucks Pty Ltd

Supply one 12,000lt Water tanker body

$153,112.00

North Construction and Building Pty Ltd

Gillieston Heights Community Centre Defects Rectification

$261,744.84

Casey & Lowe Pty Ltd

Maitland Administration Centre Archaeological Services

$315,491.00

Hansen Yucken Pty Ltd

Maitland Administration Centre Construction Contract

$41,973,261.82

Tender amount $

$60,080.00 $312,494.00

Delegates expenses

Councillors' expenses (General)

$14,281.38

Mayoral expenses

$2,165.14

Travel allowance

$940.61

Telephone & internet expenses

$8,453.88

Attendance of Councillors at conferences and seminars

$5,751.00

Civic Functions

$6,130.91

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

$410,296.92

The 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.

Annual Report 2020/21

Individual councillor expenses are reported to Council on a six-monthly basis in accordance with the Policy. Professional Development 2020 LGNSW Annual Conference (virtual)

Attendees

LIVEABLE COMMUNITIES Community Engagement •

Mayor Baker, Crs Aitchison, Ferris & Mitchell

2020 Floodplain Management

Cr Ferris

Australia Conference (virtual) 2020 Destination & Visitor

Cr Aitchison

Economy Conference, NSW ALGA National General Assembly

•

Crs Aitchison &

Conference, ACT

Ferris

DISABILITY INCLUSION ACTION PLAN ACTIVITIES In accordance with Section 13(1) of the Disability Inclusion Act 2014 the following information is provided on the implementation of Council’s Disability Inclusion Plan.

•

ADMINISTRATIVE SUPPORT AND GUIDANCE ON GRANTS 356 Community Grants •

•

Cerebral Palsy Alliance East Maitland - mounting kits for attaching devices, tablets and other essential equipment to wheelchairs and other mobility devices ‘Talk Together Connection’ - The Shepherd’s Centre for Deaf Children – a program for parents of deaf children to attend interactive seminars remotely via videoconferencing, to receive crucial support and guidance on how to cope and manage their children’s hearing loss.

Commemorative and Recognised Days Program International Week of Persons with a Disability: Sunnyfield Disability Services ‘Cultural Capacity Training’ – enabling workers to gain knowledge to be more culturally conscious and strengthen the work they provide to the CALD and ATSI disability community. Community Connections Forum Action plan activities and meetings placed on hold due to COVID-19 restrictions and resourcing availability.

Community revegetation works Tenambit

•

Events •

•

ATTITUDES AND BEHAVIOURS Over the year we worked in partnership with internal stakeholders and external service providers to encourage and support initiatives that promote inclusion awareness within Maitland.

All engagement plans reviewed to ensure engagement is inclusive and accessible, and removes barriers for participation by people with a disability Data sources informing the Community Strategic Plan reviewed, identifying further opportunities for inclusive consultation Introduction of more online forms, supporting the current range of PDF forms available on the website Verification that the website is WCAG 2.0 compliant.

•

Information provided for each flagship event including an accessibility page on Council’s website detailing site and surface information, accessible transport options and parking Acceptance of Companion Card for the Bitter & Twisted Boutique Beer Festival, all other Flagship events are free.

•

Maitland Including You Tent • •

Accessibility to events improved through tools and processes for the Including You Tent Communication boards designed for each flagship event in partnership with Hunter Prelude.

•

the shop and café for all visitors, with a wheelchair available onsite Auslan interpretation provided for all major events and individual events as requested New initiatives include sensory processing assistance tools ‘The Social Script’ providing a better understanding of what to expect when visiting the Gallery, and the ‘Visual Schedule’ providing nine picture and word cards to use during Gallery visits to guide engagement with art and ideas ‘Adaptation’ program with artist collective Goldberg Aberline Studios (GAS) with Mai Wel Maitland provided online workshops to explore drawing, working to music, working with movement and working with a prescribed set of mediums. Art works from the program, including inflatable sculpture and art canvases, were exhibited at MRAG during January 2021 Ongoing initiatives included Journeys Creative Connections monthly workshops for adults with a lived mental health experience, which is delivered in partnership with Flourish Australia and Aftercare. Workshops are facilitated by health workers and professional artists to extend professional skills, build resilience and confidence in a public environment. Community Days: Art & Dementia Program continued, improving wellbeing and quality of life for people living with memory loss and their carers through engagement with the visual arts and sensory experiences

Maitland Aquatic Centre

Maitland Library

•

• •

•

Additional unisex accessible amenities space provided at Maitland Aquatic Centre, with pram and disability access to the female change room Access and inclusion enhanced for learn to swim programs, user group bookings and casual user group attendance: 3,216 learn to swim access and inclusion lessons were held in 2020 and 4,752 in 2021 Council’s aquatic facilities received 2,138 carer visits in 2020/21 (this was a reduction of 465 from 2019/20 due to COVID-19 pool closures and associated restrictions). General feedback identified visitors from outside Maitland local government area, including Newcastle, Port Stephens and Cessnock, to use the improved accessible facilities.

• • •

Maitland Gaol •

Maitland Regional Art Gallery •

Inclusive access to exhibitions, public programs,

AUSLAN version of the popular self guided audio tour was extended to allow use on those bringing their own devices to the facility, increasing COVID-19 safe tour options.

Maitland Regional Athletics Centre •

Bus Stops Works are on track to achieve 100% accessibility standardisation by the end of 2022..

Digital audio collections provided to members, including those with low vision or who are blind Weekly home library to the frail and aged, and people with a disability Adult Literacy tutoring provided Staff coached to build awareness and practice working with low vision and low literacy customers.

•

Newly constructed facility provides a fully accessible site with inclusive change rooms and accessible showers New accessible path provided within the Maitland Regional Sports Complex to enable families greater access to the facility.

SYSTEMS AND PROCESSES Infrastructure and Works Footpath projects: •

•

Wollombi Road, Tannant Avenue to Regiment Road Rutherford, connector from Regiment Road to the New England Highway Melbee Street and Woodberry Street Rutherford, connector from the New England Highway to the Rutherford shopping precinct Chisholm Road and The Boulevarde East Maitland, connector across East Maitland to the Stockland Greenhills shopping centre Paterson Road, Bolwarra to Hunterglen Drive, connector from Bolwarra to Bolwarra Heights and access to bus stops on Paterson Road Largs Avenue existing path to High Street Largs, connector across Largs to Ernie Jurd Oval and local shops Phillip Street path East Maitland, connector across reserve at the end of Phillip Street and Adelaide Street to Stockland Greenhills shopping centre Footpath extension to dog park at Bakers Brickyard Park Morpeth Road Raworth, improving connectivity to the dog park Footpath extension between New England Highway to Dumaresq Parade Metford, improving connectivity between Metford and Ashtonfield.

Traffic facility improvements: • •

Traffic signals across Railway Avenue and Glenroy Street Thornton Pedestrian refuge facilities across Alexandra Avenue Rutherford.

Carpark surface improvements: • •

Thornton Station carpark resurfaced and remarked New concrete car park constructed at Queens Wharf Morpeth.

Development Applications Development Applications are assessed against Council Development Control Plan to ensure the proposal accommodates the needs of people who use the site, including enhanced requirements for medical centres, entertainment venues and commercial activities. There is also a requirement for a certain number (or percentage) of housing within residential developments to be designed to cater for people of all ages and abilities. Work Health and Safety Reasonable workplace adjustments are supported for people with ill health or disability. Annual Report 2020/21

Human Resources • • • •

•

Inclusion awareness training provided at staff induction programs Respectful Workplace and Equal Employment Opportunity training provided Recruitment and employee support reviews to ensure processes are fair and barrier free Regular meetings with Mai-Wel to identify opportunities, including work experience for students Engagement of a local school to provide work experience for a student with a learning disability Support to enable workplace adjustments, flexible work arrangements and external support providers to assist in improving their ability to fulfill their role requirements and experience as an employee of Council

Access and Inclusion Reference Group (AIRG) Feedback on Council engagements and Public Exhibitions, including input into the review of the Community Strategic Plan and draft four year Delivery program, 2020/21 Operational Plan, Local Strategic Planning Statement, Maitland Destination Management Plan and Customer Experience Plan Identified project ideas for delivery in collaboration with relevant agencies; undertaken an inclusive schools survey to identify resource gaps, which will be extended to primary schools and out of school hours care providers; and provided feedback to Council during its term of office The University of NSW Action Research project facilitated by PHD student project was approved for implementation in 2021-2022. Play Space Design Funding of $126,496 from the NSW Everyone Can Play Grant Program enabled the relocation of the play space to improve access from car parking and footpaths, and the creation of exploratory and nature play equipment that creates an opportunity for unstructured play. Food Network •

•

Facilitated the Food Assistance Network, bringing together organisations that provide food assistance with those needing help to provide meals to providers for distribution Launched a community noticeboard on Council’s website to provide a single point of reference for service providers and community regarding food and other essential services such as financial and mental health support. The noticeboard has been promoted in several inclusive formats including a DL flyer dropped

to all Maitland households to ensure the greatest reach. Challenges and Successes in Delivery the DIAP Key successes during 2020/21 included increased inclusion through Council’s engagement and planning processes, alignment of Council’s guiding principles with the DIAP, and progress on a new Maitland Administration Centre that will provide improved access for staff and visitors. Challenges included COVID-19 related delays to project and program delivery and access to ramps and footpaths around street furniture catering for social distancing under public health requirements. Additional challenges include potential works required for heritage buildings. Future Activities Future activities to progress the DIAP will include: •

•

Facilitation of the AIRG and delivery of identified projects, including 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 a revised disability inclusion action plan into the Community Strategic Plan and Delivery Program Implementation of inclusive programs and activities in community development areas, libraries and the Gallery, and at events Facilitation of the Maitland Community Connection Forum Finalisation of the expression of interest process for the storing and facilitation of the Including You tent.

EQUAL EMPLOYMENT OPPORTUNITY MANAGEMENT PLAN ACTIVITIES In accordance with Clause 217(1)(a9) of the Local Government (General) Regulation 2021, the following activities were undertaken to implement Council’s Equal Employment Opportunity (EEO) Management Plan. Actions/strategies

Activities

Action 1: Communication and awareness Corporate induction is reviewed to ensure new employees understand EEO, what is and isn’t acceptable and where to go if they are experiencing or witnessing any unacceptable treatment or behaviour

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

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

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

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

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

ACTION 2: Recruitment Review role charter with every vacancy to ensure there are no barriers to employment

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

Advertised on SEEK and via internal email and Outdoor noticeboard

ENVIRONMENTAL UPGRADE AGREEMENTS

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

Staff trained in recruitment process

There were no environmental upgrade agreements in force during 2020/21.

Offer job application support for employees

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

Probation reviews carried out at 6 weeks and 3 months

•

ACTION 3: Talent development Promote the training opportunities and encourage relevant training to create a more skilled workforce and greater opportunity for career progression

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

Annual Report 2020/21

Actions/strategies

Activities

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 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

Carried out at induction

ACTION 4: Workplace culture Monitor reasons for resignations to ensure they are not due to EEO and harassment issues

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

Review staff engagement survey results with regards to EEO

Group/departmental results reviewed

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

Staff survey carried out 2021

Review and communicate EEO policy to all employees

Equity, Diversity & Respect Policy reviewed

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

EEO Management plan is reviewed at each EEO meeting

EXTERNAL BODIES EXERCISING COUNCIL FUNCTIONS

an appreciation of the social, democratic and educational importance of public libraries

as the Corporate Trust Manager.

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

The areas falling under the responsibility of the Committee include:

• camping grounds.

• 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

FINANCIAL ASSISTANCE In accordance with Clause 217(1)(a5) of the Local Government Regulation 2021, Maitland City Council contributed or otherwise granted a total of $154,859 under Section 356 of the Local Government Act 1993. Grants were awarded under the categories community, high achievers – arts, high achievers – sports, commemorative and recognised days, and COVID-19 response and recovery.

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.

1. Recreation Advisory Boards

• form partnerships with other community organisations to develop the library as a community hub.

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, 80 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.

The care, control and management of Sporting and Recreation facilities through the following Boards:

4. Maitland Regional Art Gallery Members (MRAGM)

Council officers are investigating ways to make this information accessible online, although Copyright requirements must still be met. We are working with relevant building and development companies to provide release of documents that form part of a development application to the current property owner.

• Maitland Park Recreation Board

The major objectives of the MRAGM are to:

2. NUMBER OF ACCESS APPLICATIONS RECEIVED - CLAUSE 7 (B)

• Maitland Sports and Recreation Advisory Board.

• support employees of Maitland Regional Art Gallery (MRAG) in their day to day activities

During the reporting period, Council received a total of 120 formal access applications (including withdrawn applications, but not invalid applications). 100 of these were for development and property approval related information.

In accordance with Section 355 of the Local Government Act 1993, Maitland City Council delegated the following activities to external bodies:

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) • Morpeth Museum. 3. The Friends of Maitland City Library

• raise funds to support specific projects, as requested by the City Librarian

• 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

During the reporting period, Council refused a total of zero formal access applications because the information requested was information referred to in Schedule 1 to the GIPA Act.

• provide visitors and supporters opportunity to develop ongoing relationships with the art gallery.

The major objectives of the Maitland City Library are:

5. Walka Water Works

• act in a public relations role through contributing to the organisation of cultural, educational, heritage or leisure activities for the community

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

• act as advocates for the library through encouraging

3. NUMBER OF REFUSED APPLICATIONS FOR SCHEDULE 1 INFORMATION - CLAUSE 7 (C)

Annual Report 2020/21

4. STATISTICAL INFORMATION ABOUT ACCESS APPLICATIONS - CLAUSE 7 (D) AND SCHEDULE 2

Table C: Invalid Applications

Access Access granted granted in full in part

Applicant type / outcome

Access refused in full

Information not held

Information Refuse to already deal with 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)

0 0

Number of applications

Reason for invalidity

Table A: Number of applications by type of applicant and outcome*

1 1

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)

107

Decided after 35 days (by agreement with applicant)

Not decided within time (deemed refusal)

TOTAL 79 27 3 6 0 0 0 3 *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.

Overriding secrecy laws

Cabinet information

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

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

Applicant type / outcome

Access granted in full

Personal information applications*

Access applications (other than personal information applications)

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

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 1

79 27 4 6 0 2 0 *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).

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

116

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 Number of applications for review

Type of applicant

Number of occasions when application not successful

Responsible and effective government

Law enforcement and security

Total

Applications by access applicants

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

TOTAL

Annual Report 2020/21

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 2020/21 comprised: Item

Status

2020/21

Debt Recovery

Ongoing

$93,526

Industrial Relations

Ongoing

$31,700

Planning & Environment

Completed

TOTAL

$107,854 $233,080

OVERSEAS VISITS There were no overseas visits undertaken in 2020/21 by Councillors, council staff or other persons representing Maitland City Council.

PLANNING AGREEMENTS IN FORCE There were no planning agreements in force during 2020/21.

PRIVACY & PERSONAL INFORMATION PROTECTION

SPECIAL RATE VARIATION ACTIVITIES

For the reporting period ending 30 June 2021, Maitland City Council received no protected disclosures.

The 2020/21 financial year is the last year of Council’s seven year special rate variation, approved by the Independent Pricing and Regulatory Tribunal (IPART) in June 2014.

RATES AND CHARGES WRITTEN OFF

Council has used 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 seven years.

Rates and charges written off (including rates reduced or waived for pensioners) during the 2020/21 period comprised: Rate of Charge Pensioner abandonments Other abandonments Sub total

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.

2020/21 $1,289,222 $0 $1,289,222

Less: Pensioner rate subsidies

-$716,971

Net Rates and Charges Written Off

$572,251

SENIOR STAFF REMUNERATION Council employed four senior staff as Group Managers and the General Manager as at 30 June 2021. The total amount of money payable in respect to the employment of all senior staff during 2020/21 was $1,567,533 - being the General Manager remuneration package of $429,722 and Group Manager remuneration packages (total) of $1,078,162. 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.

2020/21 Special rate variation income and expenditure Category

Brought forward

Total available 2020/21

Allocation 2020/21

Actual expenditure 2020/21

Balance 2020/21

Road reconstruction & resurfacing

$1,021,116

$200,000

$1,221,116

$1,001,116

$220,000

Community buildings

$1,480,560

$219,711

$1,260,849

Recreational and Sporting facilities

$295,118

$257,117

$38,001

Youth Spaces

$429,632

$9,056

$420,576

River Access

$856,291

$644,829

$211,462

Place Activation

$101,412

$98,384

$3,028

$21,835

$4,205,964

$200,000

$4,405,964

$2,252,048

$2,153,916

Environmental Initiatives TOTAL

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. In accordance with the Act, Council’s ‘Public Interest Disclosure – Internal Reporting Policy’ established guidelines for the reporting and management of Protected Disclosures.

Annual Report 2020/21

STATE OF THE ENVIRONMENT

STORMWATER MANAGEMENT SERVICES

Resource Use

Natural Environment

Council introduced an annual charge for stormwater management services during 2006/07. The proposed works and actual income and expenditure for 2020/21 were as follows:

•

• •

•

21% of Maitland households have a solar pv system 85% of our daily travel occurs in passenger vehicles (producing ~180,000 tonnes of greenhouse gas emissions/year) 16% decrease in total water consumption between 2017/18 and 2020/21

Waste Management • • • • • • •

32,000 properties in the Maitland LGA have the three bins 6,400 waste bins get serviced by Council’s garbage trucks every day 800 new households are added to the collection service every year 24,656 tonnes of waste were collected in 2020/21 5,107 tonnes of recyclables were collected in 2020/21 10,997 tonnes of organics were collected in 2020/21 40% diversion rate for domestic waste from landfill 2020/21 (target 80%)

• • • •

• • •

•

Less than 7% of our remnant bushland remains 63.3% of our area is covered with lawns, sports fields, grasslands, pasturelands, croplands 17.9% of our area is covered with trees over 3 metres in height 2.5% of our area is covered with shrubs less than 3 metres high 7.8% of our area is covered by dams, lakes, wetlands with water present 7.6% of our area is covered by buildings, rooftops, tanks, swimming pools, sealed roads, sealed footpaths, parking lots and driveways 3.0% of our area is soil / bare ground Ashtonfield has the highest tree cover at approximately 52% Threatened ecological communities include Lower Hunter Spotted Gum Ironbark Forest, Hunter Lowland Redgum Forest, Freshwater Wetlands and Swamp Oak Floodplain Forest 603 hectares of remnant vegetation was cleared between 2003 and 2020/21 (7%)of native vegetation) 132 threatened species including squirrel glider, powerful owl, white-bellied sea eagle, and greycrowned babbler

Our Challenges • • • • • Waste Bin Composition (by weight) 2020

Landfill capacity Increasing diversion rate for domestic waste from landfill Increasing vegetation cover Improving water quality Accessing natural environment experiences.

As proposed in Operational Plan 2020/21

Actual income received 2020/21

Carry over from 2020/21

Total income available 2020/21

Actual expenditure 2020/21

Conduits & Culverts

$180,000

$420,182

Pits & Headwalls

$280,000

$199,233

$29,799

$56,042

Detention Basins

$180,000

$98,313

Gross Pollutant Traps / Trash

$220,000

$213,860

$889,799

$987,630

Urban Drainage Structures Modifications

Capital Works Total

$889,799

$987,630

Urban drainage works type MAINTENANCE WORKS

Maitland City Council Flood Gates

Natural Creeks Constructed Wetlands Maintenance Works Total CAPITAL WORKS

GRAND TOTAL

Variation in Income Proposed stormwater management charges for 2020/21 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 2020/21. Variation in Expenditure In 2020/21 an amount of $987,630 was expended.

SWIMMING POOL INSPECTIONS Swimming pool regulations

Number of inspections 2020/21

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

100

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

WORKS ON PRIVATE LAND During 2020/21 no private works were undertaken requiring a resolution under Section 67 of the Local Government Act 1993.

Annual Report 2020/21

SECTION FIVE

FINANCIAL STATEMENTS Council’s audited financial statements for the year ended 30 June 2021 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 and enclosed for information

Maitland Regional Athletics Centre Annual Report 2020/21

Maitland City Council Financial statements for the year ended 30 June 2021 Contents

Contents

Page

General purpose financial statements General purpose financial statements

Section 1

Special schedules

Section 2

Statement by Councillors and Management

Income Statement

Statement of Comprehensive Income

Statement of Financial Position

Statement of Changes in Equity

Statement of Cash Flows

Notes to the Financial Statements

Auditor's reports

Maitland City Council is constituted under the Local Government Act (1993) and has its principal place of business at: Maitland City Council 285-287 High Street Maitland NSW 2320 Through the use of the internet, we have ensured that our reporting is timely, complete, and available at minimum cost. All press releases, financial statements and other information are available on our website: www.maitland.nsw.gov.au

Page 1

Pag e 2

Annual Report 2020/21

Maitland City Council Income Statement for the year ended 30 June 2021 Original unaudited budget 2021 $'000

Notes

Actual 2021 $'000

Actual 2020 $'000

Income from continuing operations 92,792 7,981 2,791 9,526 11,104 2,676 126,870

43,977 34,431 1,797 23,158 11,506 -

Revenue:

Rates and annual charges User charges and fees Other revenues Grants and contributions provided for operating purposes Grants and contributions provided for capital purposes Interest and investment revenue Other Income Net gain from the disposal of assets

B2-1 B2-2 B2-3 B2-4 B2-4 B2-5 B2-6 B4-1

Total income from continuing operations Expenses from continuing operations Employee benefits and on-costs Materials and services Borrowing costs Depreciation and amortisation Other expenses Net loss from the disposal of assets

B3-1 B3-2 B3-3 B3-4 B3-5 B4-1

92,767 9,157 2,090 10,947 50,602 1,949 752 -

85,704 9,438 2,518 10,622 63,412 3,281 626 -

168,264

175,601

41,971 32,020 1,602 25,759 10,793 1,740

38,885 30,793 1,642 23,705 9,195 2,942

114,869

Total expenses from continuing operations

113,885

107,162

12,001

Operating result from continuing operations

54,379

68,439

12,001

Net operating result for the year attributable to Council

54,379

68,439

3,777

5,027

897

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.

Page 4

Annual Report 2020/21

Maitland City Council

Statement of Comprehensive Income for the year ended 30 June 2021

Balance Sheet as at 30 June 2021

Notes Net operating result for the year - from income statement

2021 $'000 54,379

2020 $'000 68,439

Other comprehensive income Amounts which will not be reclassified subsequently to operating result Gain (loss) on revaluation of infrastructure, property, plant and equipment Total other comprehensive income for the year Total comprehensive income for the year attributable to Council

2021 $'000

2020 $'000

19,514 128,058 7,712 796 536 3

19,898 115,471 11,332 467 -

156,619

147,168

62,661 1,238,472 499 669 425

37,624 1,209,115 531 879 532

Total non-current assets

1,302,726

1,248,681

Total assets

1,459,345

1,395,849

13,129 4,879 273 7,408 14,684 -

13,447 326 349 6,888 14,215 -

40,373

35,225

407 48,218 345 12,835

538 43,589 297 13,323

61,805

57,747

102,178

92,972

1,357,167

1,302,877

992,130 365,037 -

937,751 365,126 -

1,357,167

1,302,877

Notes

ASSETS Current assets Cash and cash equivalents Investments Receivables Contract assets Inventories Other

C1-1 C1-2 C1-4 C1-6 C1-5 C1-5

Total current assets

C1-7

(89)

42,978

(89)

42,978

54,290

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

111,417

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

C1-2 C1-7 C1-8 C2-1 D1-1

LIABILITIES Current liabilities Payables Contract liabilities Lease liabilities Borrowings Employee benefit provisions Provisions

C3-1 C3-2 C2-1 C3-3 C3-4 C3-5

Total current liabilities Non-current liabilities Lease liabilities Borrowings Employee benefit provisions Provisions

C2-1 C3-3 C3-4 C3-5

Total non-current liabilities Total liabilities Net assets EQUITY Accumulated surplus Revaluations reserves Other reserves

C4-1

Total equity

The above Statement of Financial Position should be read in conjunction with the accompanying notes.

Page 5

Page 6

Annual Report 2020/21

1,302,877

111,417

42,978

68,439

1,191,460

666

Original unaudited budget 2021 $'000

1,302,877

111,417

42,978

68,439

1,191,460

666

1,192,126

Statement of Cash Flows for the year ended 30 June 2021

Actual 2020 $'000

42,978

68,439

365,126

42,978 -

937,751

68,439 54,379

322,148 869,312 1,302,877

666

92,438 7,993 2,759 20,677 5,719

Page 7

1,357,167 The above Statement of changes in equity should be read in conjunction with the accompanying notes.

1,357,167 365,037 992,130 Closing balance 30 June

54,290

Transfers between equity items

Total comprehensive income

54,379

(89)

54,290

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

(89)

54,379 54,379 Net operating result for the year

1,302,877 365,126 937,751 Restated opening balance

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

1,302,877

365,126 937,751

Correction of errors

Opening balance at 1 July

Rates and annual charges User charges and fees Interest received Grants and contributions Other Payments:

43,540 33,897 1,668 11,506 38,975

322,148

869,978

Receipts:

IPPE revaluation reserve Total Equity Noncontrolling interest Council equity interest Other reserves Accumulated surplus

IPPE revaluation reserve

2021 $'000 Statement of Changes in Equity for the year ended 30 June 2021

Maitland City Council

Notes

Actual 2021 $'000

Cash flows from operating activities

Accumulated surplus

Other reserves

2020 $'000

Council equity interest

Noncontrolling interest

1,192,126

Total Equity

Maitland City Council

Payments to employees Payments for materials and services Borrowing costs Other Net cash from operating activities

G1-1

92,552 11,061 1,885 41,739 4,344

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

41,469 34,366 1,574 11,263 62,909

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

4,420 110,505 760 -

24,253 108,394 477 -

10,700 142,010 30,886 (67,911)

17,271 130,499 43,814 (58,460)

12,074

10,841

6,925 531 4,618

6,416 431 3,994

Cash flows from investing activities Receipts:

Sale of investments Redemption of term deposits Proceeds from sale of PPE Other Payments:

12,000 63,246 (75,246)

Purchase of investments Acquisition of term deposits Payments for PPE Other Net cash from investing activities Cash flow from financing activities Receipts:

32,123

Proceeds from borrowings Payments:

7,080 25,043 (11,228) 19,898 8,670

Repayment of borrowings Principal component of lease payments Net cash from financing activities Net change in cash and cash equivalents

(384)

Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year

C1-1

1,644

19,898

18,254

19,514

19,898

The above Cash flow statement should be read in conjunction with the accompanying notes.

Page 8

Annual Report 2020/21

Maitland City Council Maitland City Council

Notes to the financial statements 30 June 2021

Content for the notes to the Financial Statements for the year ended 30 June 2021 A. About Council and these financial statements A1-1 Basis of preparation

A1-1

Basis of preparation

B. Financial Performance B1. Functions or activities B1-1

Functions or activities - income, expenses and assets

B1-2

Components of functions or activities

B2. Sources of Income B2-1

Rates and annual charges

B2-2

User charges and fees

B2-3

Other revenue

B2-4

Grants and contributions

B2-5

Interest and investment income

B2-6

Other income

B3. Costs of providing services B3-1

Employee benefits and on-costs

B3-2

Materials and services

B3-3

Borrowing costs

B3-4

Depreciation, amortisation and impairment of non-fiancial assets

B3.5

Other expenses

Gain or loss from disposal, replacement and de-recognition of assets

B4. Gains or losses B4-1

B5. Performamnce against budget B5-1

These financial statements were authorised for issue by Council on 14 September 2021. Council has the power to amend and reissue these financial statements in cases where critical information is received from public submissions or where the OLG directs Council to amend the financial statements

Material budget variations

C. Financial position C1. Assets we manage C1-1

Cash and cash equivalents

C1-2

Investments

C1-3

Restricted cash, cash equivalents and investments

C1-4

Receivables

C1-5

Inventories

C1-6

Contract assets and Contract cost assets

C1-7

Infrastructure, property, plant and equipment

C1-8

Intangible assets

C2. Leasing activities C2-1

Council as lessee

C2-2

Council as lessor

C3. Liabilities of Council C3-1

Payables

C3-2

Contract liabilities

C3-3

Borrowings

C3-4

Employee benefit provisions

C3-5

Provisions

Nature and purpose of reserves

The principal accounting policies adopted in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated. These general purpose financial statements have been prepared in accordance with Australian Accounting Standards and Australian Accounting Interpretations, the Local Government Act 1993 (Act) and Regulations, and the Local Government Code of Accounting Practice and Financial Reporting. Maitland City Council is a not for profit entity. The financial statements are presented in Australian dollars and are rounded to the nearest thousand dollars. Historical cost convention These financial statements have been prepared under the historical cost convention, as modified by the revaluation of certain infrastructure, property, plant and equipment and investmnet property. Significant accounting estimates and judgements The preparation of the financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Council's accounting policies. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on Council and that are believed to be reasonable under the circumstances. Critical accounting estimates and assumptions Maitland City Council makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year include: (i) fair values of infrastructure, property, plant and equipment - refer Note 1-7 (ii) tip remediation provisions - refer Note C3-5 (iii) Employee benefit provisions - refer Note C3-4

C4. Reserves C4-1 D. Council structure D1. Interest in other entities D1-1

Interest in joint arrangements

E. Risks and accounting uncertaintities E1-1

Riskes realting to financial instruments held

E2-1

Fair value measurement

E3-1

Contingencies

F. People and relationships

Significant judgements in applying the Council's accounting policies (i) Impairment of receivables - refer Note C1-4 (ii) Determination of whether performance obligations are sufficiently specific and whether the contract is within scope of AASB 15 Revenue from Contracts with Customers and / or AASB 1058 Income of Not-for-Profit Enties - refer to Notes B2-2 - B2-4. (iii) Determination of the lease term, discount rate (when not implicit in the lease) and whether an arrangement contains a lease - refer to Note C2-1.

F1. Related party disclosures F1-1

Key management personnel (KMP)

F1-2

Councillor and Mayoral fees

F1-3

Other related parties

F2. Other relationships F2-1

Audit fees

G. Other matters G1-1

Statement of Cash Flows information

G2-1

Commitments

G3-1

Events occurring after reporting date

G4. Statement of developer contributions as at 30 June 2021 G4-1

Summary of developer contributions

G4-2

Developer contributions by plan

G5. Statement of performance measures G5-1

Statement of performance measures Page 9

Monies and other assets received by Council The Consolidated Fund In accordance with the provisions of Section 409(1) of the Local Government Act 1993 , all money and property received by Council is held in the Council's Consolidated Fund unless it is required to be held in the Council's Trust Fund. The Consolidated Fund has been included in the financial statements of Maitland City Council. Cash and other assets of the following entities have been included as part of the Consolidated Fund:

General purpose operations Page 10

Annual Report 2020/21

Maitland City Council

Notes to the financial statements 30 June 2021

A1-1

Basis of preparation (continued)

The Trust Fund In accordance with the provisions of Section 411 of the Local Government Act 1993 , a separate and distinct Trust Fund is maintained to account for all money and property received by the Council in trust which must be applied only for the purposes of or in accordance with the trusts relating to those monies. Trust monies and property subject to Council's control have been included in these reports.

Basis of preparation (continued)

New accounting standards and interpretations issued but not yet effective (continued)

Pronouncement

Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense.

AASB 2017-5 Amendments to Australian Accounting Standards – Effective Date of Amendments to AASB 10 and AASB 128 and Editorial Corrections Nature of change The amendments address an acknowledged inconsistency between the in accounting requirements in AASB10, and those in AASB128 (2011) in dealing with the sale or policy contribution of assets between an investor and its associate or joint venture.

Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the taxation authority is included with other receivables or payables in the Statement of Financial Position.

The main consequence of the amendments is that a full gain or loss is recognised when a transaction involves a business (whether it is housed in a subsidiary or not). A partial gain or loss is recognised when a transaction involves assets that do not constitute a business, even if these assets are housed in a subsidiary.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to the taxation authority, are presented as operating cash flows.

AASB2015-10 has delayed the effective date of this standard.

Effective date

Volunteer Services Council has not recognised the value of volunteer services received as at this time is not reliably measured.

AASB2014-10 Sale or Contribution of Assets between an Investor and its Associate or Joint Venture .AASB2015-10 Amendments to Australian Accounting Standards – Effective Date of Amendments to AASB 10 and AASB 128 .

AASB 2017-5 defers the effective date of AASB 2014-10 to 1 January 2022 Annual reporting period beginning on or after 1 January 2022 (i.e. year ended 30 June 2023).

Expected impact This will only impact Council where there has been a sale or contribution of assets on financial between the entity and its investor. statements

New accounting standards and interpretations issued but not yet effective Certain new accounting standards and interpretations have been published that are not mandatory for 30 June 2021 reporting periods. Council has not applied any pronouncements before its operative date in the annual reporting period beginning 1 July 2020. Council's assessment of the impact of the new standards and interpretations relevant to them is set out below:

Pronouncement

AASB 2020-1 Amendments to Australian Accounting Standards Classification of Liabilities as Current or Non-current AASB 2020-6 Amendments to Australian Accounting Standards Classification of Liabilities as Current or Non-current - Deferral of effective date

Nature of change This Standard amends AASB 101 to clarify requirements for the presentation of in accounting liabilities in the statement of financial position as current or non-current. policy For example, the amendments clarify that a liability is classified as non-current if an entity has the right at the end of the reporting period to defer settlement of the liability for at least 12 months after the reporting period. The meaning of settlement of a liability is also clarified. Effective date Annual reporting period beginning on or after 1 January 2023 (i.e. year ended 30 June 2024). Expected impact Little impact expected but Council will consider the appropriate classification of liabilities as current or non-current. on financial statements Page 11

New accounting standards adopted during the year

During the year, Council adopted all standards which were mandatorily effective for the first time at 30 June 2021. None of these standards had an impact on reported position, performance or disclosures. Material Non-adjusting Events - COVID 19 COVID 19 virus continues to have a global impact to business. Council continues to be diligent in complying with Federal, State and Office of Local Government directives in order to limit the impact to Council and its staff. The financial impact to Council cannot be reliabiliy estimated or quantified. However Council set aside reserves to support the ongoing operations and recovery and, has to access to unrestricted cash as disclosed in note C1-3 to support cash flow over the forseeable future.

Page 12

Annual Report 2020/21

1,395,849 1,459,345

B1-2

Components of functions or activities

18,058

Details relating to the council's functions or activities as reported in Note B1-1 are as follows: Proud People, Great Lifestyle Focuses on: city appearance, place activation; community development; community health and safety; community, sport and recreation facilities; libraries, visitor information centre, Maitland Gaol and Maitland Regional Art Gallery operations; events program; visitor economy

15,427

202,996 243,331 5,698 1,136

19,854 18,966 372 3,004

8,366 7,574 608 552

928,409 947,271 3,490 4,920

236,224 242,203 7,890 5,815

2020 $'000 2021 $'000 2020 $'000 2021 $'000

Assets Assets Grants Grants

Notes to the financial statements 30 June 2021

68,439 54,379

Focuses on: movement across the local government area; public transport; infrastructure utilities in new developments; footpaths; cycleways; land use planning; urban design; adaptive reuse; infill development and affordable housing Our Natural Environment Focuses on: enhancing natural environment; reducing land fill; holistic waste management; stormwater management; floodplain and river bank management; environmental and sustainability programs

Page 13

A Prosperous and Vibrant City Focuses on: economic development; partnerships; active transport; local food production; visitor economy; Central Maitland and the Levee; Greenhills/East Maitland Connected and Collaborative Community Leaders Focuses on: recognition and connection of community leaders; citizen engagement and participation; citizen services delivery; systems and processes; collaboration and sustainability

Net operating result for the year

168,264

175,601

113,885

107,162

26,203 29,000 76,494 Connected and Collaborative Community Leaders

82,164

53,164

50,291

(1,013) (2,626) 1,635 A Prosperous and Vibrant City

1,582

4,208

2,648

3,598 3,453 20,829 22,529 Our Natural Environment

19,076

17,231

46,728 36,420 65,645 55,629 Our Built Space

19,209

18,917

(7,077) (11,868) 18,075 18,228 10,998 6,360

2021 $'000 Functions / Activities

Proud People, Great Lifestyle

2020 $'000 2021 $'000 2020 $'000 2021 $'000 2020 $'000

Expenses

Operating results

Our Built Space

Income

Carrying

Amount of Amount of

Carrying

Income, expenses and assets have been directly attributed to the following functions or activities. Details of those functions or activities are provided in Note B1-2.

Functions or activities - income, expenses and assets B1-1

B. Financial Performance

Notes to the financial statements 30 June 2021

Maitland City Council

Page 14

Annual Report 2020/21

Maitland City Council

Notes to the financial statements 30 June 2021

B2. Sources of income

B2-2 User charges and fees

B2-1 Rates and annual charges 2021 $'000

2020 $'000

Ordinary rates Residential Farmland Mining Business Less: Pensioner rebates Rates levied to ratepayers Pensioner rate subsidies received

55,699 2,468 478 14,890 (975) 72,560 507

50,401 2,398 461 13,756 (968) 66,048 519

Total ordinary rates

73,067

66,567

Special rates Maitland CBD / Mall

490

773

Total special rates

490

773

Annual charges (pursuant to s.496, 496A, 496B, 501 & 611) Domestic waste management services Stormwater management services charge Waste management services (not domestic) Section 611 charges Less Pensioner rebates Annual charges levied Pensioner annual charges subsidies received

17,737 788 789 (314) 19,000 210

16,921 788 766 (321) 18,154 210

Total annual charges

19,210

18,364

Total rates and annual charges

92,767

85,704

2021

2020

$'000

User charges Waste management services (not domestic)

2,756

2,299

Total user charges

2,756

2,299

Fees Private works - S67 Transport for NSW works (State roads not controlled by Council) Building services - Other Planning and building - Regulatory Inspection fees Section 10.7 certificates (EP&A Act) Section 603 certificates Registration fees Swimming facilities Cemeteries Other

293 780 347 2,539 53 275 227 79 1,203 125 480

297 1,915 329 2,573 45 91 207 79 1,054 91 458

Total fees

6,401

7,139

Total user charges and fees

9,157

9,438

780 8,377 9,157

1,915 7,523 9,438

Timing of revenue recognition for user charges and fees User charges and fees recognised over time User charges and fees recognised at a point in time Total user charges and fees

Council has used 2019 valuations provided by the NSW Valuer General in calculating its rates.

Accounting policy Reveune arising from user charges and fees is recognised when or as the performance obilgation is completed and the customer receives the benefits of the goods / services being provided.

Accounting policy Rates and annual charges are recognised as revenue at the beginning of the rating period to which they relate. Prepaid rates are recognised as a financial liability until the beginning of the rating period.

The performance obligation relates to the specific services which are provided to the customer and generally the payment terms are within 30 days of the provision of the service or in some cases the customer is required to pay on request. There is no material obligation for Council in relation to refunds or returns.

Pensioner rebates relate to reductions in rates and certain annual charges for eligible pensioners' place of residence in the local government council area that are not subsidised by the NSW Government.

Where up front fee is charged such as swimming pool admission the fee is recognised at time of admission.

Pensioner rate subsidies are received from the NSW Government to provide a contribution towards the pensioner rebates and are recognised within the underlying revenue item based in their substance.

Page 15

Licences granted by Council are all either short term or low value and all revenue from is recognised at the time that the licence is granted rather than over the term of the licence

Pag e 16

Annual Report 2020/21

Maitland City Council

Notes to the financial statements 30 June 2021

B2-4

Grants and contributions Operating

B2-3 Other Revenue

Parking fines Other fines Recycling income (Non domestic) Legal fees recovery Insurance claims recoveries Commissions and agency fees Diesel rebate Tourism Sales of inventories Other Total other revenues

2021

2020

$'000

308 57 309 125 1 138 393 267 492

386 56 240 324 108 5 128 736 197 338

2,090

2,518

Timing of revenue recognition for other revenue 2,090 2,090

Other revenue recognised over time Other revenue recognised at a point in time Total other revenue

2,518 2,518

General purpose grants and non-developer contributions (untied) Financial Assistance Grant - Relating to current year - Prepayment received in advance Total amount recognised as Income Special purpose grants and non-developer contributions (tied) Cash Contributions Transport for NSW contributions Roads to recovery Community Care Health and safety Environmental programs Recreation and culture Storm/flood damage NSW Rural Fire Service OHS Incentive Payment Sporting groups Staff - Motor vehicle lease payments Other roads & bridges Other Non-cash contributions Other Total special purpose grants and non-developer contribution (tied)

Where the revenue is earned for the provision of specified goods / services under an enforceable contract, revenue is recognised when or as the obligations are satisfied. Statutory fees and fines are recognised as revenue when the service has been provided, the payment is received or when the penalty has been applied, whichever occurs first. Other revenue is recorded when the payment is due, the value of the payment is notified, or the payment is received, whichever occurs first.

2021

2020

2021

2020

$'000

443 873 2,964 60 65 1,981 172

220 873 7,185 436 663 707

3,415 3,656 7,071

3,515 3,724 7,239

639 112 514 1,120 290 86 106 354 251 404

612 195 562 451 160 202 189 421 232 359

3,876

3,383

6,558

10,084

10,947

10,622

6,558

10,084

7,071 2,874 1,002

7,254 2,412 956

1,546 4,715 297

873 8,738 473

10,947

10,622

6,558

10,084

Developer contributions (s7.4 and s7.11 - EP&A Act, s64 of the LGA): Cash contributions

17,896

14,488

Non-cash contributions Roadworks (other than by s.711) Drainage (other than by s.711) Land (other than by s.711) Bridges Buildings Other Total developer contributions

17,995 4,930 1,605 749 869 44,044

25,757 9,166 1,031 1,992 488 406 53,328

Total grants and contributions

10,947

10,622

50,602

63,412

1,099 9,848 10,947

189 10,433 10,622

6,433 44,169 50,602

9,069 54,343 63,412

Total grants and non-developer contributions

Accounting policy for other revenue

Capital

Comprising: - Commonwealth funding - State funding - Other funding

Timing of revenue recognition Grant & contributions recognised over time Grant & contributions recognised at a point in time Total grants & contributions

Page 18

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Annual Report 2020/21

Maitland City Council

Notes to the financial statements 30 June 2021

B2-4

Notes to the financial statements 30 June 2021

Grants and contributions (cont)

Certain grants and contributions are obtained by Council on the condition they be spent in a specified manner or in a future period., but which are not yet spent in accordance with those conditions are as follows: Note

2021 $'000

Operating

2020 $'000

2021 $'000

Capital

B2-5 2020 $'000

Unspent funds at 1 July

1,255

870

92,031

84,655

Add: Funds recognised as revenue in the reporting year but not yet spent in in accordance with the conditons

1,107

837

18,877

16,518

Add: Funds received and not recognised as revenue in the current year Less: Funds recognised as revenue in previous years that have been spent during the reporting year Less: Funds received in the prior year but revenue recognised and funds spent in the current year. Unspent funds at 30 June

(641)

1,721

(452)

1,255

Interest and investment income

4,878

279

(10,865)

(9,174)

(326)

(247)

104,595

92,031

Accounting policy Grants and contributions Where grant and contribution revenue arises from an agreement which is enforceable and contains sufficiently specific performance obligations then the revenue is recognised when control of each performance obligation is transferred. The performance obligations are varied according to the agreement. Payment terms vary depending on the terms of the grant, cash is received upfront for some grants and on achievement of certain milestones for others. Each performance obligation may be satisifed at a point in time or over time and this is reflected in the revenue recognition patten. Point in time recognistion occurs when the beneficiary obtains control at a single time, where as over time recognition is where control is ongoing throughtout the project. Where control is transferred over time, generally the input methods being either costs or time incurred are deemed to be the most appropriate methods to reflect the transfer of benefit.

2021

2020

$'000

Interest on financial assets measured at amortised cost - Overdue rates and annual charges - Cash and investments

144 1,805

106 3,175

Total interest and investment income

1,949

3,281

Accounting policy Interest income is recognised using the effective interest rate at the date that interest is earned.

B2-6

Other income Note

Rental income Net share of interest in joint venture using the equity method Other Total other income

2021 $'000 686 66 752

2020 $'000 626 626

Capital grants Capital grant received to enable Council to acquire or construct an item of infrastructure, property, plant and equipment to identified specifications which will be under Council's control and which is enforceable are recognised as revenue as and when the obligation to construct or purchase is completed. For construction projects, this generally as the construction progresses in accordance with costs measured as there is no profit margin. For acquisitions of assets, the revenue is recognised when the asset is acquired and controlled by the Council. Developer Contributions Council has obligations to provide facilities from contributions revenues levied on developers under the provisions of sections 7.4,7.11 & 7.12 of the Environmental Planning and Assessment Act 1979. (EP&A Act) While Council generally incorporates these amounts as part of a Development Consent Order, such developer contributions are only recognised as income on receipt due to the possibility that individual development consents may not be acted upon by the applicant and, accordingly would not be payable to Council. Developer contributions may only be expended for the purposes for which the contributions were required, but the Council may apply contributions according to the priorities established in work schedules for the contribution plan. Other grants and contributions Assets, including cash, received from other grants and contributions are recognised at the assets fair value when the asset is received. Council considers whether there are any related liability or equity items associated with the asset which is recognised in accordance with the relevant accounting standard. Once the assets and liabilities have been recognised then income is recognised for any remaining asset value at the time that the asset is received. Page 19

Pag e 20

Annual Report 2020/21

Maitland City Council

Notes to the financial statements 30 June 2021

B3.

Costs of providing services

B3.

B3-1

Employee benefits and on costs

B3-2 Materials and services 2021 $'000

2020 $'000

Less: Capitalised costs

33,860 6,231 3,568 778 169 389 75 45,070 (3,099)

31,994 5,823 3,464 576 167 253 80 42,357 (3,472)

Total employee costs expensed

41,971

38,885

Salaries and wages Employee leave entitlements Superannuation Workers' compensation insurance FBT Training costs (excluding salaries) Other

Costs of providing services (Cont)

Raw materials and consumables Contractor and consultancy costs - Security services - Cleaning services - Valuation services - Agency collections - Software licencing assurance - Recycling services - Organics collection & processing - Waste disposal costs - RSPCA - Other contractor and consultancy costs Legal fees

2021 $'000 15,922

2020 $'000 16,373

78 803 329 62 180 2,016 1,709 5,504 441 4,807 169

113 692 422 77 180 2,361 1,630 5,354 321 2,880 390

32,020

30,793

Accounting policy Employee benefit expenses are recorded when the service has been provided by the employee. All employees of the council are entitled to benefits on retirement, disability or death. Council contributes to various defined benefit plans and defined contribution plans on behalf of its employees. Contributions to defined contribution plans are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available. Council participates in a defined benefit plan under the Local Government Superannuation Scheme, however, sufficient information to account for the plan as a defined benefit is not available and therefore council accounts for its obligations to defined benefit plans on the same basis as its obligations to defined contribution plans, i.e. as an expense when it becomes payable – refer to Note E3-1 for more information.

Total materials and services Accounting policy

Expenses are recorded on an accruals basis as the Council receives the goods or services

B3-3 Borrowing costs

Interest on overdraft Interest on loans Interest on hire purchase Interest on leases Amortisation of discounts and premiums: - Interest free loan received Total borrowing costs expensed

2021 $'000 1,525 57 20

2020 $'000 1,536 67 24

1,602

1,642

Accounting policy Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to complete and prepare the asset for its intended use or sale. Other borrowing costs are expensed as incurred. Page 21

Annual Report 2020/21

101

Maitland City Council

Notes to the financial statements 30 June 2021

B3.

Costs of providing services (Cont)

B3-4. Depreciation, amortisation and impairment of non-financial assets

Note

2021 $'000

Costs of providing services (Cont)

B3-5 Other expenses 2020 $'000

Note

(e) Other expenses Intangibles - Software Plant and equipment Office equipment Furniture and fittings Infrastructure

C1-8 C1-7 C1-7 C1-7 C1-7

158 3,014 123 33 21,255

146 2,606 135 32 19,453

Other assets Tip asset Right of use assets Less: Capitalised depreciation

C1-7 C1-7 C2-1

347 455 374 -

385 509 439 -

25,759

23,705

Impairment / revaluation decrement of IPPE Infrastructure assets

Total impairment costs charged to income statement (IPPE)

Total depreciation and amortisation costs

Total depreciation amortisation and impairment for non-financial assets

Cost of sales Impairment of receivables Net share of interests in joint ventures and associates using the equity method Insurance Telephone Street lighting Electricity and heating Contributions and donations Election expenses State Government waste disposal levy Emergency services levies Advertising Bank charges Other Total other expenses

25,759

C1-4 D1-1

2021 $'000

2020 $'000

455 56

152 31

107 1,464 337 2,202 587 155 3,410 994 200 226 600

44 824 261 2,603 692 116 2,629 857 216 196 574

10,793

9,195

23,705

Accounting policy

Depreciation and amortisation Depreciation and amortisation are calculated using the straight-line method to allocate their cost, net of their residual values, over their estimated useful lives.

Other expenses are recorded on an accruals basis when council has an obligation for the expense. Impairment expenses are recognised when identified.

Impairment of non-financial assets Intangible assets that have an indefinite useful life, or are not yet available for use, are tested annually for impairment, or more frequently if events or changes in circumstances indicate that they might be impaired. Other assets that do not meet the criteria above are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows that are largely independent of the cash inflows from other assets or groups of assets (cash-generating units). Non-financial assets that suffered an impairment are reviewed for possible reversal of the impairment at each reporting date. Impairment losses for revalued assets are firstly offset against the amount in the revaluation surplus for the class of asset, with only the excess to be recognised in the Income Statement. Council's asset held at fair value that are not held primarily for their ability to generate net cash flow, and that are deemed to be specialised, are not tested for impairment since these assets are assessed on an annual basis to ensure that the carrying amount is not materially different from fair value and therefore an impairment loss would be captured during this assessment. Page 23

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Annual Report 2020/21

103

Maitland City Council

Notes to the financial statements 30 June 2021

B4.

B5.

Gains or losses

B5-1 Material budget variations

B4-1 Gain or loss from the disposal, replacement and de-recognistion of assets Note

Gain (or loss) on disposal of infrastructure, property, plant and equipment

2021 $'000

2020 $'000

C1-7

Proceeds from disposal Less: Carrying amount of assets sold Gain (or loss) on disposal

Performance against budget

691 2,431

1,096 4,038

(1,740)

(2,942)

Gain (or loss) on disposal of non-current assets held for sale

Council's original budget was adopted by the Council on 9 June 2020 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, environmental factors, 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 Actual amounts of User Fees and Charges were over budget by $1.1M (14.3%) and reflects continued development activity within Council's LGA which was not reflected in the original budget.

Proceeds from disposal Less: Carrying amount of assets sold

Gain (or loss) on disposal

2. Other Revenues Other revenues were under budget $0.7M (25%) due to cancellation of events during COVID 19. 3. Interest

Gain (or loss) on disposal of Investments

Actual other revenues received were under budget by $0.7M (27.2%). Council's return on investment was below expectations due to the reduction in market rates over this period.

Proceeds from disposal Less: Carrying amount of assets sold

Gain (or loss) on disposal

(1,740)

(2,942)

Net gain (or loss) from the disposal of assets

4. Grants and contributions provided for operating and capital purposes Actual capital grants and contributions received were over budget by $40.7M (197%). Non cash dedications were received for infrastructure ($25.9M) that were not budgeted as they could not be reliability estimated. Capital grants also received for the recreational facilities ($2.9M). Expenses 1. Borrowing Costs

Accounting policy Gains and losses on disposals are determined by comparing proceeds with carrying amount.

Borrowing costs were under budget by $0.2M (10.8%). 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. 3. Depreciation and Amortisation

The gain or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer and the asset is derecognised.

Depreciation and amortisation were over budget by $2.6M (11.2%). Incresaes in infrastructure assets dedicated and acquired by Council increased depreciation by $1.6M which was not reflected in the budget. 4. Net Loss from the disposal of assets Council showed a total loss on the disposal of assets in 2020/21 of $1.7M. This included a profit of $358K 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 $2.1M 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.

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Annual Report 2020/21

Pag e 26

105

Maitland City Council

Maitland City Council Notes to the financial statements 30 June 2021

Notes to the financial statements 30 June 2021

C1-2 Financial investments

C. Financial Position C1. Assets we manage

Current $'000

C1-1 Cash and cash equivalents Note

Cash at bank and on hand Deposits at call

2021 $'000

2020 $'000

18,514 1,000

8,820 11,078

19,514

19,898

(a) Reconciliation of cash and cash equivalents Total cash and cash equivalents per Statement of Financial Position Less: Bank overdraft Balances as per statement of cash flows

19,514 19,514

19,898 19,898

2021

2020 Non-current $'000

Current $'000

Non-current $'000

Financial assets at fair value through Profit and Loss Debt securities at amortised cost. Equity securities at FVOCI

128,058 -

62,661 -

115,471 -

37,624 -

Total

128,058

62,661

115,471

37,624

116,224 6,833 5,001 128,058

28,046 29,864 4,751 62,661

111,100 4,371 115,471

2,004 30,829 4,791 37,624

Debt securities at amortised cost. - Term Deposits - FRNs - Bonds - Property Linked Notes

Accounting policy Financial instruments are recognised initially on the date that the Council becomes party to the contractual provisions of the instrument. On initial recognition all financial instruments are measured at fair value plus transaction costs except for instruments measured at fair value through profit or loss where transaction costs are expenses as incurred).

Accounting policy For Statement of Cash Flow presentation purposes, cash and cash equivalents include: cash on hand; deposits held at call with financial institutions; other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value; and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities on the Statement of Financial Position.

Financial Assets All recognised financial assets are subsequently measured in their entirety at either amortised costs or fair value depending on the classification of the financial assets. Classification On initial recognition, Council classifies its financial assets into the following categories - those measured at: - Amortised cost - fair value through profit and loss (FVTPL) - fair value through other comprehensive income - equity instrument (FVOCI - equity) Financial assets are not reclassified subsequent to their initial recognition. Amortised Cost Assets measured at amortised cost are financial assets where: - the business model is to hold assets to collect contractual cash flows, and - the contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding. Council's financial assets measured at amortised cost comprise trade and other receivables, term deposits and cash and cash equivalents in the statement of financial position Subsequent to initial recognition, these assets are carried at amortised cost using the effective interest rate method less provision for impairment. Interest income, impairment and gains or loss on de-recognition are recognised in the profit and loss. Financial assets through profit or loss All financial assets not classified as measured at amortised costs as described above are measured at FVTPL Net gains or losses, including any interest is recognised in profit or loss. Council's financial assets measure at FVTPL are described above.

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Annual Report 2020/21

107

Maitland City Council

Notes to the financial statements 30 June 2021

C1-3 Restricted cash, cash equivalents and investments

C1-4 Receivables 2021

Current $'000 Total cash, cash equivalents and investments

External restrictions General fund Developer contributions Specific purpose unexpended grants Total external restrictions

147,572

62,661

Current $'000

135,369

Non-current $'000

37,624

2021 restricted cash $'000

2020 restricted cash $'000

99,716 6,600 106,316

91,704 1,582 93,286

Internal restrictions Employee leave entitlements Economic development Waste disposal site construction Technology Carry over works Environmental works Workers compensation Asset management General purpose reserve Waste disposal site rehabilitation Transfer station construction Financial Assistance Grant advance payment Election cost reserve Pandemic / Emergency Response Unexpended loans Total internal restrictions Total restrictions

Page 29

2021

2020 Non-current $'000

5,384 903 2,531 5,103 29,184 511 918 1,954 2,828 11,216 17,740 3,656 683 996 12,341 95,948

4,698 103 2,031 1,604 19,175 311 918 1,373 2,052 9,350 15,657 3,724 533 1,133 8,075 70,737

202,264

164,023

Current $'000

2020 Non-current $'000

Current $'000

Non-current $'000

Rates and annual charges Interest and extra charges User charges and fees Government grants and subsidies Contributions Net GST Receivable Property rentals Other

4,888 400 527 477 137 1,032 327 42

4,378 336 1,827 2,029 512 2,023 333 12

Total

7,830

11,450

Less: Provision for impairment - Rates and annual charges - Interest and extra charges - User charges and fees - Other Net receivables

(118) 7,712

(118) 11,332

Accounting policy Receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment. Receivables are generally due for settlement within 30 days. Impairment Impairment of financial assets measured at amortised costs is recognised on a expected credit loss (ECL) basis. When determining whether the credit risk of a financial assets has increased significantly since initial recognition, and when estimating ECL, the Council considers reasonable information that is relevant and available without cost or effort. This includes both quantitative and qualitative information. And analysis based on council's historical experience and informed credit assessment, and including forward-looking information. Council uses the simplified approach for trade receivables where the expected lifetime credit losses are recognised on day 1. When considering the ECL for rate debtors, council takes into account that unpaid rates represents a charge against the rateable property that will be recovered when the property is sold. Credit losses are measured as the present value of the difference between the cash flows due to the entity in accordance with the contract, and cash flows expected to be received. The council writes off a trade receivable when there is information indicating that the debtor is in severe financial difficulty and there is no realistic prospect of recovery, or when the receivables are over 2 years past due, which ever occurs first. Receivable of $NIL written off during the reporting period are still subject to enforcement activity. Where council renegotiates the terms of receivables due from certain customers, the new expected cash flow are discounted at the original effective interest rate and any resulting difference to the carrying amount is recognised in profit or loss.

Page 30

Annual Report 2020/21

109

Maitland City Council Maitland City Council

Notes to the financial statements 30 June 2021

C1-6 Contract assets and Contract cost assets

C1-5 Inventories Current $'000

2021

2021 $'000

2020 Non-current $'000

Current $'000

Non-current $'000

(a) Inventories At cost: Stores, materials and/or trading stock

536

467

Total inventories

536

467

At net realisable value:

Contract assets Contract cost assets

2020 $'000

796 796

796 -

796

a. Contract assets Work relating to infrastructure grants Less: impairment of contract assets b. Contract costs assets

(b) Other assets Prepayments

Total other assets

Accounting policy Raw materials and stores, work in progress and finished goods Raw materials and stores, work in progress and finished goods are stated at the lower of cost and net realisable value. Costs are assigned to individual items of inventory on the basis of weighted average costs. Costs of purchased inventory are determined after deducting rebates and discounts. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale. Inventory held for distribution Inventory held for distribution is held at cost, adjusted where applicable for any loss of service potential.

Costs to fulfil a contract Other Less: impairment of contract cost assets

Accounting policy Contract assets Contract assets represent Council's right to payment in exchange for goods or services Council has transferred to a customer when that right is conditional on something other than the passage of time. Contract assets arise when the amounts billed to customers are based om the acheivement of various milestones established in the contract and therefore the amounts recognised as revenue in a givem period do not necessarily coincide with the amounts billed to or certified by the customer. Once an invoice or payment claim is raised or the relevant milestone is reached, Council recognises a receivable. Impairment of contract assets is assessed using the simplified credit loss model where lifetime losses are recognised on initial recognition. Contract cost asset - Cost to fulfil a contract Where costs are incurred to fulfil a contract and these costs are outside the scope of another accounting standard, they are capitalised as contract cost assets if the following criteria are met: *

the costs relate directly to a contract

the costs generate or enhance resources of Council that will be used to satisfy performance in the future and

the costs are expected to be recovered.

The capitalised costs are recognised in the income statement on a systematic basis consistent with the timing of revenue recognition.

Page 31

Refer to B3-4 for the accouting policy for impairment of contract cost assets. Page 32

Annual Report 2020/21

111

Annual Report 2020/21 | 113

5,751 422,077

10,335 1,631,192

Tip asset 1,209,115

4,584

11,630

2,994

45,525

178,394

728,728

75,312

128,823

9,040

24,085

$'000

1,092

2,889 17,456

36,723

232,995

Tip asset

Totals

1,504,452

9,791

14,911

4,804

- Other infrastructure (waste depot) Other assets

54,859

- Open space / recreational assets

393,675

5,242

3,492

1,738

30,919

877,806 - Storm water drainage

229,101

148,913 - Roads, bridges & footpaths

72,417

14,043

- Buildings & other structures

Infrastructure:

126,940

21,968 Land

11,465

1,110,777

4,549

11,419

3,066

23,940

196,272

648,705

76,496

126,940

7,925

11,465

$'000

Equipment, furniture & fittings

amount $'000

carrying $'000

Depreciation

carrying

Net amount

Accumulated

At 1 July 2019 Gross

Capital WIP

By aggregated asset class

C1-7 Infrastructure. Property, plant and equipment (Cont)

Notes to the financial statements 30 June 2021

Maitland City Council

18,123

544

150

991

15,444

994

Pag e 34

64,395

662

3,191

9,701

27,749

488

1,338

4,364

16,902

$'000

$'000 -

assets

Renewals (1)

New

Page 33

40,135

5,844

1,488 17,866

1,935

2,096

14,567

9,814

$'000

$'000 -

disposals

assets

Renewals (1)

25,226

455

347

228

1,911

1,535

14,467

3,113

3,170

$'000

impairment

and

37 4,038

1,064

2,220

171

505

$'000

disposals

value of

Carrying

23,120

509

385 -

222

1,989

1,192

13,140

2,910

2,773

$'000

impairment

and

Depn

Movements during year

2,431

890

161

989

333

$'000

value of

Depn

Movements during year Carrying New

1. Renewals are defined as replacements of existing assets as opposed to the acquisition of new assets.

Totals

3,624

1,959

23,080

37,815

260,478

74,887

15,254

4,953

14,483

Other assets

68,605

- Other infrastructure (waste depot)

216,209

- Open space / recreational assets

- Storm water drainage*

989,206

- Bulk earthworks

150,199

- Roads, bridges & footpaths

128,823

- Buildings & other structures

Infrastructure

Land

23,523

$'000

$'000 24,085

Depreciation

amount

Equipment, furniture & fittings

carrying

Accumulated

carrying amount

Net

At 1 July 2020 Gross

Capital WIP

By aggregated asset class

C1-7 Infrastructure. property, plant and equipment

Notes to the financial statements 30 June 2021

Maitland City Council

767

3,100

415

(4,282)

$'000

Transfers

42,978

19,689

1,631,192

10,335

15,254

4,953

68,605

216,209

989,206

150,199

128,823

23,523

24,085

$'000

amount

carrying

78,000

74,887

422,077

5,751

3,624

1,959

23,080

37,815

260,478

Net

1,238,472

3,641

12,815

2,766

52,989

184,245

746,995

81,769

130,471

7,633

15,148

$'000

amount

carrying

1,209,115

4,584

11,630

2,994

45,525

178,394

728,728

75,312

128,823

9,040

24,085

$'000

amount

carrying

456,375

6,206

3,314

2,188

32,498

14,483 -

39,985

Depreciation

277,363

Accumulated

$'000

16,821

$'000

Depreciation

Accumulated

At 30 June 2021

At 30 June 2020

1,694,847

9,847

16,129

4,954

85,487

224,230

1,024,358

159,769

130,471

24,454

15,148

$'000

amount

carrying

Gross

(577)

(488)

498

1,151

(26,346)

49,090

545

1,657

(decrements)

increments/ $'000

(287)

(3,108)

$'000

(decrements)

Revaluation

6,225

4,398

8,082

(18,751)

$'000

Transfers

increments/

Revaluation

Maitland City Council

Notes to the financial statements 30 June 2021

C1-7 Infrastructure. Property, plant and equipment (Cont)

C1-8 Intangible assets

Accounting policy for infrastructure, property, plant & equipment Infrastructure, property, plant and equipment are held at fair value. Independent comprehensive valuations are performed at least every five years, however the carrying amount of assets is assessed by Council at each reporting date to confirm that it is not materially different from current fair value. Increases in the carrying amounts arising on revaluation are credited to the revaluation reserve. To the extent that the increase reverses a decrease previously recognising profit or loss relating to that asset class, the increase is first recognised as profit or loss. Decreases that reverse previous increases of assets in the same class are first charged against revaluation reserves directly in equity to the extent of the remaining reserve attributable to the class; all other decreases are charged to the Income Statement. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to Council and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the Income Statement during the financial period in which they are incurred. When infrastructure, property, plant and equipment are acquired by council at significantly below fair value the assets are initially recognised at their fair value at acquisition date. Land is not depreciated. Depreciation on other assets is calculated using the straight-line method to allocate their cost, net of their residual values, over their estimated useful lives as follows: Office equipment Office furniture Vehicles and road making equipment Other plant and equipment Buildings - Operational Buildings - Community Park equipment Community improvements Drains Culverts

5 10 5-6 5 - 15 30 - 150 30 - 150 5 10 - 50 140-200 200

years years years years years years years years years years

Flood control structures Sealed roads - Surface Sealed roads - Structure Unsealed roads Footpaths Kerb and gutter Road furniture Bridge - Concrete Bridge - Other Bulk earthworks

100 - 200 15 - 125 50 - 200 15 - 125 75 100 20 150 150 Infinite

years years years years years years years years years

The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each reporting date. Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in the Income Statement. Land under roads Land under roads is land under roadways and road reserves including land under footpaths, nature strips and median strips. Council has elected not to recognise land under roads acquired before 1 July 2008 in accordance with Accounting Policy. Land under roads acquired after 1 July 2008 is recognised in accordance with AASB 116 Property, Plant and Equipment.

Software

2021 $'000

2020 $'000

Opening values at 1 July Gross book value Accumulated amortisation and impairment Net book value - opening balance

788 257 531

730 111 619

Movements for the year - Purchases - Development costs

126 -

- Amortisation charges

158

146

- Gross book value written off - Accumulated amortisation charges written off - Accumulated impairment charges written off

Closing values at 30 June Gross book value Accumulated amortisation and impairment

914 415

788 257

Total intangible assets - net book value

499

531

Accounting policy

Costs incurred in developing products or systems, and costs incurred in acquiring software and licences that will contribute to future-period financial benefits through revenue generation and/or cost reduction, are capitalised to software and systems. Costs capitalised include external direct costs of materials and services, direct payroll, and payroll-related costs of employees’ time spent on the project. Amortisation is calculated on a straight-line basis over periods generally ranging from three to five years. IT development costs include only those costs directly attributable to the development phase and are only recognised following completion of technical feasibility, and where Council has an intention and ability to use the asset.

Crown reserves Crown reserves under Council’s care and control are recognised as assets of the council. While ownership of the reserves remains with the Crown, Council retains operational control of the reserves and is responsible for their maintenance and use in accordance with the specific purposes to which the reserves are dedicated. Where the Crown reserves are under a lease arrangement they are accounted for under AASB 16 leases, refer note C2-1 Improvements on Crown reserves are also recorded as assets, while maintenance costs incurred by Council and revenues relating to the reserves are recognised within Council’s Income Statement. Rural Fire Service assets Under Section 119 of the Rural Fire Services Act 1997 (NSW), ‘all firefighting equipment purchased or constructed wholly or from money to the credit of the Fund is to be vested in the council of the area for or on behalf of which the firefighting equipment has been purchased or constructed’. Page 35

Annual Report 2020/21

Page 36

115

Maitland City Council

Notes to the financial statements 30 June 2021

C2. Leasing Activities

C2-1 Council as lessee (cont)

C2-1 Council as lessee Council has leases over a range of assets including land & building and IT equipment. Information relating to the leases in place and associated balances and transactions is provided below. Terms and conditions of leases Buildings Council leases land and buildings for additional corporate offices and car parks; the leases are generally between 3 and 10 years and some of them include a renewal option to allow Council to renew for up to twice the non- cancellable lease term at their discretion The building leases contains an annual pricing mechanism based on either fixed increases or CPI movements at each anniversary of the lease inception Office and IT equipment Leases for office and IT equipment are generally for low value assets, except for significant items such as photocopiers. The leases are for between 4 and 6 years with no renewal option, the payments are fixed, however some of the leases include variable payments based on usage

Council includes options in the building leases to provide flexibility and certainty to Council operations and reduce costs of moving premises; and the extension options are at Council’s discretion. At commencement date and each subsequent reporting date, Council assesses where it is reasonably certain that the extension options will be exercised. No future potential future lease payments have included in lease liabilities as Council has assessed that the exercise of the option is not reasonably certain. (a) Right-of-use assets Land and buildings $'000s 452 15 184 283

2021 Opening balance at 1 July 2020 Additions Adjustments due to re-measurement Depreciation charge Impairment Balance at 30 June 2021

Office and IT equipment $'000s 427 149 190 386

Other

Total

$'000s -

$'000s 879 149 15 374 669

2020 $'000s 630 178 452

Adoption of AASB 16 at 1 July 2019 Additions Adjustments due to re-measurement Depreciation charge Impairment Balance at 30 June 2020

$'000s 370 318 261 427

$'000s -

$'000s 1,000 318 439 879

(b) Lease liabilities The maturity analysis of lease liabilities based on contractual undiscounted cash flows is shown in the table below

2021 2020

Interest on lease liabilities Variable lease payments based on usage not including the measurement of lease liabilities Income from sub-leasing of right of use asset Depreciation of right to use assets Expenses relating to short term leases Expenses relating to low value assets (d) Statement of cash flows Total cash outflow for leases

2021 $'000s 20

2020 $'000s 20

374 394

439 459

531

431

Accounting policy At inception of a contract, Council assesses whether a lease exists – i.e. does the contract convey the right to control the use of an identified asset for a period of time in exchange for consideration?

Extension options

< 1 year $'000s 273 349

(c) Income statement The amounts recognised in the Income Statement relating to leases where Council is a lessee are shown below

1-5 years $'000s 407 538

> 5 years $'000s -

Total $'000s 680 887 Page 37

Total per statement of financial position $'000s 680 887

Council has elected not to separate non-lease components from lease components for any class of asset and has accounted for payments as a single component. At the lease commencement, Council recognises a right-of-use asset and associated lease liability for the lease term. The lease term includes extension periods where Council believes it is reasonably certain that the option will be exercised. The right-of-use asset is measured using the cost model where cost on initial recognition comprises: the lease liability, initial direct costs, prepaid lease payments, estimated cost of removal and restoration, less any lease incentives. The right-of-use is depreciated over the lease term on a straight-line basis and assessed for impairment in accordance with the impairment of asset accounting policy. The lease liability is initially recognised at the present value of the remaining lease payments at the commencement of the lease. The discount rate is the rate implicit in the lease, however where this cannot be readily determined then the Council’s incremental borrowing rate for a similar term with similar security is used. Subsequent to initial recognition, the lease liability is measured at amortised cost using the effective interest rate method. The lease liability is re-measured when there is a lease modification, or change in estimate of the lease term or index upon which the lease payments are based (e.g. CPI). Where the lease liability is re-measured, the right-of-use asset is adjusted to reflect the re-measurement. Exceptions to lease accounting Council has applied the exceptions to lease accounting for both short-term leases (i.e. leases with a term of less than or equal to 12 months) and leases of low-value assets. Council recognises the payments associated with these leases as an expense on a straight-line basis over the lease term. Leases at significantly below market value / Concessionary leases Council has elected to measure the right of use asset arising from the concessionary leases at cost which is based on the associated lease liability at initial recognition.

Page 38

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117

Maitland City Council

Notes to the financial statements 30 June 2021

C2-2 Council as lessor

C3. Liabilities of Council

(a) Operating leases

C3-1 Payables

Council leases out a number of properties to community groups; these leases have been classified as operating leases for financial reporting purposes and the assets are included as community buildings in the statement of financial position (refer note C1-6).

Current $'000

The amounts recognised in the Income Statement relating to operating leases where Council is a lessor are shown below 2021 $'000s 363 363

Operating leases Lease income (excl variable lease payments) Lease income relating to variable lease payments Total income relating to operating leases

2020 $'000s 496 496

Maturity analysis of lease receivable showing the undiscounted lease payments to be received after reporting date for operating leases: 2021 2020 $'000s $'000s < 1 year 517 475 1 - 2 years 266 207 2 - 3 years 189 155 3 - 4 years 156 68 4 - 5 years 104 28 > 5 years 683 2 Total undiscounted lease receivable 1,915 935 Accounting policy When Council is a lessor, the lease is classified as either an operating or finance lease at inception date, based on whether substantially all of the risks and rewards incidental to ownership of the asset have been transferred to the lessee. If the risks and rewards have been transferred then the lease is classified as a finance lease, otherwise it is an operating lease.

Payables Goods and services Accrued wages and salaries Accrued expenses - Other Government departments & agencies Prepaid rates Other payables Total payables Current payables not expected to be settled within the next 12 months

2021

2020 Non-current $'000

Current $'000

Non-current $'000

9,474 1,089 391 2,175 -

10,224 980 363 1,880 -

13,129

13,447

n/a

Accounting policy Council measures all financial liabilities initially at fair value less transaction costs, subsequently financial liabilities are measured at amortised costs using the effective interest rate method. These amounts represent liabilities for goods and services provided to the council prior to the end of financial year that are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition.

When Council has a sub-lease over an asset and is the intermediate lessor then the head lease and sublease are accounted for separately. The classification of the sub-lease is based on the right-of-use asset which arises from the head lease rather than the useful life of the underlying asset. If the lease contains lease and non-lease components then the non-lease components are accounted for in accordance with AASB 15 Revenue from Contracts with Customers. The lease income is recognised on a straight-line basis over the lease term.

Page 40

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Annual Report 2020/21

119

Maitland City Council

Notes to the financial statements 30 June 2021

C3-2 Contract liabilities

C3-3 Borrowings

Funds to construct Council controlled assets (i) Funds received prior to performance obligation being satisfied (up front payments) - AASB 15 (ii) Deposits received in advance of services provided Upfront fees (iii) Other Total contract liabilities

2021 Current Non-current $'000 $'000 4,879 -

2020 Current $'000 326

Non-current $'000 -

4,879

326

(i). Council has received funding to construct assets including sporting facilities and other infrastructure. The funds received are under an enforceable contract which require Council to construct an identified asset which will be under Council’s control on completion. The revenue is recognised as Council constructs the asset and the contract liability reflects the funding received which cannot yet be recognised as revenue. The revenue is expected to be recognised in the next 12 months

Current $'000

Revenue recognised that was included in the contract liability balance at the beginning of the period Funds to construct Council controlled asset Funds received prior to performance obligation being satisfied (upfront payments) - AASB 15 Deposit received in advance of services provided Upfront fees Other

2021 $'000 326

2020 $'000 666

326

666

Significant changes in contract assets and liabilities The contract liabilities have arisen on adoption of AASB 15 and AASB 1058. Previously income received in advance was recognised for reciprocal contracts. The increase in a contract liability is primarily due to grants in the scope of AASB 15 and capital grants received by Council to acquire or construct assets which will be under Council’s control. Previously, revenue was recognised on receipt of the funds

2020 Non-current $'000

Current $'000

Non-current $'000

6,794 614 7,408

47,369 849 48,218

6,271 617 6,888

42,361 1,228 43,589

Liabilities relating to restricted assets Domestic waste management

589

822

558

1,072

Total restricted liabilities

589

822

558

1,072

Bank overdraft Loans: - Secured Hire purchase Total borrowings

(a) Changes in liabilities arising from financing activities

(ii). The contract liability relates to grants received prior to the revenue recognition criteria in AASB 15 being satisfied since the performance obligations are ongoing. (iii). Upfront membership fees do not meet the definition of a performance obligation and therefore the funds received are recorded as a contract liability on receipt and recognised as revenue over the expected average membership life

2021

Loans: - secured Hire purchase Other Total liabilities from financing activities

2020

Cash flows

$'000s

2021

Non-cash movements

Acquisition

$'000s Fair value changes

Other non-cash movement

$'000s

48,632 1,845 -

5,531 (382) -

54,163 1,463 -

50,477

5,149

55,626

2019 $'000s

Cash flows $'000s

Non-cash movements $'000s Fair value Other non-cash Acquisition changes movement

2020 $'000s

Loans: - secured Hire purchase Other

44,664 1,388 -

3,968 457 -

48,632 1,845 -

Total liabilities from financing activities

46,052

4,425

50,477

Accounting policy Contract liabilities are recorded when consideration is received from a customer / fund provider prior to Council transferring a good or service to the customer. Council presents the funds which exceed revenue recognised as a contract liability

Page 42

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121

Maitland City Council

Notes to the financial statements 30 June 2021

C3-4 Employee benefit provisions

C3-3 Borrowings (Cont) (b) Financing Arrangements

2021 $'000

Total facilities Total facilities available to council at the reporting date is: Asset finance facility Corporate credit cards

2,000 140 2,140

Drawn facilities Financing facilities drawn down at the reporting date is: Asset finance facility Corporate credit cards

Undrawn facilities Undrawn financing facilities available to council at the reporting date is: Asset finance facility Corporate credit cards

2020 $'000

Current $'000

2,000 140 2,140

41 41

2,000 99 2,099

27 27

2021

2020 Non-current $'000

Current $'000

Non-current $'000

4,192 607 9,429 456

345 -

3,957 725 9,067 466

297 -

Total provisions

14,684

345

14,215

297

Current provisions not expected to be settled within the next 12 months

10,584

Annual leave Sick leave Long service leave RDO / Time in Lieu

n/a

10,098

n/a

Accounting Policy

2,000 113 2,113

Employee benefit provisions are presented as current liabilities in the Statement of Financial Position if the council does not have an unconditional right to defer settlement for at least 12 months after the reporting date, regardless of when the actual settlement is expected to occur and therefore all annual leave and vested long service leave (or that which vests within 12 months) is preaented as current. Short-term obligations Liabilities for wages and salaries (including non-monetary benefits, annual leave and accumulating sick leave expected to be wholly settled within 12 months after the end of the period in which the employees render the related service) are recognised in respect of employees' services up to the end of the reporting period and are measured at the amounts expected to be paid when the liabilities are settled. The liability for annual leave and accumulating sick leave is recognised in the provision for employee benefits. All other short-term employee benefit obligations are presented as payables.

Security over loans Loans are secured over the revenue of Council. Accounting policy Council measures all financial liabilities initially at fair value less transaction costs, subsequently financial liabilities are measured at amortised costs using the effective interest rate method. Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the Income Statement over the period of the borrowings using the effective-interest method. Fees paid on the establishment of loan facilities are recognised as transaction costs of the loan to the extent that it is probable that some or all of the facility will be drawn down. In this case, the fee is deferred until the drawdown occurs. To the extent that there is no evidence that it is probable that some or all of the facility will be drawn down, the fee is capitalised as a prepayment for liquidity services and amortised over the period of the facility to which it relates. Borrowings are removed from the Statement of Financial Position when the obligation specified in the contract is discharged, cancelled or expired. The difference between the carrying amount of a financial liability that has been extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in other income or finance cost.

Other long-term employee benefit obligations The liability for long-service leave and annual leave that is not expected to be wholly settled within 12 months after the end of the period in which the employees render the related service is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the end of the reporting period using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures, and periods of service. Expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. On-costs The employee benefit provisions include on-cost liabilities that will arise when payment of current employee benefits is made in future periods. These amounts include superannuation, payroll tax & workers compensation which will be payable upon the future payment of certain leave liabilities which employees are entitled to at the reporting period.

Borrowings are classified as current liabilities unless Council has an unconditional right to defer settlement of the liability for at least 12 months after the reporting date. Annual Report 2020/21

Page 43

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123

Maitland City Council

Maitland City Council Notes to the financial statements 30 June 2021

Notes to the financial statements 30 June 2021

C3-5 Provisions Current $'000

2021

C4. Reserves

2020 Non-current $'000

Current $'000

Non-current $'000

Tip remediation Other

12,835 -

13,323 -

Total provisions

12,835

13,323

Other Provision $'000

(a) Nature and purpose of reserves Infrastructure, property, plant and equipment revaluation reserve

The infrastructure, property, plant and equipment revaluation reserve is used to record increments and and decrements on the revaluation of Infrastructure, property, plant & equipment.

Movements in provisions Asset remediation $'000

C4-1 Nature and purpose of reserves

Total $'000

At beginning of year

13,323

Changes to provision: Revised life & costs to remediate Revised discount rate Amounts used Unwinding of discount Total

(488) 12,835

Interest in joint venture revaluation reserve

The interest in joint venture revaluation reserve is used to record increments and decrements on the revaluation of non-current assets held by Arrow Collaborative Services Limited.

Nature and purpose provisions Asset remediation The asset remediation provision represents the present value estimate of future costs Council will incurr to restore, rehabilitate and reinstate the tip as a result of past operations. Accounting policy Provisions are recognised when Council has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation, and the amount has been reliably estimated. Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small. Provisions are measured at the present value of management’s best estimate of the expenditure required to settle the present obligation at the reporting date. The discount rate used to determine the present value reflects current current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as borrowing costs.. Asset remediation - tips & quarries Close-down and restoration costs include the dismantling and demolition of infrastructure, and the removal of residual materials and remediation of disturbed areas. Estimated close-down and restoration costs are provided for in the accounting period when the obligation arising from the related disturbance occurs, whether this occurs during the development or during the operation phase, based on the net present value of estimated future costs. Provisions for close-down and restoration costs do not include any additional obligations which are expected to arise from future disturbance. The costs are estimated on the basis of a closure plan. The cost estimates are calculated annually during the life of the operation to reflect known developments, e.g. updated costs estimates and revisions to the estimated lives of operations, and are subject to formal review at regular intervals. The ultimate cost of environmental remediation is uncertain and cost estimates can vary in response to many factors, including changes to the relevant legal requirements, the emergence of new restoration techniques, or experience at other locations The expected timing of expenditure can also change, for example in response to changes in quarry reserves or production rates. As a result, there could be significant adjustments to the provision for close down and restoration and environmental clean-up, which affect future financial results. Other movements in the provisions for close-down and restoration costs, including those resulting from new disturbance, updated cost estimates, changes to the estimated lives of operations, and revisions to discount rates, are capitalised within property, plant and equipment. These costs are then depreciated over the lives of the assets to which they relate.

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125

Maitland City Council

Notes to the financial statements 30 June 2021

D. Council structure

D1-1 Interest in joint arrangements (Cont)

D1. Interest in other entities

Accounting policy

D1-1 Interest in joint arrangements

The Council has determined that it has a joint venture because it has an 11.545% interest in Arrow Collaborative Services Limited (formerly Strategic Services Limited), along with other Member Councils of Arrow Collaborative Services Limited. The activities of this organisation are not controlled by any one Council.

Aggregate information for joint ventures that are not individually material Council has an interest in Arrow Collaborative Services Limited (formerly Startegic Services Australia Limited), along with other Member Councils. The activities of this organisation are not controlled by any one Council.

Joint ventures:

Arrow Collaborative Services Limited has been established to improve the quality and efficiency of local government service throughout the Hunter Region. One such service is the establishment and provision of Legal services for the use of the Member Councils and to outsource this service to other organisations. This organisation was established in January 2003 after receiving Minister's consent, pursuant to Section 358(1)(a) of the Local Government Act, 1993. Arrow Collaborative Services Limited Council's respective interests are: - interest in outputs of the joint operation - ownership interest in the joint operation - the proportion of voting power in the joint operation

2021

Carrying amount of investment in joint venture Council's share of joint venture's assets and liabilities Current assets Non current assets Total assets

Interests in joint ventures/associates are accounted for using the equity method in accordance with AASB128 Investments in Associates and Joint Ventures. Under this method, the investment is initially recognised as a cost and the carrying amount is increased or decreased to recognise the Council’s share of the profit or loss and other comprehensive income of the joint venture after the date of acquisition. 2020

11.545% 11.545% 7.692%

425

532

$'000s

706 83 789

756 35 791

Current liabilities Non current liabilities Total liabilities

361 3 364

258 1 259

Net assets

425

532

736 844 (108) (108)

650 694 (44) (44)

Council's share of joint venture's profit or loss and other comprehensive income Revenues Expenses Profit / (loss) from continuing operations Post tax profit / (loss) from discontinued operations Other comprehensive income Total comprehensive income Councils share of joint venture's commitments Lease commitments Other commitments (other than for the supply of inventories) Total expenditure commitments Capital commitments Total commitments

If the Council’s share of losses of a joint venture equals or exceeds its interest in the joint venture, the Council discontinues recognising its share of further losses. The council’s share in the joint venture’s gains or losses arising from transactions between itself and its joint venture are eliminated. Adjustments are made to the joint venture’s accounting policies where they are different from those of the council for the purposes of the consolidated financial statements.

Contingent Liabilities Each of the partners in Arrow Collaborative Services Limited are jointly and severally liable for the debts of the organisation. As at 30 June 2021 the company had no contingent liabilities. Page 47

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127

Maitland City Council

Notes to the financial statements 30 June 2021

E. Risks and accounting uncertainties

E1-1 Risks relating to financial instruments held (Cont)

E1-1 Risks relating to financial instruments held

(b) Credit risk

Council's overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on the financial performance of the council.

Council’s major receivables comprise rates, annual charges, user charges and fees. Council manages the credit risk associated with these receivables by monitoring outstanding debt and employing stringent debt recovery policies. Council also encourages ratepayers to pay rates by the due date through incentives.

Council's objective is to maximise its return on cash and investments whilst maintaining an adequate level of liquidity and preserving capital. The finance section manages the cash and investments portfolio with the assistance of independent advisers. Council has an investment policy which complies with the Local Government Act and Ministerial Investment Order 625. The policy is regularly reviewed by Council and a monthly investment report is provided to Council setting out the make-up and performance of the portfolio as required by local government regulations.

Credit risk on rates and annual charges is minimised by the ability of Council to recover these debts as a secured charge over the land; that is, the land can be sold to recover the debt. Council is also able to charge interest on overdue rates and annual charges at higher than market rates which further encourages payment. There are no significant concentrations of credit risk. Benchmarks are set and monitored for acceptable collection performance.

Council does not engage in transactions expressed in foreign currencies and is therefore not subject to foreign currency risk.

The maximum exposure to credit risk at the reporting date is the carrying amount of each class of receivable in the financial statements.

Financial risk management is carried out by the finance Section under policies approved by the council.

Council makes suitable provision for doubtful receivables as required and carries out credit checks on most non-rate debtors.

The fair value of receivables, loans, investments and financial liabilities approximates the carrying amount.

There are no material receivables that have been subject to a re-negotiation of repayment terms.

The risks associated with the financial instruments held are: *

Interest rate risk - the risk that movements in interest rates could affect returns.

liguidity risk - the risk that Council will not be able to pay its debts as and when they fall due.

Credit risk - the risk that a contracting entity will not complete its obligations under a financial instrument resulting in a financial loss to Council.

Credit risk profile Receivables - Rates and Annual Charges Credit risk on rates and annual charges is minimised by the ability of Council to recover these debts as a secured charge over the land; thatis, the land can be sold to recover the debt. Council is also able to charge interest on overdue rates and annual charges at higher than market rates, which further encourages payment. Not yet due $'000 Rates and annual charges 2021 2020 -

Council manages these risks by diversifying its portfolio and only purchasing investments with high credit ratings or capital guarantees. Council also seeks advice from its independent advisers before placing any cash and investments. (a) Market risk - interest rate and price risk The impact on result for the year and equity of a reasonably possible movement in the price of investments held and interest rates is shown below. The reasonably possible movement was determined based on historical movements and economic conditions in place at the reporting date. 2021 $'000

Impact of a 10% movement in price of investments: Equity / Income statement Impact of a 1% movement in interest rates: Equity / Income statement

2020 $'000

457

876

4,052 3,630

671 601

2 - 5 years $'000 123 110

> 5 years $'000 42 37

Total $'000 4,888 4,378

Receivables - non-rates and annual charges and contract assets Council applies the simplified approach for non-rates and annual charges and contract assets to provide for expected credit losses, which permites the use of the lifetime expected loss provision at inception. To measure the expected credit losses, receivables have been grouped based on shared credit risk characteristices and the days past due. The loss allowance provision is detemined as follows. Not yet due

Overdue debts < 30 days 30 - 60 days $'000 $'000 $'000 Receivables - other than rates and annual charges 2021 1,708 949 24

2020

Page 49

Overdue debts < 1 year 1 - 2 years $'000 $'000

3,889

2,448

Page 50

60 - 90 days $'000

> 90 days $'000

Total $'000

210

2,942

131

541

7,072

Annual Report 2020/21

129

Maitland City Council

Notes to the financial statements 30 June 2021

E2-1 Fair value measurement

E1-1 Risks relating to financial instruments held (Cont)

The Council measures the following assets and liabilities at fair value on a recurring basis.

Payables lease liabilities and borrowings are both subject to liquidity risk - that is the risk that insufficient funds funds may be on hand to meet payment obligations as and when they fall due. Council manages this risk by monitoring its cash flow requirements and liquidity levels and maintaining an adequate cash buffer. Payment terms can be extended and overdraft facilities drawn upon in extenuating circumstances.

Fair value hierarchy All assets and liabilities measured at fair value to be assigned to a level in the fair value hierarchy as follows: Level 1

Borrowings are also subject to interest rate risk: the risk that movements in interest rates could adversely affect funding costs. Council manages this risk through diversification of borrowing types, maturities and interest rate structure.

Level 2 Level 3

The finance team regularly reviews interest rate movements to determine if it would be advantageous to refinance or renegotiate part or all of the loan portfolio.

The table below shows the assigned level for each asset and liability held at fair value by the Council:

The amounts disclosed in the table are the undiscounted contracted cash flows for non-lease liabilities and therefore the balances in the table may not equal the balances in the statement of financial position due to the effect of discounting.

Payables Borrowings

2020 $'000

Payables Borrowings

Weighted Average Interest rate %

2.79%

Weighted Average Interest rate %

3.32%

Due within 1 Year $'000

Due between 1 and 5 years $'000

Due after 5 years $'000

13,129 8,892 22,021

29,067 29,067

24,425 24,425

Due within 1 Year $'000 13,447 8,433 21,880

Due between 1 and 5 years $'000 29,078 29,078

Page 51

Due after 5 years $'000 19,939 19,939

Total Contractual cash flows $'000 13,129 62,384 75,513 Total Contractual Cash flows $'000 13,447 57,450 70,897

Unadjusted quoted prices in active markets for identical assets or liabilities that the council can access at the measurement date. Inputs other than quoted prices included within Level 1 that are observable for the asset or liability, either directly or indirectly. Unobservable inputs for the asset or liability.

None of Council's assets and liabilities at fair value are in Level 1 of the Fair value hierarchy.

The timing of cash flows presented in the table below to settle financial liabilities reflects the earliest contractual settlement dates. The timing of expected outflows is not expected to be materially different from contracted cashflows.

2021 $'000

Infrastructure, property, plant and equipment

Recurring fair value measurements

Carrying values $'000 13,129 55,626 68,755

Carrying Values $'000

Infrastructure, property, plant and equipment Work in progress Equipment, furnitue and fittings Land Buildings and other structures Roads, bridges and footpaths Storm water drainage Open space / recreational assets Other infrastructure assets (waste depot) Other assets Tip asset Total infrastructure, property, plant & equipment

Note

Level 2 ($000's) Significant observable inputs $'000 2021 2020

Level 3 ($'000s) Significant unobservable inputs $'000 2021 2020

Total ($'000s)

2021

2020

C1-7 73,961 -

72,922 -

15,148 7,633 56,510 81,769 746,995 184,245 52,989 2,766 12,815 3,641

24,085 9,040 55,901 75,312 728,728 178,394 45,525 2,994 11,630 4,584

15,148 7,633 130,471 81,769 746,995 184,245 52,989 2,766 12,815 3,641

24,085 9,040 128,823 75,312 728,728 178,394 45,525 2,994 11,630 4,584

73,961

72,922

1,164,511

1,136,193

1,238,472

1,209,115

13,447 50,477 63,924

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131

Maitland City Council

Notes to the financial statements 30 June 2021

E2-1 Fair value measurement

E3-1 Contingencies

Level 3 Measurements

The following table summarises the quantitative information relating to the significant unobservable inputs used in deriving the various Level 3 asset class fair values with no changes to valuation techniques during the period. Class

Valuation techniques

Unobservable inputs

Capital work in progress

Cost used to approximate fair value

Plant and equipment, office equipment, furniture and fittings, library books, bushfire equipment and musical instruments

Cost used to approximate fair value

Operational land

External valuer based on current prices in the same location and condition, taking into account highest and best use of the land Valued internally by Council based on community land values supplied by the Valuer General discounted for Englobo. VG valuation External valuer. Non specialised buildings using market based direct valuation method. Specialised buildings using the depreciated replacement cost method.

Land Under Roads

Community / Crown Land Buildings

Current replacement cost of modern equivalent asset, asset condition, useful life and residual value Current replacement cost of modern equivalent asset, asset condition, useful life and residual value

Land value, land area

Land Value, Land area

Land value, land area Current replacement cost of modern equivalent asset using componentisation asset condition, remaining lives, residual value.

Roads, bridges, footpaths, stormwater drainage

Valued internally by Council using the depreciated current replacement cost method.

Current replacement cost of modern equivalent asset, asset condition, useful life and residual value

Swimming pools

Cost used to approximate fair value

Other open space / recreational assets

Valued internally by Council using the depreciated current replacement cost method.

Current replacement cost of modern equivalent asset using componentisation asset condition, remaining lives, residual value. Current replacement cost of modern equivalent asset using componentisation asset condition, remaining lives, residual value.

Other infrastructure assets (waste depot)

Cost used to approximate fair value

Art works

Cost or external valuation used to approximate fair value

Tip asset

Valued internally by Council using independent report supporting the cost to rehabilitate.

Current replacement cost of modern equivalent asset using componentisation asset condition, remaining lives, residual value. Current replacement cost and useful life

Current replacement cost of modern equivalent asset using componentisation asset condition, remaining lives, residual value.

Reconciliation of Movements A reconciliation of the movements in recurring fair value measurements allocated to Level 3 of the hierarchy is provided below: 2021 2020 $'000 $'000 Balance at 1 July 1,136,193 1,037,855 Total gains or losses for the period Recognised in profit or loss - Realised (Refer Note B4-1) (1,740) (2,942) Recognised in profit or loss - Unrealised Recognised in other comprehensive income - Revaluation (577) 42,978 Other movements Purchases 56,552 82,518 Sales (691) (1,096) Depreciation (25,226) (23,120) Transfers into Level 3 Transfer out of Level 3 Other movements Balance at 30 June 1,164,511 1,136,193 Page 53

Contingent liabilities (a) Defined benefit plan Council is party to an Industry Defined Benefit Plan under the Local Government Superannuation Scheme, named The Local Government Superannuation Scheme - Pool B (the Scheme) which is a defined benefit plan that has been deemed to be a "multi-employer fund" for the purposes of AASB119 Employee Benefits. for the following reasons: - assets are not segregated within the sub-group for each sponsoring employer; - contribution rates are the same for all sponsoring employers; - benefits for employees are determined according to the same formulae; and - the same actuarial assumptions are currently used for each employee. Given the factors above, each sponsoring employer is exposed to the actuarial risks associated with current and former employees and hence shares in the associated gains and losses (to the extent that they are not borne by members. Description of the funding arrangements Pooled employers are required to pay standard employer contributions and additional lump sum contributions to the fund. the standard employer contributions were determined using the new entrant rate method under which a contribution rate sufficient to fund the total benefits over the working lifetime of a typical new entrant is calculated. The standard employer contribution rates are: Division B 1.9 times for non -180 point members & Nil for 180 point members Division C 2.5% salaries Division D 1.64 times member contributions The additional lump sum contribution for each pooled employer is a share of the total additional contributions of 40.0M for 1 July 2019 to 30 June 2021. These lump sum contributions are used to fund the deficit of assets to accrued liabilities as at 30 June 2019. The adequacy of contributions is assessed at each triennial actuarial investigation and monitored annually between triennials. Description of Council's liability and obligations The last valuation of the Scheme was performed by the Actuary, Mr Richard Boyfield, FIAA on 30 June 2020. The expected contributions to the Fund by Council for the 2020/21 financial year is $657,947 It is estimated that there are $449,100 past service contributions remaining. The estimated employer reserves financial position for the pooled employees as at 30 June 2021 is: Employer reserves only $M Asset Coverage Assets 2,620.5 Past Service Liabilities 2,445.6 107.2% Vested benefits 2,268.7 106.2% Council's share of that deficiency cannot be accurately calculated as the scheme is a mutual arrangement. For this reason no liability for the deficiency is recognised in the accounts. Council has a possible obligation that may arise should the scheme require immediate payment to correct the deficiency An investment return of 5.75%, salary inflation of 3.5% and CPI increases of 2.5% are the key long term assumptions for the calculated present value of accrued benefits. (b) Bank guarantees / loan guarantees Council is guarantor of a bank loan obtained by the Maitland Hockey Association. The loan, in the amount of $350,000 was redrawn down in 2018/19. (c) Land Fill Council's land fill at Anambah closed in 1993. Since that date the Council has identified contamination that may require containment and remediation. The financial impact to Council cannot be reliability estimated or quantified at this time. Page 54

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133

Maitland City Council

Notes to the financial statements 30 June 2021

F. People and relationships

F1-1 Key management personnel (KMP)

F1. Related party disclosures

Other transactions with KMP and their related parties (continued)

F1-1 Key management personnel (KMP) Key management personnel (KMP) of the council are those persons having the authority and responsibility for planning, directing and controlling the activities of the council, directly or indirectly. The aggregate amount of KMP compensation included in the Income Statement is: 2021 Compensation $'000 Short-term benefits

2020 $'000

2,272

2,145

Post-employment benefits

174

172

Other long-term benefits

Termination benefits

202

Total

2,446

Nature of the transaction

2020 Employee expenses relating to close family

2,609

Other transactions with KMP and their related parties Council has determined that transactions at arm’s length between KMP and Council as part of KMP using council services (e.g. access to library or Council swimming pool by KMP) will not be disclosed.

Nature of the transaction

Transactions during the year ($'000s)

Outstanding balances, including commitments ($'000s)

2021 Employee expenses relating to close family 169

recycling services2 Payments made for

2,078

services received3 Payments received

248

for rates4 Payments received for other services

provided

system 30 days 30 days Invoiced quarterly

Page 55

Impairment expense ($'000s)

recycling services2 Payments made for

2,361

services received3 Payments received

297

for rates4 Payments received for other services

system 30 days 30 days Invoiced quarterly

30 days 60

Close family members of Council's KMP are employed by the Council under its competency based salary system on an arms length basis. There are 2 close family members of KMP currently employed by the Council.

Impairment expense ($'000s)

Relates to payments to Hunter Resource Recovery, a company in which Council has an interest, to provide recycling services. The contract was awarded through a competitive tender process based on market rates for these services. Amounts are payable on a monthly basis for the term of the contract. Hunter Resource Recovery details have not been consolidated into Council's financial statements as the amounts are not material to Council operations.

30 days 15

166

Terms and conditions

Impairment provision on outstanding balances ($'000s)

Council competency based salary

members of KMP1 Payments made for

provided

Council competency based salary

members of KMP1 Payments made for

Terms and conditions

Impairment provision on outstanding balances ($'000s)

Transactions during the year ($'000s)

Outstanding balances, including commitments ($'000s)

Council uses Arrow Collaborative Services Limited, a company in which Council has an ownership interest, for a variety of services, inlcluding legal services, records storage, training and Environment Management. Further details of Council's interest in Arrow Collaborative Services Limited are outlined in Note D1-1. 4

Council receives rates income from Arrow Collaborative Services Limited, a company in which Council has an ownership interest, for two properties owned within the Maitland local government area. 5

Council receives a rebate from Arrow Collaborative Services Limited, a company in which Council has an ownership interest, for its share of Local Government Procurement Contracts and for various services provided.

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Maitland City Council

Notes to the financial statements 30 June 2021

F1-2 Councillor and mayoral fees and associated expenses The aggregate amount of Councillor and mayoral fees and associated expenses included in the Income statement is: 2021 2020 $'000 $'000 Mayoral fee Councillor fees Councillors' (including mayor) expenses Total

312

263

388

372

2021 $'000

2020 $'000

F2 Other relationships F2-1 Audit fees

Auditors of the Council - NSW Auditor-General: (i) Audit and other assurance services Audit and review of financial statements Other assurance services Total fee paid or payable to the Auditor-General

70 70

79 79

(ii) Other non-assurance services - Other firms Tax Compliance services Internal audit services: Total fee paid or payable other firms

41 41

39 39

G. Other matters G1-1 Statement of cash flows information (a) Reconciliation of net operating result to cash provided from operating activities

Operating result Add / (less) non-cash items (Gain) / loss on disposal of assets Depreciation and amortisation Non -cash contributions and dedications Impairment of receivables Impairment of PPE (Profit) / loss on equity accounted investment Changes in assets and liabilities Movement in operating assets and liabilities (Increase) / decrease of receivables (Increase) / decrease of other assets (Increase) / decrease of Inventories (Increase) / decrease of contract asset (Increase) / decrease of contract cost asset Increase / (decrease) in trade payables Increase / (decrease) in contract liabilities Increase / (decrease) in employee benefit provision Increase / (decrease) in other provisions Net Cash Flows from operating activities

2021 $'000

2020 $'000

54,379

68,439

1,740 25,759 (26,148) 56 107

2,942 23,705 (38,840) 31 43

3,620 (3) (69) (796) (318) 4,553 517 (488)

(4,111) (70) 2,493 326 608 544

62,909

56,110

17,995 4,930 1,605 749 869 26,148

27,749 9,166 1,031 488 406 38,840

(b) Non-cash financing and investing activities Asset contributions - Roads Bridges and footpaths - Drainage - Land - Buildings - Other

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Maitland City Council

Maitland City Council Notes to the financial statements 30 June 2021

Notes to the financial statements 30 June 2021

G4. Statement of developer contributions as at 30 June 2021

G1-2 Capital commitments

G4-1 Summary of developer contributions

Actual 2021 $'000

Actual 2020 $'000

(a) Capital commitments (exclusive of GST)

Balance at Purpose

Capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities: 1,927 976 63 19 36,870 0 39,855

- Plant and equipment - Roads, bridges & footpaths - Drainage assets - Recreational assets - Buildings - Intangible Assets Total The Council has committed to completing various road, bridge and footpath works and replacing various items of major plant.

1,460 291 127 163 275 275 2,591

1 July 2020 ($'000)

Drainage Roads Traffic facilities Parking Open space Community facilities Other S7.11 under plans S7.12 levies Total Contributions

370 231 39,335 1 25,411 21,371 1,459 88,178 3,523 91,701

Contributions

Interest & investment

received

income

Amount

earned ($'000)

Expensed ($'000)

Cash ($'000)

Non cash ($'000)

234 39 10,414 3,676 2,665 377 17,405 491 17,896

5 2 429 262 238 15 951 33 984

6,558 1,389 841 479 9,267 1,598 10,865

Internal

Held as restricted

Cumulative balance of internal

asset at

borrowings

borrowings 30 June 2021 ($'000) ($'000) 828 (828) -

(to) / from ($'000)

609 272 44,448 1 27,132 23,433 1,372 97,267 2,449 99,716

Under the Environmental Planning and Assessment Act 1979, council has significant obligations to provide Section 7.11 (contributions towards provision or improvement of amenities or services) infrastructure in new release areas. It is possible that the funds contributed may be less than the cost of this infrastructure, requiring council to borrow or use general revenue to fund the difference.

G5-2 Developer contributions by plan Contribution plan no. 1 - 1995 Plan

G3-1 Events occurring after reporting date NIL

Balance at Purpose Drainage Roads Traffic facilities Parking Open space Community facilities Other Total

1 July 2020 ($'000) -

2 1 677 2,440 1 3,121

Contributions

Interest & investment

received

income

Amount

earned ($'000)

Expensed ($'000)

Cash ($'000) -

Non cash ($'000)

3 4 7

3 27 30

507 507

Internal

Held as restricted

Cumulative balance of internal

asset at

borrowings

borrowings 30 June 2021 ($'000) ($'000) -

(to) / from ($'000)

2 1 176 2,471 1 2,651

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139

Annual Report 2020/21 | 141

231 8,981 9,919 9,783 413 29,327

Drainage Roads Traffic facilities Parking Open space Community facilities Other Total

Purpose

135 570 857 274 63 1,899

1 July 2020 ($'000)

Balance at

22,039 12,537 5,122 801 40,499

1 July 2020 ($'000)

Contribution plan no. 5 - 2014 Lochinvar Plan

Drainage Roads Traffic facilities Parking Open space Community facilities Other Total

Purpose

Balance at

Contribution plan no. 4 - 2006 Thornton North Plan

G4-2 Developer contributions by plan (Cont)

235 230

1 July 2020 ($'000)

Notes to the financial statements 30 June 2021

Maitland City Council

Drainage Roads Traffic facilities Parking Open space Community facilities Other Total

Purpose

Balance at

234 827 1,520 486 114 3,181

Cash ($'000)

99 105 5 303

earned ($'000)

income

2 7 11 4 1 25

earned ($'000)

income

Interest & investment

238 130 57 7 432

earned ($'000)

income

Interest & investment

Page 62

Non cash ($'000)

received

Contributions

2 92

Interest & investment

Page 61

Non cash ($'000)

received

5,315 664 544 159 6,682

Non cash ($'000)

Contributions

Cash ($'000)

received

Contributions

39 882 406 304 22 1,653

earned ($'000)

income

received Non cash ($'000)

Contributions Cash ($'000)

Interest & investment

Cash ($'000)

Contribution plan no. 3 - 2006 Rutherford Trunk Drainage

Drainage Roads Traffic facilities Parking Open space Community facilities Other Total

Purpose

1 July 2020 ($'000)

Balance at

Contribution plan no. 2 - 2006 City Wide Plan

G4-2 Developer contributions by plan (Cont)

Notes to the financial statements 30 June 2021

Maitland City Council

Amount

1 10

Expensed ($'000)

Amount

4,519 330 446 5,295

Expensed ($'000)

Amount

Expensed ($'000)

Amount

1,632 552 841 32 3,057

Expensed ($'000)

Internal

asset at

borrowings

asset at

371 1,395 2,388 764 177 5,095

(to) / from ($'000)

Cumulative balance of internal

Held as restricted

23,901 12,173 5,723 521 42,318

borrowings 30 June 2021 ($'000) ($'000)

Internal

828 (828) -

(to) / from ($'000)

borrowings

Held as restricted

Cumulative balance of internal

238 238

borrowings 30 June 2021 ($'000) ($'000)

Internal

(to) / from ($'000)

borrowings

Held as restricted

Cumulative balance of internal

272 8,323 9,872 9,351 408 28,226

borrowings 30 June 2021 ($'000) ($'000)

Internal

(to) / from ($'000)

borrowings

asset at

borrowings 30 June 2021 ($'000) ($'000)

Cumulative balance of internal

Held as restricted

Maitland City Council Notes to the financial statements 30 June 2021

G5. Statement of performance measures Amounts 2021 $'000

(to) / from ($'000)

borrowings

Cumulative balance of internal

(to) / from ($'000)

borrowings

Cumulative balance of internal

G5-1 Statement of performance measures

2021 indicators

2020 indicators

Benchmark

2019 indicators

1. Operating performance

840 1,386 368 56 2,650

grants and contributions less operating expenses 4 1

Total continuing operating revenue excluding capital grants and contributions

5,624

117,662

4.78%

7.14%

0.08%

2. Own source operating revenue

>60%

Total continuing operating revenue excluding all grants and contributions 1

106,715

168,264

63.42%

57.77%

62.94%

Total continuing operating revenue inclusive of all grants and contributions

>1.5x

Current assets less all external restrictions

112,487

Current liabilities less specific purpose liabilities (2), (3)

29,200

3.85 x

3.64 x

3.75 x

5 11 3 19

3. Unrestricted current ratio

Page 63

4. Debt service cover ratio

>2x

Operating results before capital excluding interest and depreciation / impairment / amortisation (EBTDA) Principal repayments (from statement of cash flows) + borrowing interest costs (from income statement)

$ $

32,985 9,058

3.64 x

3.93 x

3.22 x

5. Rates and annual charges outstanding percentage

540 607 175 36 1,358

asset at

borrowings 30 June 2021 ($'000) ($'000)

Internal Amount

Expensed ($'000) earned ($'000)

income received

Non cash ($'000)

Interest & investment Contributions

Cash ($'000)

Held as restricted

9,987 1,137 4,756 209 16,089 398 398 87 8 42 2 139 2,850 476 1,152 46 4,524

borrowings 30 June 2021 ($'000) ($'000) Expensed ($'000) earned ($'000) Non cash ($'000) Cash ($'000)

asset at income received

Contributions

Interest & investment

Amount

Internal

Held as restricted

Total continuing operating revenue excluding capital

<5% metro <10% regional $ $

Rates and annual charges outstanding Rates and annual charges collectable

5,288 97,625

5.42%

5.29%

3.90%

295 768 190 20 1,273 Drainage Roads Traffic facilities Parking Open space Community facilities Other Total

Purpose

Balance at Contribution plan no. 7 - 2015 Farley Plan

1 July 2020 ($'000)

7,448 653 3,562 161 11,824 Drainage Roads Traffic facilities Parking Open space Community facilities Other Total

1 July 2020 ($'000) Purpose

Balance at

Contribution plan no. 6 - 2016 City Wide Plan

G4-2 Developer contributions by plan (Cont)

Notes to the financial statements 30 June 2021

Maitland City Council

6. Cash expense cover ratio Current year's cash and cash equivalents + term deposits Payments from cash flow of operating and financing activities

>3 months * 12

$ $

163,784 96,128

20.45 months

18.61 months

14.87 months

Notes: (1) Excludes fair value adjustments, reversal of revaluation decrements, net gain/loss on sale of assets and net share/loss of interests in joint ventures and associates. (2) Refer to Note C3-4 (3) $10,584 provisions not expected to be settled have been deducted. (4) Excludes impairment/revaluation decrements, net loss on sale of assets & net loss on share of interest in Joint ventures and asscoiates joint ventures and associates

Page 64

Annual Report 2020/21

143

Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by: • •

INDEPENDENT AUDITOR’S REPORT Report on the general purpose financial statements Maitland City Council

To the Councillors of the Maitland City Council

Opinion I have audited the accompanying financial statements of Maitland City Council (the Council), which comprise the Statement by Councillors and Management, the Income Statement and Statement of Comprehensive Income for the year ended 30 June 2021, the Statement of Financial Position as at 30 June 2021, the Statement of Changes in Equity and Statement of Cash Flows for the year then ended and notes comprising a summary of significant accounting policies and other explanatory information. In my opinion: • •

• •

the Council’s accounting records have been kept in accordance with the requirements of the Local Government Act 1993, Chapter 13, Part 3, Division 2 (the Division) the financial statements: have been prepared, in all material respects, in accordance with the requirements of this Division are consistent with the Council’s accounting records present fairly, in all material respects, the financial position of the Council as at 30 June 2021, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards all information relevant to the conduct of the audit has been obtained no material deficiencies in the accounting records or financial statements have come to light during the audit.

•

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

Other Information The Council’s annual report for the year ended 30 June 2021 includes other information in addition to the financial statements 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 Special Schedules (the Schedules). My opinion on the financial statements 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 Special Schedule - Permissible income for general rates. In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements 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 Financial Statements The Councillors are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the Local Government Act 1993, and for such internal control as the Councillors determine is necessary to enable the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error.

My opinion should be read in conjunction with the rest of this report.

In preparing the financial statements, 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.

Basis for Opinion

Auditor’s Responsibilities for the Audit of the Financial Statements

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 Financial Statements’ 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.

My objectives are to: • •

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

Annual Report 2020/21

145

A description of my responsibilities for the audit of the financial statements is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar4.pdf. The description forms part of my auditor’s report. The scope of my audit does not include, nor provide assurance: • • • • •

that the Council carried out its activities effectively, efficiently and economically on the Original Budget information included in the Income Statement, Statement of Cash Flows, and Note B5-1 Material budget variations on the Special Schedules. A separate opinion has been provided on Special Schedule - Permissible income for general rates about the security and controls over the electronic publication of the audited financial statements on any website where they may be presented about any other information which may have been hyperlinked to/from the financial statements.

Maitland City Council Special Schedules for the year ended 30 June 2021 Contents Page Special Schedules

Special Schedule 1

Permissible income calculation

Special Schedule 2

Report on infrastructure assets (not audited)

Furqan Yousuf Delegate of the Auditor-General for New South Wales 22 October 2021 SYDNEY

Annual Report 2020/21

Page B1

147

Act 1993. The OLG will extract these amounts from councils' Special Schedule 2 in the Financial Data Return (FDR)

0.0%

1.0%

1.0% 0.0% 2.0% 0.0% 0.0% 0.0%

0.0%

4.0% 96.0% 0.0% Total - all assets

118,533

26,772

12,507

Page B3

14,735

1,068,764

1,498,798

0.0% 4,954 2,766 81 75 38

44.0% 43.0% 85,487 85,487 52,989 52,989 4,740 4,740 4,833 4,833 1,991 1,991 6,693 6,693

103

9.0%

3.0%

1.0% 6.0% 34.0% 58.0% 224,230 184,245 1,056 892 4,341 10,534

2.0% 2.0% 3.0% 5.0% 2.0% 0.0% 7.0% 5.7% 28.0% 5.0% 21.0% 0.0% 32.0% 78.2% 23.0% 21.0% 39.0% 0.0% 58.0% 14.1% 44.0% 69.0% 38.0% 0.0% 644,192 4,586 199,545 52,220 123,815 1,024,358 481,070 1,849 134,884 43,249 85,943 746,995 5,782 348 453 60 821 7,464 3,980 66 370 117 700 5,233 7,263 100 7,336 689 1,706 17,094 24,217 778 36,267 2,103 15,579 78,944

0.0% 0.0% 0.0% 0.0% -

53.0% 15.0% 20.0%

4 (GRC)

$'000 $'000

amount maintenance^

$'000 $'000

* Reconciles with Note C1-7 ^ Required maintenance is the amount identified in Council's asset management plans.

approval by order published in the NSW Government Gazette in accordance with section 512 of the Local Government

No work required (normal maintenance) Only minor maintenance work required Maintenance work required Renewal required Urgent renewal / upgrading required

Carry forward amounts which are in excess (an amount that exceeds the permissible income) require Ministerial

1 2 3 4 5

nominal carry forward figure. These amounts can be adjusted for in setting the rates in a future year. 6.

Description

Unused catch-up amounts will be deducted if they are not caught up within 2 years. Usually councils will have a

Condition

in any single year. 5.

Excellent / Very good Good Satisfactory Poor Very poor

land value issued by the Valuer-General. Councils can claim the value of the income lost due to valuation objections

Level

Valuation objections are unexpected changes in land values as a result of land owners successfully objecting to the

Infrastructure Asset Condition Assessment

The 'special variation percentage' is inclusive of the Rate Peg percentage and where applicable crown land adjustment.

Maitland City Council

of Land Act 1916 (NSW). 3.

Total classes

occurring during the year. The adjustments are called "supplementary valuations" as defined in the Valuation

Other infrastructure assets (Waste depot) *

Adjustments account for changes in the number of assessments and any increase or decrease in land value

Other open space / recreational assets Sub total

Open space / recreational assets *

years' rates income.

Stormwater drainage *

year. The statements are reported on an accrual accounting basis which include amounts that relate to prior

Sealed Roads Unsealed Roads Other Roads Assets Bridges Footpaths Bulk earthworks Sub total

The notional general income will not reconcile with rate income in the financial statements in the corresponding

Roads *

Other structures *

Notes

maintenance

270

$'000

331

by Council

$'000

standard

Carry forward to next year

(6)

Asset category

Asset class

(4)

(5)

of service set

270

2020/21

331

satisfactory

Less unused catch-up

74,342 agreed level

Plus income lost due to valuation objections claimed

76,752

bring to a

Catch-up or (excess) result

74,612

cost to

Less notional general income yield

77,083

bring to the

Total permissible income

(4)

cost to

270

(4)

Estimated

Sub total

Estimated

270 -

Special Schedule No. 2: Report on infrastructure assets as at 30 June 2021

Plus or minus last year's carry forward total Less valuation objections claimed in the previous year

cost

74,616

carrying

76,813

Sub total

actual

5,044 -

Required

1,506 -

Gross

Less expiring special variation amount Plus special variation amount OR Plus rate peg amount OR Plus crown land adjustment and rate peg amount

replacement

7.25% 2.60% -

Net

0.00% 2.00% -

2020/21

Special variation percentage(3) OR Rate peg percentage OR Crown land adjustment incl. rate peg percentage

Permissible income calculation

159,769

69,572

81,769

75,307

1,394

2,094

1,474

965

3,308

67,478

22,259

Notional general income

74,342

Buildings *

Plus / minus adjustments

(2)

Notional General Income Calculation(1) Last year notional income yield

2020/21 $'000

2021/22 $'000

Assets in condition as a % of Gross Replacement Cost

Special Schedule 1 Permissible Income for General Rates

12.0%

0.0%

Maitland City Council

to administer this process. Please check data is transferred accurately to the Special Schedule 2 of the Financial Annual Report 2020/21

Page B2

149

Maitland City Council Special Schedule No. 2 (continued) Report on infrastructure assets 30 June 2021 Infrastructure asset performance indicators * Amounts $'000

1. Building & infrastructure renewals ratio Asset renewals (renewals only for Infrastructure Assets) Depreciation, amortisation and impairment

$ $

17,456 21,254

Current year indicators 82.1%

INDEPENDENT AUDITOR’S REPORT 2020

Special Schedule – Permissible income for general rates

Benchmark

Maitland City Council

>100% 90.4%

To the Councillors of Maitland City Council

Opinion 2. Infrastructure backlog ratio

<2%

Estimated cost to bring assets to a satisfactory condition Net carrying amount of infrastructure assets

$ 118,533 $ 1,068,764

11.1%

11.9%

3. Asset maintenance ratio

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 2020–21 (LG Code) and is in accordance with the books and records of the Council. >100%

$ $

Actual asset maintenance Required asset maintenance

14,735 12,507

117.8%

121.1%

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 2022.

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.

4. Cost to bring assets to agreed service level

I am independent of the Council in accordance with the requirements of the:

Estimated cost to bring assets to an agreed level of service set by Council Gross replacement cost

$ 26,772 $ 1,498,798

1.8%

* All indicators are calculated using the asset classes identified in the table in Special Schedule 2

2.0%

• •

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: • • •

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.

Page B4

Annual Report 2020/21

151

Other Information

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

The Council’s annual report for the year ended 30 June 2021 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, and Special Schedule ‘Report on infrastructure assets as at 30 June 2021’.

• • •

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.

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. 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.

Furqan Yousuf

If, based on the work I have performed, I conclude there is a material misstatement of the other information, I must report that fact.

22 October 2021 SYDNEY

Delegate of the Auditor-General for New South Wales

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 2020/21

153

The Council’s operating result from continuing operations ($54.4 million including depreciation and amortisation expense of $25.8 million) was $14.0 million lower than the 2019-20 result. This was mainly due to $12.5 million lower grants and contributions revenue. The net operating result before capital grants and contributions ($3.8 million) was $1.2 million lower than the 2019-20 result. Cr Loretta Baker Mayor Maitland City Council PO Box 220 MAITLAND NSW 2320

Contact:

Furqan Yousuf

Phone no:

02 9275 7470

Our ref:

D2121564/1758

Rates and annual charges revenue ($92.8 million) increased by $7.1 million (8.3 per cent) in 2020–21 mainly due to the approved special rate variation of 7.25 per cent applied to ordinary rates. Grants and contributions revenue ($61.5 million) decreased by $12.5 million (16.9 per cent) in 2020-21 mainly due to $9.3 million decrease in revenue from non-cash asset dedications.

STATEMENT OF CASH FLOWS

Dear Cr Baker

The Statement of Cash Flows illustrates the flow of cash and cash equivalents moving in and out of Council during the year. The increase in cash provided from operating activities is mainly due to increase in grants and contributions received during the year.

Report on the Conduct of the Audit for the year ended 30 June 2021 Maitland City Council I have audited the general purpose financial statements (GPFS) of Maitland City Council (the Council) for the year ended 30 June 2021 as required by section 415 of the Local Government Act 1993 (the Act). I expressed an unmodified opinion on the Council’s GPFS. This Report on the Conduct of the Audit (the Report) for the Council for the year ended 30 June 2021 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

The increase in cash used in investing activities is mainly due to increased acquisition of investments during the year. The increase in cash provided from financing activities is due to increased proceeds from borrowings during the year.

Net cash flows for the year

60 40 $ million

22 October 2021

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

(100)

2019

Operating activities

2020 Year ended 30 June Investing activities

2021

Financing activities

The Council’s cash and cash equivalent balances at 30 June 2021 was $19.5 million (2020: $19.9 million). The net cash flow for the year was a decrease of $0.4 million.

Operating result 2021

2020

Variance

Rates and annual charges revenue

92.8

85.7

8.3

Grants and contributions revenue

61.5

74.0

16.9

Operating result from continuing operations

54.4

68.4

20.5

3.8

5.0

24.0

Net operating result before capital grants and contributions

Annual Report 2020/21

155

FINANCIAL POSITION

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.

Cash and investments

Total cash, cash equivalents and investments

2021

2020

210.2

173.0

Commentary

•

Cash and investments increased by $37.2 million.

•

Externally restricted cash and investments are restricted in their use by externally imposed requirements. Council’s externally restricted cash and investments have increased by $13.0 million primarily due to 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 $23.3 million is mainly due to increase in cash balance relating to the Carry over works by $8.0 million and Transfer station construction by $2.1 million.

Restricted cash and investments: •

External restrictions

106.3

93.3

•

Internal restrictions

94.0

70.7

The Council met the OLG benchmark for the current reporting period.

64 63 62 61 60 59 58 57 56 55 54

Own source operating revenue ratio

2019

Unrestricted current ratio 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.

The Council has $55.6 million of borrowings as at 30 June 2021 (2020: $50.4 million)

The Council met the OLG benchmark for the current reporting period.

The Council has an accumulated drawdown facility limit of $2.1 million as at 30 June 2021 (2020: $2.1 million), which remained unutilised at year-end.

PERFORMANCE Performance measures

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

Unrestricted current ratio

2019

Debt service cover ratio 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.

Ratio (%)

6 5 4 3

The Council met the OLG benchmark for the current reporting period.

2 1 2019

2020

2021

Year ended 30 June Operating performance ratio

4.5 4 3.5 3 2.5 2 1.5 1 0.5 0

Debt service cover ratio

Ratio (x)

Operating performance ratio

2021

Unrestricted current ratio OLG benchmark > 1.5x

Operating performance ratio

The Council met the OLG benchmark for the current reporting period.

2020 Year ended 30 June

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.

2021

Own source operating revenue ratio OLG benchmark > 60%

Debt

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.

2020 Year ended 30 June

Ratio (x)

Cash and investments

Ratio (%)

Own source operating revenue ratio

2019

2020 Year ended 30 June

2021

Debt service cover ratio

OLG benchmark > 0%

OLG benchmark > 2x

Annual Report 2020/21

157

OTHER MATTERS

Rates and annual charges outstanding percentage

The Council met the OLG benchmark for the current reporting period.

Rates and annual charges outstanding percentage

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:

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 and rural councils.

•

8 6

•

The Council’s:

2 0

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.

• 2019

2020 2021 Year ended 30 June Rates and annual charges outstanding percentage OLG benchmark < 10%

•

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

Cash expense cover ratio

The Council met the OLG benchmark for the current reporting period.

25 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.

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

Cash expense cover ratio

cc:

Mr David Evans, General Manager

15 10 5 0

2019

2020

2021

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

Infrastructure, property, plant and equipment renewals Council reported asset renewals of $17.4 million in 2020-21 ($18.1 million in 2019-20). Significant renewals included: • road, bridges and footpath renewals of $14.6 million ($15.4 million in 2019-20) • open space / recreational asset renewals of $2.9 million ($0.1 million in 2019-20).

Annual Report 2020/21

159

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

Walka Water Works Oakhampton Hunter River - Lorn Riverbank Annual Report 2020/21

161

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 2020/21

162

Annual Report 2020/21

Articles inside

SECTION TWO (page