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Annual Report2017/18
Greater Sydney CommissionAnnual Report 2017/18
October 2018 © Crown Copyright 2018 NSW Government
ISBN 978-0-6482729-6-0
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Email: [email protected]: PO Box 257, Parramatta NSW 2124Tel: (02) 8289 6200 or 1800 617 681
The Hon Gladys Berejiklian MP
Premier
GPO Box 5341
SYDNEY NSW 2001
Dear Premier
We are pleased to submit for presentation to Parliament the Annual Report for the Greater Sydney Commission
for the year ended 30 June 2018.
This Report has been prepared in accordance with the Annual Reports (Statutory Bodies) Act 1984 and the
Annual Reports (Statutory Bodies) Regulation 2015.
Yours sincerely
Lucy Hughes Turnbull AO Chief Commissioner
Geoff Roberts Deputy Chief Commissioner,
Economic Commissioner,
Interim Western City District Commissioner,
Chief Coordinator Western Parkland City
Letter to the Premier
3
Greater Sydney Commission | Annual Report 2017/18
Camden, Western City District
4 Contents
Greater Sydney Commission | Annual Report 2017/18
Contents
Letter to the Minister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Chief Commissioner’s Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Chief Executive’s Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Commissioners and Ex-officio Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
The Greater Sydney Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
Planning for Greater Sydney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36
Putting the Plans into Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44
Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .114
5
Greater Sydney Commission | Annual Report 2017/18
On behalf of the Commissioners, ex-officio
members and staff of the Greater Sydney
Commission, I am pleased to present the
Commission’s Annual Report for 2017/18.
We acknowledge the Aboriginal peoples of
Australia – the first inhabitants of this land
and the world’s oldest continuous culture –
and we are committed to ensuring Greater
Sydney’s future planning reflects Aboriginal
culture and custodianship and core belief
that we have a shared future – and that if we
care for country, it will care for us.
There are many milestones in the history
of Greater Sydney’s growth and emergence
as one of the world’s truly great cities; from
its ancient culture and landscape, to its
modern development as one of the truly
great multicultural cities of the world and its
important role as an economic powerhouse
for Australia and the Asia-Pacific.
Among the milestones of Greater Sydney’s
evolution, this past year will stand out
as significant. Not only do we now have
a 40 year vision and a 20 year plan,
A Metropolis of Three Cities, but for the first
time in NSW history, land use, transport
and infrastructure planning have been
undertaken together in a true spirit of
collaboration and partnership.
A Metropolis of Three Cities – the Greater
Sydney Region Plan, Future Transport
2056 and the State Infrastructure Strategy
2018–2038 have been prepared concurrently
and at their heart is the Metropolis of Three
Cities. Each has been adopted this year by
the NSW Government and they are being
brought to life with unprecedented levels of
investment in infrastructure.
Collaboration is central to the way the
Commission works. Collaborating with our
partner NSW government agencies, 33 local
councils, health and education authorities
and institutions, industry and, of course, the
community has made it possible to co-create
our Region and District Plans.
Concurrent with the finalisation of the plans
was the signing and launch of the Western
Sydney City Deal, the largest and most
complex of its type in Australia, agreed across
three levels of government and the catalyst
for creating the Western Parkland City.
The City Deal will create Australia’s first
21st century city, providing hundreds
of thousands of jobs and new homes,
schools, TAFE and university opportunities,
important new transport links, great new
local spaces and the establishment of
new high technology-focused businesses
supporting and benefiting from the new
Western Sydney Airport.
The Commission is playing a prime role in
delivering the Western Sydney City Deal,
with a multi-agency unit now working
from the Commission’s premises on this
vital process. My deputy, Geoff Roberts,
has been appointed as Chief Coordinator
Western Parkland City, a non-partisan role in
championing the City Deal and the Western
Parkland City. His role includes membership
on the City Deal Implementation Board,
and chairing the Western Sydney City Deal
Coordination Group.
With the adoption of the Region and District
Plans, the first chapter in the history of
the Greater Sydney Commission has been
completed and we now move from planning
to implementing. This new role will be
underpinned by the new priorities for the
Commission that have been agreed between
the Premier and me, and the transition to the
Department of Premier and Cabinet cluster.
Our work so far has had ‘people’ at its very
centre and a commitment to delivering a city
that is productive, liveable and sustainable,
providing opportunity and better lives for
all. I thank my fellow Commissioners, the
Commission’s executive team and our staff for
their energy and commitment in making this
past year a true milestone in our city’s history.
Chief Commissioner Lucy Hughes Turnbull AO
Chief Commissioner’s foreword
Greater Sydney Commission | Annual Report 2017/18
6
The past 12 months represent a significant milestone in the Greater Sydney Commission’s short history, with its focus and energy as the NSW Government’s independent agency for metropolitan planning, delivering significant results.
In 2017/18, the Commission has successfully delivered on its 24 Ministerial Priorities with a suite of outcomes informed by extensive community and stakeholder engagement, including A Metropolis of Three Cities – the Greater Sydney Region Plan, five District Plans and the development and finalisation of the Western Sydney City Deal.
Further significant achievements included:
• launching Directions for a Greater Sydney
as a platform to inform integrated land
use, transport and infrastructure planning
in our city
• developing the Growth Infrastructure
Compact methodology as a game changer
for infrastructure and land use planning
• releasing a new Data Hub to track broad
trends, better distinguish specific District
characteristics and allow people to
explore the characteristics of the places
where they live and work in an easy to use
visual format
• directly engaging with over 30,000
Sydneysiders to create the draft Region
and District Plans
• hosting three Community Challenge
workshops for innovators, experts,
practitioners and passionate Sydneysiders
to share ideas on shared spaces, active
transport and quality outcomes for better
places
• taking a place-based approach to planning
by implementing Collaboration Areas in
Camperdown–Ultimo, Liverpool, Greater
Penrith and Randwick
• launching new and award-winning,
digital versions of the Region and District
Plans, allowing users to interact, search,
download and filter the content
• successfully delivering the second annual
Greater Sydney Planning Awards.
The Commission ended the 2017/18 year with a significant change in roles and responsibilities, being placed at the centre of government, reporting directly to the Premier to implement the vision for Greater Sydney as three integrated and connected cities.
On this basis, the Commission will continue its pivot from plan-making to delivering quality outcomes. We have committed to engaging with stakeholders including government agencies, councils, industry, groups and local communities to get better outcomes for the people of Greater Sydney.
Over the past 12 months my colleagues and I have toured Greater Sydney, meeting with councils and undertaking site visits to new housing developments, factories, treatment plants, town centres, rural areas and parklands. These visits have given us invaluable insights into the many issues and opportunities that lie in every local government area.
This strong collaboration with councils will continue, with our expert team of strategic planners now supporting councils to deliver the District Plans.
I’d like to acknowledge and thank our Commissioners and my team, including those who left us over the course of the year. Their strong commitment, great expertise and genuine passion for making Greater Sydney a better place will benefit generations to come.
The Commission’s new focus brings with it a range of new priorities agreed with the Premier, and I look forward to 2018/19 being another successful year for the Commission in delivering a more productive, liveable and sustainable metropolis of three cities.
CEO, Greater Sydney Commission Sarah Hill
Chief Executive’s foreword
Greater Sydney Commission | Annual Report 2017/18
7
Commissioners and Ex-officio Members
“The Commission has made significant achievements since our establishment less than three years ago. I’m most proud of our ongoing collaboration with community, industry and local and state government to deliver on our plans for a more liveable, productive and sustainable Greater Sydney.”
Lucy Hughes Turnbull AO is an urbanist,
businesswoman and philanthropist with
a longstanding interest in cities, and
technological and social innovation. She
chaired the Committee for Sydney from
2012 to 2015.
In 2015 she was appointed Chief
Commissioner of the Greater Sydney
Commission, tasked by the NSW state
government to assist in delivering strong and
effective strategic planning for the whole of
metropolitan Sydney.
Lucy was the first female Lord Mayor of
the City of Sydney from 2003–2004 and in
2011 she became an Officer of the Order of
Australia for distinguished service to the
community, local government and business.
In 2012 Lucy was awarded an honorary
Doctorate of Business by the University of
NSW, and in 2016 was appointed Adjunct
Professor at the Faculty of Built Environment,
University of NSW. In 2017 Mrs Turnbull was
awarded an honorary Doctorate of Letters
from Western Sydney University which she
received for her substantial and sustained
service and contribution to the University
and the Greater Western Sydney region.
Lucy Hughes Turnbull AO LLB. MBA Chief Commissioner
“Greater Sydney is experiencing a unique confluence of catalytic infrastructure, investment and ambition; now is our chance to work with governments, communities and industry across the three cities to deliver our vision for a more equitable metropolis.”
Geoff Roberts was appointed to the
Greater Sydney Commission as the Deputy
Chief Commissioner and Economic
Commissioner in late 2015 and reappointed
in September 2018.
He has 35 years of experience in Australia
and internationally working on city strategy,
governance and leadership and currently
holds an Adjunct Professorship position
in the City Futures Research Centre at the
University of New South Wales.
Mr Roberts led the negotiation of the
Western Sydney City Deal on behalf of the
NSW Government and played a pivotal role
in the tri-government agreement reached
in March 2018 between the Australian
Government, the eight Councils of the
Western City and the NSW Government.
In May 2018, Mr Roberts was appointed by
the Premier of NSW as the Chief Coordinator
of the Western City a role that reports to all
three levels of government.
Over his career, Mr Roberts has been
involved on behalf of governments and
the private sector, in the key economic
challenges and opportunities facing cities.
He has a deep history in decision making
around the delivery of integrated land use
and infrastructure programs.
He is a passionate practitioner of
collaboration and a regular public speaker.
Geoff Roberts B Nat Res (Hons), M App Sc (Res Mgt) FAICD Deputy Chief Commissioner, Economic Commissioner, Interim Western City District Commissioner, Chief Coordinator, Western Parkland City
Greater Sydney Commission | Annual Report 2017/18
8
“The adoption of the Greater Sydney Region Plan by the NSW Government this year reflects the Commission’s commitment to strong collaboration with all stakeholders, and that liveability for all is critical to Greater Sydney’s future.”
Heather Nesbitt is a Fellow, Planning
Institute of Australia and Graduate,
Australian Institute of Company Directors.
With a career spanning over 30 years both
nationally and internationally, Heather
has expertise in social sustainability, social
housing, social infrastructure planning
and social impact assessment primarily for
major greenfield and urban renewal projects
delivered by the government, non-profit and
the private sector.
As Social Commissioner, her role focuses on
ensuring that the liveability and quality of
life of Greater Sydney citizens is maintained
and enhanced as the city grows. Heather
works collaboratively with government and
non-government stakeholders to facilitate
the improved delivery of education, health,
culture, open space, affordable housing and
social infrastructure while also addressing
issues of social connectedness, cohesion,
inclusion, equity and resilience. Heather
is currently a member of the Schools
Infrastructure NSW Advisory Council and
sits on various government committees
focused on sports/recreation infrastructure,
preventative health/active living initiatives
and place-based planning.
Heather is committed to ensuring that
stakeholder and community engagement
outcomes are central to planning processes
and actively works to put people at the heart
of planning.
Heather Nesbitt BA FPIA GAICD Social Commissioner
“The completion of the Region and District Plans, allows us to focus on how the clear sustainability objectives can be implemented through collaboration with other agencies within government, local government and the community. To achieve this, it is essential we take a place-based approach to planning.”
In his role as Environment Commissioner,
Rod Simpson has focused on the idea of
‘green infrastructure’ as fundamental to the
habitat, liveability, character and identity of
Greater Sydney. Rod is particularly focused
on the potential for South Creek and its
tributaries to become the central spine for
the Western Parkland City and on developing
approaches to achieve low carbon, high
performance precincts to build a more
efficient city.
Rod is an architect and urban designer,
and an Adjunct Professor in the Faculty of
Design, Architecture and Building at the
University of Technology, Sydney. He has
worked for the Australian Government and
provided consultancy services to state and
local governments in planning and urban
design.
Rod led the urban design for the City
of Sydney Sustainable Sydney 2030
strategy with the SGS consortium. He was
instrumental in the development of BASIX
and PRECINX. He is a member of various
housing, transport and architectural design
review panels including the Landcom
Design Advisory Panel and is on the steering
committee of 100 Resilient Cities Sydney.
Rod is also a Trustee of Sydney Living
Museums.
Roderick Simpson BscArch AIA PIA AILA Environment Commissioner
Greater Sydney Commission | Annual Report 2017/18
9
“During the past year, people from across the North District generously shared their views and worked together to enable us to deliver a visionary North District Plan to help us shape the future of the District as it grows. Now that the District Plan is in place, our task is to implement it collaboratively to achieve its goals including an enhanced natural environment and great places with improved accessibility, liveability and productivity.”
Dr Deborah Dearing is recognised for her
leadership in improving the design quality
of cities and communities. She has over 30
years’ international experience in urban
design, strategic land use planning, heritage
conservation, affordable housing and
property development in both public and
private sectors.
She has held senior executive roles with
the NSW Department of Planning and
Environment, Architectus, Stockland and the
Sydney Harbour Foreshore Authority, and
board positions with the Australian Institute
of Architects, City West Housing, Livable
Housing Australia and the Sydney Harbour
Federation Trust.
She has received numerous prestigious
awards, including Life Fellowship of the
Australian Institute of Architects for service
to architecture and urban design, the
NAWIC Ryder Hunt Award for leadership
in the Construction and Development
Industry and the Henry Davis York Prize for
Environmental Law.
Deborah is currently President of the NSW
Architects Registration Board and a member
of Sydney University’s Henry Halloran Trust,
the NSW Heritage Council and the Victorian
Government’s Design Review Panel.
Dr Deborah Dearing BArch, PhD, LFRAIA District Commissioner – North
“Sydney has re-imagined itself as a sustainable city supported by a new planning and decision-making process that integrates the uses of our lands with the infrastructure needed to be productive and liveable.”
Maria Atkinson has over 17 years’ experience
on not-for-profit, international institutions
and government boards and committees.
She is a global operator with a deep
understanding of social and environmental
markets and trends and has worked with
multinational organisations and multilateral
agencies in the USA, UK, Europe, Asia, India,
Australia and the Middle East.
Maria is a member of the NSW Government
Climate Change Council and UTS Business
School Advisory Board. She is a Director
of Bingo Industries, The Ethics Centre, the
US Studies Centre and The Royal Botanic
Gardens and Domain Trust. She is also a
Director of the LafageHolcim Foundation
for Sustainable Construction, Switzerland,
and an advisor to the United Nations
Environment Programme Finance Initiative,
Property Working Group.
Maria Atkinson AM BAppSc, GAICD District Commissioner – Eastern City District
Greater Sydney Commission | Annual Report 2017/18
10 Commissioners and Ex-officio Members
The Commission would like to
acknowledge the contribution of
former West District Commissioner
Sean O’Toole and South West District
Commissioner Sheridan Dudley,
who finished their terms with the
Commission in September 2017,
following the merger of the South West
and West Districts into the Western City
District. Deputy Chief Commissioner
Geoff Roberts is interim Western City
District Commissioner.
The Commission would also like to
acknowledge former Central City
District Commissioner Professor
Edward Blakely, who resigned from the
Commission in December 2017 to take
up a role in the Land and Environment
Court. Chief Commissioner Lucy
Turnbull is interim Central City District
Commissioner.
“Future planning for Greater Sydney as a metropolis of three cities means that people living in the South District will have greater access to places of work and new social or recreational activities. Working collaboratively with our stakeholders, we will continue to advocate for effective infrastructure to keep pace with population growth and demographic changes to allow us to achieve the best outcome for residents of our South District.”
Morris Iemma served as Premier of NSW
from 2005 to 2008. Prior to that he held the
ministerial portfolios of Treasury, Health,
Sport and Recreation, Public Works and
Services, and Minister Assisting the Premier.
During his Parliamentary career, Morris held
the seats of Hurstville and Lakemba in the
South District.
Morris is currently a board member of the
Ingham Institute, TAFE NSW and most
recently (March 2018) was appointed as an
Independent Director of the Canterbury
Bulldogs League Club. He is Chairman of
Riverwood Community Centre, Miracle
Babies Foundation and NSW Cancer
Institute. In 2017, Morris was appointed as
chairman of the Usman Khawaja Foundation
and the Southern Expansion Football Group.
He has also served on the boards of Beyond
Blue, the SCG Trust and as Chair of the
South Eastern Sydney Local Health District.
In October 2016, Morris was appointed
Chair of the NSW Government’s Greyhound
Industry Reform Panel.
A long-time resident of Beverly Hills and
accredited cricket coach, the former NSW
Premier holds a number of positions
within cricket ranks. He is President of
Campbelltown–Camden Cricket Club, the
NSW Districts Cricket Association, Vice-
President of the St George District Cricket
Association at Kingsgrove Cricket Club and
is coach of the NSW premiership-winning
Moore Shield under-14s team.
The Morris Iemma Indoor Sports Centre was
named in honour of him in 2011.
The Hon. Morris Iemma LLB. BE. District Commissioner – South
Greater Sydney Commission | Annual Report 2017/18
11
Ex-officio Members
Michael Pratt AM assumed the role of
Secretary, NSW Treasury and NSW
Industrial Relations on 1 August 2018.
His portfolio includes NSW Treasury, NSW
Treasury Corporation, NSW Industrial
Relations, NSW Long Service Corporation,
icare (Insurance & Care NSW) and SAS
Trustee Corporation. Michael is also Deputy
Chair of Treasury Corporation (TCorp).
He is responsible for strategic management
of the entirety of the State’s finances,
budget, assets, liabilities and financial risk
management framework and transformation.
Prior to his role with Treasury, Michael was
the NSW Customer Service Commissioner,
where he revolutionised the way the
Government delivers services – putting
the people of NSW at the heart of service
delivery in the establishment of Service
NSW. He led major service reform across
the NSW Government, chairing the NSW
Customer Advisory Board – the responsible
governance entity for the delivery of State
Government services to the citizens of NSW.
Michael was honoured as a Member of
the Order of Australia (AM) in the Queen’s
Birthday 2016 Honours List. Michael was
recognised as a role model for Australian
society for providing significant service to
public administration through reforms in
customer service and communication and to
the finance and banking industry.
Michael was awarded an Honorary Doctorate
of Letters in April 2018 from Western Sydney
University for his services to the University
and to the wider community.
Prior to his role as Customer Service
Commissioner, Michael was CEO of
Consumer and SME Banking, North East
Asia, with Standard Chartered Bank. He is a
former President of the Australian Institute
of Banking & Finance and was the inaugural
Joint President of Finsia. Michael’s previous
roles also include senior executive positions
as Group Executive of Westpac Business
& Consumer Banking, CEO of National
Australia Bank in Australia, CEO of Bank of
New Zealand and CEO of Bank of Melbourne.
Michael was also Deputy Chancellor of
Western Sydney University.
Prior directorships include Non-Executive
Director roles at TAL Dai-ichi Life Australia
and Credit Union Australia where he chaired
their respective risk committees; MasterCard
International Inc New York, MasterCard Asia
Pacific; BT Financial Services; Chairman of
Bennelong Funds Management; Chairman of
Shenzen Credit Corporation; and Executive
Director of Standard Chartered Bank Hong
Kong and China.
Michael Pratt AM Secretary – NSW Treasury
As ex-officio members of the Greater Sydney Commission, the Secretaries of NSW Treasury, NSW Planning and Environment and Transport for NSW attend full Commission meetings. This ensures strong coordination in planning and land use decisions across the NSW Government.
The Chief Executive Officers of UrbanGrowth NSW Development Corporation and
Infrastructure NSW, and the Secretary of the Department of Premier and Cabinet also
attend Commission meetings as observers.
Ex-officio members are:
• Secretary, NSW Treasury: Michael Pratt AM
• Secretary, NSW Department of Planning and Environment: Carolyn McNally
• Secretary, Transport for NSW: Rodd Staples
Greater Sydney Commission | Annual Report 2017/18
12
Carolyn McNally is the Secretary of the
Cluster of the Department of Planning and
Environment, which encompasses oversight
of nine major government portfolios,
including planning, housing, resources,
energy, environment and the arts.
Since her appointment as Secretary in 2014,
Carolyn has led a major transformation of
the Department’s governance structures
and key portfolio areas. These include
the establishment of the Greater Sydney
Commission, a major revamp of planning
laws, an increase in energy rebates,
overseeing the largest investment into
cultural infrastructure since the build of
the Sydney Opera House, and a landmark
housing affordability package. With
extensive senior executive experience in
the state and federal governments, Carolyn
brings to the Department a proven record
of designing, managing and administering
multi-billion-dollar government programs.
Her priorities for the Department in 2018
include enhancing community participation
in all of the work the Department does,
boosting its capacity to communicate
its work to key stakeholders, as well as
designing and implementing policies and
programs that will create world-class places
to live, work and play across NSW.
Carolyn McNally BA Secretary – Department of Planning and Environment
Rodd Staples assumed the role of Secretary,
Transport for NSW in December 2017.
As Secretary, Rodd leads the Transport
cluster which has more than 25,000 people
working across the transport agencies on
behalf of the NSW community.
He is responsible for leading the Transport
cluster to deliver Premier’s and State
priorities, and his role covers the planning
and delivery of services and infrastructure
across the transport system including trains,
buses, ferries, roads and traffic, freight and
ports, light rail, point to point transport,
interstate air services and active travel.
Rodd is accountable for delivering the
largest transport infrastructure pipeline in a
generation, which includes $41.5 billion of
capital works over a four year period.
He is also accountable for better integration
across transport services, implementing
technology and innovation to improve
customer services, and driving reforms and
long-term planning to make the transport
system more customer-focused and efficient.
In his previous role as Program Director,
Sydney Metro Delivery Office, Rodd led the
delivery of Sydney Metro – Australia’s biggest
public transport projects, with 31 stations
and 66km of new metro rail.
His qualifications in engineering and
finance provide the strong foundations
required to deliver an unprecedented
program of infrastructure works and service
improvements across transport in NSW.
Rodd Staples Secretary – Transport for NSW
Greater Sydney Commission | Annual Report 2017/18
13
Sarah Hill commenced as the inaugural
Chief Executive Officer of the Greater Sydney
Commission in January 2016.
Following extensive engagement with the
community, Sarah led the organisation
in translating the Commission’s vision
for ‘a metropolis of three cities’ into the
Greater Sydney Region Plan and five District
Plans adopted by the NSW Government in
March 2018.
Under her leadership, the Commission has
provided advice to the NSW Government and
delivered the initial 24 Ministerial Priorities,
six months ahead of schedule. These
included game changers for Greater Sydney
such as the Growth Infrastructure Compact
and new initiatives like Collaboration Areas.
Sarah is at the helm of the Commission’s
transformation from plan making to a
city making, delivery and implementation
organisation.
Previously, as a Director of Hill PDA
Consulting, Sarah specialised as an economic
planner with expertise in employment areas,
retail, affordable housing and the economic
feasibility of development. Sarah was also
an independent advisor to government on
planning reform and was a member of the
NSW Government’s 2012 Affordable Housing
Taskforce.
She has prior experience in the UK working
to deliver affordable housing and the
creation of a new planning authority known
as the London Olympic and Paralympic
Joint Planning Authority responsible for
the master-planning and approvals for
the London 2012 Olympic and Paralympic
Games and their legacy.
A past-President and Fellow of the NSW
Division of the Planning Institute of
Australia, 2016–17, PIA NSW and Australia
Planner of the Year and a graduate of the
Australian Institute of Company Directors,
Sarah has received two international
planning awards including the Mayor of
London’s Award for Excellence and the Royal
Town Planning Institute Award for Planning.
Sarah is an Adjunct Professor at the
University of Technology Sydney in the
Faculty of Design, Architecture and Building
and in 2018 completed her Doctoral thesis on
the economics of planning in NSW.
Sarah Hill PhD (G), M.Urban & Regional Planning (Hons) (USYD), BSc (USYD), Cert. UK Planning Law & Practice, RPIA (Fellow), MRTPI, MAICD, JP Chief Executive Officer – Greater Sydney Commission
Greater Sydney Commission | Annual Report 2017/18
14 Ex-officio Members
Greater Sydney Commission | Annual Report 2017/18
Penrith, Western City District
15
Parramatta, Central City District
Greater Sydney Commission | Annual Report 2017/18
16 Highlights
Highlights
The Commission is proud of its achievements over the past 12 months, which include the finalisation of the Greater Sydney Region Plan and five District Plans, important progress on bringing the Western Parkland City to life, directly engaging with over 30,000 people and completing our 24 priorities six months ahead of schedule .
Final plans released and implementation commencedIn March 2018, the NSW Government adopted A Metropolis of Three Cities – the Greater Sydney
Region Plan as its vision for the future of Greater Sydney. The Plan was released concurrently
with Transport for NSW’s Future Transport 2056 and Infrastructure NSW’s State Infrastructure
Strategy 2018–38. For the first time the three plans are integrated, leveraging off the foundations
created by the Directions for Greater Sydney document.
The Commission also released the final five District Plans that support the implementation of
the Region Plan at a local level.
The five District Plans are a bridge between regional and local planning. They inform local
environmental plans, community strategic plans and the assessment of planning proposals.
The District Plans also help councils plan and deliver for growth and change, and align their local
planning strategies to place-based outcomes. This delivered on the Commission’s priority to lead
the metropolitan planning of Greater Sydney.
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Greater Sydney Commission | Annual Report 2017/18
Delivering the Western Parkland CityIn September 2017, the South West District and West
District were merged to better facilitate planning
around the Western Sydney Airport and help deliver
a united vision for the Western Parkland City. Deputy
Chief Commissioner and Economic Commissioner,
Geoff Roberts was appointed Interim Commissioner
for the new Western City District.
Over the next 20 years, the creation of the Western
Parkland City will be driven by the Western Sydney
City Deal; a historic agreement signed in March 2018
by the Prime Minister, Premier of NSW and Mayors of
Blue Mountains, Camden, Campbelltown, Fairfield,
Hawkesbury, Liverpool, Penrith and Wollondilly
councils.
The Commission will fulfil its priority to lead the
governance arrangements for the City Deal.
The City Deal sets the investment foundation for the
Western Parkland City to become a global city, enriched
by its heritage and connected to the world and provides
a framework for unprecedented collaboration across
three levels of government.
Deputy Chief Commissioner, Economic Commissioner
and Interim Western City District Commissioner Geoff
Roberts was appointed Chief Coordinator Western
Parkland City.
Western Sydney City Deal launch
Greater Sydney Commission | Annual Report 2017/18
18 Highlights
Directions for an even Greater SydneyDirections for a Greater Sydney 2017–2056 was
launched in July 2017, setting the foundation
for integrated strategic land use, transport and
infrastructure planning for Greater Sydney as it
grows. The 10 Directions address Greater Sydney’s
infrastructure, collaboration, people, housing,
great places, connections jobs and skills, landscape,
efficiency and resilience. The Directions inform the
four key themes of the Region Plan and five District
Plans; infrastructure and collaboration, liveability,
productivity and sustainability. The document also
provides a ‘three cities’ foundation for Infrastructure
NSW and Transport for NSW’s plans.
Growth Infrastructure CompactsThe Commission developed and released the concept
of the Growth Infrastructure Compact (GIC) as a
game changer for Greater Sydney. It is a methodology
to better identify place-based plans for sequencing
growth and infrastructure delivery in high growth
areas. GICs assess the nature, level and timing of the
infrastructure investment required for an area, by
considering housing and employment growth, and
analysing growth scenarios and forecasts.
The GIC methodology is being piloted in Greater
Parramatta and the Olympic Peninsula (GPOP), with
further GICs to be developed as part of implementing
the Western Sydney City Deal.
The GIC delivered on the Commission’s priority to
identify game changers. The concept was agreed by the
Commission’s Infrastructure Delivery Committee as the
single most critical game changer for Greater Sydney.
Collaboration AreasThe Commission led Collaboration Areas in Liverpool,
Greater Penrith, Camperdown–Ultimo, Randwick
and Rhodes East. Collaboration areas are places with
high potential where liveability, productivity, and/or a
sustainability outcome can be better achieved through
the collaboration of different levels of government and,
in some cases, the private sector or landowners.
In the last year, the Commission worked with key
agency and council stakeholders to prepare a Place
Strategy for Randwick and Liverpool Collaboration
Areas. The draft strategies were endorsed by the
Commission’s Infrastructure Delivery Committee in
June 2018 for finalisation with the key stakeholders by
September 2018.
The Commission will continue working with
stakeholders from the Camperdown–Ultimo, Greater
Penrith and Rhodes East Collaboration Areas. Draft
Place Strategies for Camperdown–Ultimo and Greater
Penrith are currently being prepared and will be
presented for endorsement at the next Infrastructure
Delivery Committee meeting in September, 2108.
The Collaboration Areas deliver on Action 1 in the
Greater Sydney Region Plan; Identify, prioritise and
deliver Collaboration Areas.
“Sydney Water has greatly valued being part of this innovative collaboration process from its inception and appreciates the positive energy and enthusiasm that the Greater Sydney Commission has generated for this important centre of western Sydney . We sincerely believe the place strategy will be key to aligning strategic government projects to deliver the best outcomes for the people of Liverpool .”
Paul Higham, Head of Service Planning & Asset Strategy . Sydney Water
Greater Sydney Commission | Annual Report 2017/18
19
Shared Spaces Community Challenge
Greater Sydney Commission | Annual Report 2017/18
20 Highlights
Strategic planning at the centre of the NSW GovernmentIn June 2018, the NSW Government announced
the Commission would be placed at the centre of
Government and report directly to the Premier
from 1 July, to implement the NSW Government’s
vision for Greater Sydney as three integrated and
connected cities.
The move will enable the Commission to continue to
provide independent advice, strategic oversight and
coordination across Government agencies, as well as
provide assurance that quality outcomes are being
delivered.
New priorities for the Commission were agreed
between the Premier and Chief Commissioner and
include implementing the Western Sydney City Deal
and planning for the new Aerotropolis, to be centred
around the new Western Sydney Airport.
Engaging with Sydneysiders about Greater Sydney’s futureThroughout 2017/18 the Commission has directly
engaged with more than 30,000 Sydneysiders. This
conversation is ongoing. The Commission delivered
a comprehensive calendar of engagement events
alongside other government agencies including
Transport for NSW, Infrastructure NSW and the office
of the Government Architect NSW.
This included three ‘Community Challenges’,
focus groups with young people and culturally and
linguistically diverse communities, deliberative
forums with randomly sampled community members,
workshops for community members with an interest in
strategic planning and two surveys of 2,000 people.
Excellence in planning recognised The second annual Greater Sydney Planning Awards
were held in June 2018. The Awards formally
recognised and celebrated 13 plans and projects that
demonstrated visionary thinking and embraced
opportunities to continue to build on the metropolis of
three liveable, productive and sustainable cities.
The Planning Awards delivered on the Commission’s
priority to recognise planning excellence.
Recognition for the CommissionIn June 2018, My Greater Sydney – a digital journey
through the Region and District planning section of the
Commission’s website received Gold in the 2018 Sydney
Design Awards for Digital – Government Services. The
awards were determined by both judges’ feedback and
community voting.
Chief Commissioner Lucy Turnbull was presented with
a Lifetime Membership of the Committee for Sydney in
November 2017, recognising her role in shaping a vision
for a bigger, but better functioning Greater Sydney.
Lucy was also recognised by the Western Sydney
Leadership Dialogue with a Patron’s Prize for
“championing the role of Western Sydney in the city’s
future and the delivery of the Greater Parramatta and
Olympic Peninsula project”.
“Cohesive and purposeful planning of this kind is pivotal in delivering demonstrable improvements on the ground .”
Prof Barney Glover, Western Sydney University Vice Chancellor
Greater Sydney Planning Awards 2018: City of Sydney – Give yourself a lift
Greater Sydney Commission | Annual Report 2017/18
21
IlluminARTE Festival, Western City District
Greater Sydney Commission | Annual Report 2017/18
22
23
Greater Sydney Commission | Annual Report 2017/18
Bondi Beach Iceberg Pool, Eastern City District
Greater Sydney Commission | Annual Report 2017/18
24 The Greater Sydney Commission
The Greater Sydney Commission
The Greater Sydney Commission was established through the Greater Sydney Commission Act 2015 (GSC Act) .
The Commission takes a collaborative ‘one government’ approach to lead and guide the strategic
planning for development, infrastructure and housing so that Greater Sydney will be a liveable,
productive and sustainable city for all.
Part 2, Section 2 (9) of the GSC Act states that the Commission’s principal objectives are to:
• lead metropolitan planning for the Greater Sydney Region
• promote orderly development in the Greater Sydney Region, integrating social, economic
and environmental considerations with regard to the principles of ecologically sustainable
development contained in section 6 (2) of the Protection of the Environment Administration
Act 1991
• promote the alignment of government infrastructure decision-making with land use planning
• promote the supply of housing, including affordable housing
• encourage development that is resilient and takes into account natural hazards
• support ongoing improvement in productivity, liveability and environmental quality.
Further, Part 2, Section 2 (10) of the GSC Act states that the Commission’s functions are to:
• provide advice and make recommendations to the Minister on matters relating to planning and
development in the Greater Sydney Region
• prepare and provide reports to the Minister on the implementation (including any impediments
to the implementation) of any plan or proposal relating to development in the Greater Sydney
Region
• provide advice to the Minister on the application of any development fund created under
Section 129 of the Environmental Planning and Assessment Act 1979 in respect of land in the
Greater Sydney Region
• assist local councils in the Greater Sydney Region and other government agencies (including
an agency of the Commonwealth) on the implementation of any plan or proposal relating to
development in the Greater Sydney Region
• provide the Minister with such information, advice or reports as the Minister may request
• if requested to do so by a Minister other than the Minister administering this Act (the other
Minister), to provide the other Minister with such information, advice or reports as may be
requested by the other Minister.
25
Greater Sydney Commission | Annual Report 2017/18
GovernanceThe Commission’s governance structure is based on the
statutory requirements of the GSC Act.
Four Greater Sydney Commissioners and six District
Commissioners, with an extraordinary breadth of
experience and understanding of urban planning
and city-making, were appointed by the Minister for
Planning in 2016, as set out in the GSC Act, Schedule
2. Following the merger of the South West and
West District to create the Western City District by
Ministerial order, the Commission now has five District
Commissioners.
The GSC Act also allows for three ex-officio members.
Commissioners Supported by
Chief Commissioner Chief Executive Officer• Executive team• Support staff• Agency
secondments• Local government
secondments
District Commissioners• Central City• Eastern City• North• South • Western City
Greater Sydney Commissioners• Economic• Social• Environment
Ex-officio Members• Secretary of NSW
Department of Planning & Environment
• Secretary of Transport for NSW
• Secretary of Treasury
GPOP Subcommittee
• IDC members• Infrastructure NSW• Land and Housing Corporation• Sydney Olympic Park Authority• Property NSW• Department of Justice NSW
• Health Infrastructure• Roads and Maritime Services• Landcom• School Infrastructure NSW• Sydney Water• Department of Premier and Cabinet
Committees
Finance and Governance• Chief
Commissioner• Economic
Commissioner• Social
Commissioner• Environment
Commissioner
Infrastructure Delivery• Chief
Commissioner• Economic
Commissioner• Social
Commissioner• Environment
Commissioner• Ex-officio Members• Secretary of the
Ministry of Health• Secretary of the
Department of Education
Strategic Planning• Chief
Commissioner• Economic
Commissioner• Social
Commissioner• Environment
Commissioner• District
Commissioners
Audit and Risk• Mr Brian Blood
(Chair)• Ms Elizabeth
Crouch• Mr Alan Zammit
Greater Sydney Commission | Annual Report 2017/18
26 The Greater Sydney Commission
2017/18 Organisational chart
Chief Executive Officer, Sarah Hill
City Planning Projects
City Planning Strategy
Operations and Governance
Communications and Engagement
Executive Director, Greg Woodhams
• Growth Infrastructure Compact & GPOP
• Collaboration Areas• Grants management• Western Sydney and
South Creek
Executive Director, Halvard Dalheim
• Greater Sydney Region Plan
• District Plans• Data and digital
Chief Operating Officer, Marianne Christmann
• Corporate services• Finance • Human resources• Office management• Governance• Government services• Executive services
Executive Director, Danielle Smalley
• Engagement• Communications• Digital communication • Graphic design
Greater Sydney Commission | Annual Report 2017/18
27
Principal officers
Senior Officers Qualifications
Sarah Hill Chief Executive Officer Doctor of Philosophy (G) Master of Urban & Regional Planning (Hons) Bachelor of Science Certificate of UK Planning Law & Practice AICD (Graduate)
Greg Woodhams Executive Director – City Planning Projects Master of Town and Country Planning Bachelor of Arts Degree (Hons) Diploma of Corporate Management
Halvard Dalheim Executive Director – City Planning Strategy Master of Applied Science (Building Project Management) Bachelor of Town & Regional Planning
Marianne Christmann Chief Operating Officer Master of Laws Bachelor of Laws Bachelor of Science
Danielle Smalley Executive Director – Communications & Engagement Master of Arts (Communication Management) Bachelor of Arts
All Commission staff are based in the Commission’s office in Parramatta.
Greater Sydney Commission | Annual Report 2017/18
28 The Greater Sydney Commission
CommitteesThe Strategic Planning Committee has been
responsible for preparing five draft District Plans, as
well as updates, reviews and revisions of those plans.
The Strategic Planning Committee is also responsible
for preparing and updating the Greater Sydney
Region Plan. This Committee will now monitor the
implementation of the Region and District Plans.
Its membership comprises the Chief Commissioner,
Economic Commissioner, Environment Commissioner,
Social Commissioner and District Commissioners.
The Infrastructure Delivery Committee provides
information, advice and regular reports on the
infrastructure requirements to support housing and
employment opportunities in Greater Sydney. The
Infrastructure Delivery Committee is a key point of
intersection and integration across multiple functions
and departments of government.
Its membership compromises the Chief Commissioner,
Economic Commissioner, Environment Commissioner,
Social Commissioner, and Secretaries of the NSW
Department of Planning and Environment, Transport
for NSW, NSW Treasury, NSW Health, and the
Department of Education. Infrastructure NSW and
UrbanGrowth NSW Development Corporation attend
as observers.
The GPOP Sub-Committee of the Commission’s
Infrastructure Delivery Committee was established by a
resolution of 28 February 2017, and pursuant to Section
16(2) of the Greater Sydney Commission Act 2015.
The purpose of the Sub-Committee is to coordinate
transformative infrastructure, strategic development
of government owned lands, job creation and housing
supply within the GPOP growth area.
For the period 2017/18, four meetings of the Sub-
Committee were held.
Its membership is that of the Infrastructure Delivery
Committee plus Infrastructure NSW, Land and
Housing Corporation, Sydney Olympic Park Authority,
Property NSW, Department of Justice NSW, Health
Infrastructure, Roads and Maritime Services, Landcom,
School Infrastructure NSW, Sydney Water and
Department of Premier and Cabinet.
The Finance and Governance Committee advises
and assists the Commission on any of its functions;
advises and assists the Minister for Planning on
Greater Sydney’s environmental, social and economic
performance; develops clear metrics to monitor and
report on Greater Sydney’s environmental, social
and economic performance; and administers grants
programs, such as the Urban Amenity Improvement
Program and the Metropolitan Greenspace Program.
Its membership comprises the Chief Commissioner,
Economic Commissioner, Environment Commissioner
and Social Commissioner.
Greater Sydney Commission | Annual Report 2017/18
29
IlluminARTE Festival, Western City District
Greater Sydney Commission | Annual Report 2017/18
30 Engagement
Engagement
People and what matters to them are central to the Greater Sydney Commission’s thinking and planning process .
Since it was established in January 2016, the Commission has directly engaged with more than
30,000 Sydneysiders to shape A Metropolis of Three Cities – the Greater Sydney Region Plan and
the District Plans. Engagement activities were designed to ensure the Commission listened to as
wide a range of people as possible, and that community input was considered at multiple points
during the preparation of the draft plans.
During 2017/18, the Commission developed a comprehensive suite of innovative ways to continue
listening to the people of Greater Sydney.
Outside of formal exhibition periods, the Commission continued to engage with community
and stakeholders. In July 2017 the first ever Community Challenge was held to look at the
opportunities and challenges associated with shared spaces. The Community Challenge brought
together big thinkers, experts, practitioners and passionate Sydneysiders to tackle some of the
important challenges and opportunities to grow and improve Greater Sydney.
More than 70 people attended the first Community Challenge on shared spaces, which generated
some innovative ideas on how to more easily find, book and use existing spaces.
Later that month, the second Community Challenge on active transport was held in collaboration
with Transport for NSW. Participants discussed how to encourage more people to walk or cycle
for short trips, debating the potential effects of legislative changes, infrastructure building and
behavioural change. The ideas and feedback from these Challenges fed into the preparation of the
draft Region and District Plans.
In June 2018, the Commission partnered with the office of the Government Architect NSW for a
third Community Challenge that explored how to achieve quality outcomes and great places across
the three cities. Over 70 participants helped identify and propose solutions to key urban design
and place-making challenges for the Region.
The Commission and the office of the Government Architect NSW will produce a report outlining
the challenges and ideas identified during the event. The office of the Government Architect NSW
will use the findings to inform its upcoming Urban Design Guide for Metropolitan Sydney.
“I also acknowledge the GSC’s efforts to engage with local government and the benefits of doing so are evident throughout its analysis, strategies, and recommendations . Long may this be the case!”
Western Sydney Regional Organisation of Councils (WSROC)
31
Greater Sydney Commission | Annual Report 2017/18
Draft Greater Sydney Region Plan and revised draft District Plans engagement (October to December 2017)In October 2017, the Commission released a draft
Greater Sydney Region Plan and revised draft District
Plans. The revised draft plans were exhibited from 22
October to 15 December 2017.
The Commission’s engagement activities during
this period sought to gain meaningful feedback to
inform the final versions of the plans. Many activities
were delivered alongside Transport for NSW as they
gathered feedback on their draft Future Transport 2056.
Engagement activities included working alongside the
Advocate for Children and Young People to undertake
focus groups with young people, as well as dedicated
focus groups with culturally and linguistically diverse
communities, deliberative forums with randomly
sampled community members, workshops for
community members with an interest in strategic
planning and a survey of 2,000 people. For a full list
of activities please see table below.
A key focus was to ‘close the loop’ with stakeholders
and demonstrate how the Commission had considered
their feedback and amended the plans where
appropriate. The Commission consequently held a
series of ‘What we heard’ community workshops in
each of the districts detailing how the feedback given
by the public in previous engagement periods has been
considered.
Feedback from submissions and this final phase
of engagement was captured and shared in March
2018 through the Draft Greater Sydney Region Plan
Submissions Response Report and a Draft District Plans
Submissions Response Report. Reports can be accessed
in the ‘What we’ve heard’ section of the website –
www.greater.sydney
Coogee to Bondi coast walk, Eastern City District
“Keep up the good work . GSC feels like the agent for (positive) change . A metropolitan level agency finally!”
Community Member
Greater Sydney Commission | Annual Report 2017/18
32 Engagement
Summary of engagement events between 22 October to 15 December 2017
Activity Description
Community briefings (x2) Briefing sessions for community members to gain feedback on the plans
Key stakeholder and industry briefings (x2)
Briefing sessions for key stakeholders and industry representatives to gain feedback on the plans
Elected officials briefings (x8) Briefing sessions for local and State Government elected officials to gain feedback on the plans
Community briefing livestream Community briefing session broadcast on the Commission’s Facebook page
Launch of mymetropolis app mymetropolis app launched to audience of young people in partnership with the Advocate for Children and Young People
Council briefings (x5) Briefing sessions for council planners to gain feedback on the plans
Peak panels (x3) Meetings with environmental and social peak groups to examine the draft plans and show how their feedback to earlier drafts had been incorporated
Industry roundtables (x2) Roundtable meetings to gain feedback from retail and residential industries
What we heard workshops (x12) Community groups and individuals invited to examine the plans and provide feedback, and given an opportunity to see how previous community feedback had helped shape the revised draft District Plans
CALD focus groups (x10) People between the ages of 20 and 50 from five of Greater Sydney’s fastest growing culturally and linguistically diverse (CALD) communities – Vietnamese, Filipino, Indian, Chinese and Arabic
Youth focus groups (x10) Discussions with young people in schools across Greater Sydney, conducted by the Advocate for Children and Young People
Live online sessions (x6) Weekly interactive discussions, where Sydneysiders had access to Commissioners and senior Commission staff to ask questions and contribute their feedback
City deliberative forums (x3) Deliberative panels where community members from across Greater Sydney provided feedback on the plans
Speaking engagements A series of speaking engagements with a range of social, business, environmental and industry audiences, providing an opportunity for questions about the Plans and feedback
Survey A randomised representative survey of residents to gain feedback on the plans
Greater Sydney Commission | Annual Report 2017/18
33
9,300people engaged
9,300people engaged
15,300Region and District
Plan downloads
15,300Region and District
Plan downloads
35,200unique web visitors
35,200unique web visitors
6,500engagements on social media
– likes, comments, shares
6,500engagements on social media
– likes, comments, shares
379hours of GSC
video watched
379hours of GSC
video watched
993submissions receivedand published online
993submissions receivedand published online
Key achievements from the October to December 2017 engagement period
Greater Sydney Commission | Annual Report 2017/18
34 Engagement
Launch of A Metropolis of Three Cities and the five District PlansThe final version of the Greater Sydney Region Plan
and the five District Plans were released in March
2018. The plans were launched alongside Transport
for NSW’s Future Transport 2056 and Infrastructure
NSW’s State Infrastructure Strategy 2018–2038.
Following the launch, all three agencies collaborated
to provide comprehensive briefing sessions to
stakeholders, industry and the community, as detailed
below:
Summary of Region and District Plan launch activities
Activity
Community briefings (x2)
Community briefing livestream
Elected officials briefings
Council staff briefing
Stakeholder briefing
State government
The Commission is committed to broad and genuine
engagement with Sydneysiders. As the Commission’s
work pivots toward implementing the plans, it is
critical that this culture of listening is ongoing. The
Commission will conduct ongoing social research and
engagement activities to create a range of opportunities
for Commissioners and Commission staff to listen to
the views of the community.
Parramatta, Central City District
Greater Sydney Commission | Annual Report 2017/18
35
Vivid Sydney 2018, Eastern City District
Greater Sydney Commission | Annual Report 2017/18
36 Planning for Greater Sydney
Planning for Greater Sydney
In leading metropolitan strategic planning for the Greater Sydney Region, the Greater Sydney Commission has facilitated unprecedented levels of collaboration across state and local government, industry, community and peak bodies .
This unified approach has helped align land use, transport and infrastructure plans to deliver a
cohesive vision for a metropolis of three liveable, productive and sustainable cities.
A Metropolis of Three Cities – the Greater Sydney Region Plan and District PlansIn October 2017, the Commission released for feedback a draft Greater Sydney Region Plan and five
revised draft District Plans.
These plans were prepared in conjunction with Transport for NSW’s Future Transport 2056 and
Infrastructure NSW’s State Infrastructure Strategy 2018–2038.
This was the first time that plans for land use, infrastructure and transport for Greater Sydney have
been aligned across government, and developed from the views and aspirations of the community,
experts, interest groups, businesses, agencies and councils. As a result of this unprecedented
collaboration, the vision for a metropolis of three cities is at the heart of all three plans.
The Greater Sydney Region Plan presents a 40 year vision to 2056, and a 20 year plan to manage
growth in Greater Sydney. The Plan is a framework for decision-making, which informs the
District Plans, local strategic planning statements and Local Environmental Plans (LEPs), and
provides context for councils’ community strategic plans.
In preparing the plans, extensive research was undertaken and published on the Commission’s
website. The Commission seconded staff from councils, who brought local knowledge and
expertise to the process. This allowed the Commission to produce District Plans for local
government prepared by local government.
The draft plans were on exhibition for feedback from 22 October to 15 December 2017.
The Commission received 408 submissions related to the draft Greater Sydney Region Plan and
585 submissions related to the draft District Plans. This was in addition to the 2,300 submissions
received on the Commission’s first draft District Plans, released in November 2016. Submissions
were published on the Commission’s website, accompanied by a submissions report, outlining key
issues and the Commission’s response.
The final version of the Region Plan and the five District Plans were released in March 2018.
37
Greater Sydney Commission | Annual Report 2017/18
From plan making to implementationSince the release of the plans in March 2018, the
Commission has transitioned from plan making to
an implementation focus. There are 10 Directions,
40 Objectives and 15 Actions in the Greater Sydney
Region Plan. These filter down into priorities and
actions to be implemented at a local level through the
District Plans.
To assist councils in updating their Local
Environmental Plans to reflect the priorities of the
District Plans, the Commission along with the NSW
Department of Planning and Environment is running
a series of Technical Working Groups throughout 2018
with council officers.
Technical Working Groups are a collaborative project
with other state agencies including Transport for
NSW, IPART, the Government Architect’s Office, and
Infrastructure NSW. This implementation program
is also supported by a website developed with the
Department of Planning and Environment where
councils can share joint studies, background studies
and data.
My Greater Sydney – a digital journey through Region and District planningFollowing finalisation of the Region and District Plans,
the Commission prioritised creating a digital tool that
was accessible, functional, responsive, interactive and
user friendly for our community.
Digitising the plans led to the creation of My Greater
Sydney – a digital journey through Region and District
planning. It is the first strategic city plan in Australia
launched digitally, that allows users to interact, search,
download and filter the content.
The tool was informed by extensive user research,
including user interviews, internal card sorting and
pain points workshops, Google analytics journey
mapping, moderated user testing and persona
development.
Manly Beach, North District
Greater Sydney Commission | Annual Report 2017/18
38 Planning for Greater Sydney
Key priorities for the CommissionWhen the Commission was established in January 2016, the Chief Commissioner and NSW Minister for Planning
agreed on 24 priorities. The Commission delivered all priorities six months ahead of schedule.
No Priority Status
1 Development and exhibition of draft District PlansDevelop and exhibit draft District Plans for all five Districts in the Greater Sydney Region
Complete
2 Strategic Plan for the Greater Sydney RegionPrepare a Strategic Plan for the Greater Sydney Region that aligns with the new Transport Masterplan and State Infrastructure Strategy
Complete
3 Governance arrangements for Western Sydney AirportParticipation in governance arrangements for the Western Sydney Airport
Complete and ongoing
4 Strategic Planning for Parramatta, Penrith, Campbelltown and LiverpoolPrepare and research strategic planning for key centres
Complete and ongoing
5 Development of Olympic Corridor PlanDevelop a plan in conjunction with the Parramatta Light Rail and the revitalisation and activation of the Parramatta region as Sydney’s Central City CBD through integrated land use decision-making
Complete
6 Publication of game changers listPrepare and publish a ‘game changer’ list that captures enabling infrastructure, transport and other government projects with city-shaping potential
Complete
7 Infrastructure priority listSuperseded by the Growth Infrastructure Compact
Complete and ongoing
8 Infrastructure Delivery PlansSuperseded by the Growth Infrastructure Compact
Ongoing
9 Replace Joint Regional Planning Panels with Sydney Planning PanelsA staged transition from July 2017
Complete
10 Promote collaborationPromote collaboration between state government agencies, councils and communities
Ongoing
11 Set up a Parramatta Sub-CommitteeEstablish a Greater Parramatta Sub-Committee through the Strategic Planning Committee
Complete
12 Policy leadership papersPrepare and publish thought leadership papers to lead the dialogue in the Greater Sydney Region
Ongoing
Greater Sydney Commission | Annual Report 2017/18
39
No Priority Status
13 Provide advice to the Minister and other Ministers as requiredProvide advice on any matter deemed relevant to the development of the Greater Sydney Region with reference to the objectives and functions of the Commission
Ongoing
14 2015 Sustainable Development AgendaConsider and integrate the 2015 Sustainable Development Agenda adopted by Australia as a member of the United Nations
Complete and ongoing
15 Resilience planningEmbed resilience planning in the District Plans
Complete
16 Housing densificationShow innovation in the District Plans on housing densification including affordable housing for the Greater Sydney Region
Complete
17 Digital DashboardCreate a digital dashboard to promote community access to city building data
Complete
18 Engagement strategyPrepare an engagement strategy for each district in conjunction with the relevant District Commissioner
Complete
19 Engagement with NSW Health and the Department of EducationUndertake early engagement with NSW Health and Department of Education’s strategic planning elements
Ongoing
20 Annual reportPrepare an Annual Report in accordance with the Annual Reports (Statutory Bodies) Act 1984 and the specific requirements of the Greater Sydney Commission Act 2015-Part 4, Section 21
Complete and ongoing
21 Quarterly reportReport progress on development of the Greater Sydney Region Plan and District Plans on a quarterly basis
Complete and ongoing
22 Grants and AwardsManage the Metro Greenspace Program and other grants delegated by Government . Develop an annual awards program for planning excellence for Greater Sydney
Complete and ongoing
23 Establish the organisationLead the organisational establishment of the Commission including HR, IT, staffing, budget, secretariat, other operational policies etc
Complete
24 Operational PlanPrepare an operational plan including an interface with the NSW Department of Planning and Environment to provide clarity on accountabilities and reporting
Complete
Greater Sydney Commission | Annual Report 2017/18
40 Planning for Greater Sydney
In July 2018, the Commission transitioned to the Department of Premier and Cabinet Cluster, a move that placed
strategic planning at the centre of government. As part of this transition, the Premier and Chief Commissioner
agreed on a new set of priorities.
No Priority Status
1 Provide independent advice to Government As required
2 Lead the strategic planning of Greater Sydney, including implementation of the Greater Sydney Region PlanLead the strategic planning of Greater Sydney, develop more innovative ways of cross-government working that successfully deliver the 15 actions of the Greater Sydney Region Plan and Monitor the Plan’s implementation and report progress to government
Underway
3 Assure the delivery of key state and local plansAssure the timely delivery of 33 Local Environmental Plans that reflect the Government’s strategy for Greater Sydney
To formally commence in Q3 2018
4 Implement the Western Sydney City DealCoordinate land use and infrastructure planning for the Western City, including implementation of the Western Sydney City Deal . Explore future economic opportunities for Western Sydney
Underway
5 Lead delivery of the vision for Greater Parramatta and the Olympic PeninsulaLead cross-government implementation of the vision for Greater Parramatta and the Olympic Peninsula
Underway
6 Deliver to Government an effective tool for infrastructure planning – Growth Infrastructure Compact (GIC)Deliver the GIC, pilot the GIC in Greater Parramatta and the Olympic Peninsula and deliver up to three GICs in Western Sydney
Pilot to be delivered late 2018
7 Community and stakeholder engagementLead robust conversation with community and stakeholders through innovative engagement opportunities . Provide the government with independent advice on infrastructure planning issues that are a priority for the community and stakeholders
Ongoing
8 Innovate to develop a more sustainable and liveable Greater SydneyDeliver sustainable development and lower carbon precincts in the Western and Central Cities through collaboration with DPE, INSW, Sydney Water, Water NSW and state-owned utility corporations . Work with Government Property, Landcom and Urban Growth to optimise the use of surplus or under-utilised land to enhance social infrastructure and local connectivity
Underway
9 Strategic thought leadershipLead community and stakeholder engagement, dialogue and debate and advise government on key city making issues
Ongoing
10 Other prioritiesCarry out certain tasks on a when required basis . Undertake priorities of and on its own in relation to any matter consistent with the Greater Sydney Commission Act 2015
As required
Greater Sydney Commission | Annual Report 2017/18
41
Hurstville, South District
Greater Sydney Commission | Annual Report 2017/18
42 Planning for Greater Sydney
Celebrating planning excellence in Greater SydneyThe second annual Greater Sydney
Planning Awards held in June 2018,
highlighted excellence in planning
and recognised outstanding
collaborative, innovative and bold
initiatives that are delivering
benefits to communities,
economies and the
environment.
Six winners were chosen
from 31 nominations,
showcasing a diverse range
of initiatives including programs designed to challenge
our reliance on cars, plans to provide infrastructure
with growth and strategies to cool the city.
The judging panel consisted of:
• Dr Deborah Dearing – North District Commissioner
• Caleb Niethe – 2017 Lendlease Bradfield Scholarship
Winner
• Jenny Rudolph – President Planning Institute of
Australia, NSW Division
• Suzanne Toumbourou – Executive Director,
Australian Sustainable Built Environment Council
• Dillon Kombumerri – Principal Architect at NSW
GAO & Adjunct Professor at University of Sydney
• David Borger – Western Sydney Director, Sydney
Business Chamber
• Gary White – Chief Planner, NSW Department of
Planning and Environment.
The six winners were:
• Great Community Collaboration – Give Yourself a
Lift, City of Sydney
• Development Supported by Infrastructure –
Parramatta CBD Planning Proposal – Infrastructure
Funding, City of Parramatta Council
• Great New Place to Live and/or Work –
Barangaroo South, ASPECT |OCULUS
• Planning for Jobs and Skills – The Quarter,
Penrith City Council
• Great Sustainability Initiative – Cooling the City,
Penrith City Council
• The Chief Commissioner’s Award – Western Sydney
Parklands, Bob Waldron and the Office of Strategic
Lands, Suellen Fitzgerald and Western Sydney
Parklands Trust.
Seven commendations were also awarded:
• Great Community Collaboration – Northern Beaches
Hospital Precinct Structure Plan, Northern Beaches
Council
• Great Community Collaboration – The Village Café,
Penrith City Council
• Development Supported by Infrastructure – Rhodes
West – Planning a New Community, City of Canada
Bay
• Great New Place to Live and/or Work – Parramatta
Walking Strategy – Implementing Sydney’s Green
Grid, City of Parramatta Council
• Planning for Jobs and Skills – Liverpool Innovation
Precinct, South Western Sydney Local Health
District
• Great Sustainability Initiative – Blacktown
Showground Redevelopment, Blacktown City Council
• Great Sustainability Initiative – Ongoing
commitment to environmental sustainability,
Ku-ring-gai Council.
An acknowledgement was awarded in the Planning for
Jobs and Skills category to School Assets Strategic Plan
2031, School Infrastructure NSW.
Greater Sydney Commission | Annual Report 2017/18
43
Parramatta, Central City District
Greater Sydney Commission | Annual Report 2017/18
44 Putting the Plans into Action
Putting the Plans into Action
With the release of A Metropolis of Three Cities and the District Plans, the Greater Sydney Commission has pivoted from plan-making to implementation .
Implementing the Region and District Plans requires the Commission, the NSW Department of
Planning and Environment and councils to work collaboratively with state agencies and enable
consistent, transparent and fair decision-making.
All 15 actions of the Region Plan are underway and progress will be reported annually by the
Commission, with the first report due in March 2019.
45
Greater Sydney Commission | Annual Report 2017/18
Actions to deliver the Greater Sydney Region Plan
Action Lead agency Progress
1 . Identify, prioritise and deliver Collaboration Areas
Greater Sydney Commission
Delivery of place based approaches for five Collaboration Areas
2 . Coordinate land use and infrastructure for the Western City District
Greater Sydney Commission
Through the Western City District Plan and supporting the delivery of the 38 actions in the Western Sydney City Deal
3 . Prepare housing strategies
Councils, NSW Department of Planning and Environment, Greater Sydney Commission
The Commission and Department of Planning and Environment are collaborating to deliver a program of Technical Working Groups to support councils in the preparation of housing strategies
4 . Develop 6–10 year housing targets
Greater Sydney Commission, councils
The Commission and Department of Planning and Environment are collaborating to deliver a program of Technical Working Groups to support councils in the preparation of 6–10 year housing targets
5 . Implement Affordable Rental Housing Targets
Greater Sydney Commission, NSW Department of Planning and Environment, councils
The Commission is chairing an inter-agency committee on implementation of Affordable Rental Housing Targets . The Commission is also working with other State agencies to develop arrangements for delivering and managing the housing created by the targets
6 . Collaborate to deliver the Greater Parramatta and the Olympic Peninsula vision
Greater Sydney Commission, NSW Government, councils
Collaborating with more than 20 stakeholders including councils and state agencies to progress the pilot Growth Infrastructure Compact which will also support the delivery of the vision for Greater Parramatta and the Olympic Peninsula
7 . Develop a growth infrastructure compact for Greater Parramatta and the Olympic Peninsula
Greater Sydney Commission
Collaborating with more than 20 stakeholders including councils and state agencies to progress the pilot Growth Infrastructure Compact
8 . Support the growth of the Camperdown–Ultimo Collaboration Area
Greater Sydney Commission
Stakeholder governance implemented, research conducted and preparation of Place Strategy for the Camperdown–Ultimo Collaboration Area is underway
9 . Collaborate to deliver the Western Sydney City Deal
Australian Government, NSW Government, councils
Western Sydney City Deal Delivery Office established to deliver the Western Sydney City Deal
Greater Sydney Commission | Annual Report 2017/18
46 Putting the Plans into Action
Action Lead agency Progress
10 . Facilitate whole-of-government place-based outcomes through Collaboration Areas for targeted centres, including Liverpool, Greater Penrith and Randwick
Greater Sydney Commission
Stakeholder governance implemented, research conducted and delivery of place based approaches for Collaboration Areas including Liverpool, Greater Penrith and Randwick is underway
11 . Review and plan for industrial and urban services land
Greater Sydney Commission
Local and State Government steering committee established and research commissioned . The Commission is developing a framework for the industrial lands review
12 . Develop and implement the South Creek Corridor Project
Infrastructure NSW The Commission is working with Infrastructure NSW to develop urban design and landscape principles to develop and implement the South Creek Corridor Project
13 . Develop the Greater Sydney Commission’s role in peer reviewing key land use and infrastructure plans prepared by NSW Department of Planning and Environment to provide assurance to the community that robust planning is being undertaken across Greater Sydney consistent with the Region and District Plans .
Greater Sydney Commission
The Commission is establishing assurance frameworks for local planning, state led projects and planning policy with the Strategic Planning Committee
14 . Develop performance indicators in consultation with state agencies and councils that measure the 10 Directions to inform inter-agency, state and local government decision-making
Greater Sydney Commission, Transport for NSW, Infrastructure NSW, NSW Health, NSW Department of Education, councils
The Commission is leading consultation with councils and agencies through a technical working group program to review and recommend performance indicators . These will be tested with a Citizens Panel to make sure the performance indicators resonate with the community (subject to budget confirmation)
15 . Develop detailed monitoring and reporting of housing and employment in Greater Sydney
NSW Department of Planning and Environment, councils
NSW Department of Planning and Environment are working on enhanced information and tools to support strategic planning to be complemented by councils’ data that informs local planning . Through a technical working group program with agencies and councils, opportunities for greater consistency of data bases are being explored as part of a joined up and coordinated approach to the local strategic planning statements
Greater Sydney Commission | Annual Report 2017/18
47
Western Sydney City DealOn 4 March 2108, the Prime Minister, Premier of
NSW and Mayors of Blue Mountains, Camden,
Campbelltown, Fairfield, Hawkesbury, Liverpool,
Penrith and Wollondilly Councils signed the Western
Sydney City Deal.
The Western Sydney City Deal is a 20-year agreement
between the three levels of government to set the
investment foundation and deliver transformative
change to the Western Parkland City. It commits the
three levels of government to work together and
contribute resources to deliver 38 commitments as an
integrated package driving the growth, development
and place-making of the Western Parkland City.
The City Deal is part of an integrated approach to
re-shaping Western Sydney, through coordinating land-
use planning with infrastructure and service delivery.
Major commitments in the City Deal include:
• the delivery of the first stage of a North-South Rail
Link from St Marys to Western Sydney Airport
• rapid bus services from the metropolitan centres
of Penrith, Liverpool and Campbelltown to the
Western Sydney Airport before it opens in 2026, and
the Western Sydney Aerotropolis
• establishing the Western Sydney Aerotropolis as a
world-class city precinct to supports jobs growth
• establishing a new Authority to become master
planner and master developer of the Aerotropolis
with an initial focus on Commonwealth land
• establishing a Western Sydney Investment
Attraction Office to attract domestic and
international investment, supported by an
Investment Attraction Fund
• creation of an Aerospace Institute in the
Aerotropolis, including support for a STEM
university, a vocational education and training
facility, and a new public high school focused on the
aerospace and aviation industries
• a $150 million Western Parkland City Liveability
Program, with a $60 million contribution from NSW,
to fund improved community facilities and urban
amenity, and enhanced liveability to enable and
complement new housing supply
• Growth Infrastructure Compacts piloted to
coordinate planning and delivery of new housing
supply and ensure the required infrastructure is
delivered as it is needed.
La Perouse, Eastern City District
Greater Sydney Commission | Annual Report 2017/18
48 Putting the Plans into Action
A Western Sydney City Deal Delivery Office has been
established with representatives from each of the
three levels of Government. The Delivery Office will
drive the delivery of all 38 City Deal commitments,
support governance arrangements and provide regular
monitoring and reporting. It is led by the Commission’s
Chief Executive Officer.
Growth Infrastructure Compact Pilot for GPOPIn July 2017, the Commission announced Growth
Infrastructure Compacts – a new way of assessing
the nature, level and timing of the infrastructure
investment required for an area, by considering its
housing and employment growth, and analysing
growth scenarios and forecasts. The Infrastructure
Delivery Committee identified the innovation as a
game-changer for Greater Sydney.
A Growth Infrastructure Compact pilot for the Greater
Parramatta and the Olympic Peninsula (GPOP) is a key
action in the Greater Sydney Region Plan and the State
Infrastructure Strategy.
GPOP is the economic corridor of the Central River
City. It spans from Westmead to Sydney Olympic Park
to North Strathfield and includes the largely residential
areas north of the Parramatta River and the industrial
and urban services land to its south. It follows the route
of the Parramatta Light Rail and Sydney Metro West.
To pilot the Growth Infrastructure Compact, the
Commission established a multi-disciplinary team to
partner with over 20 state agencies, along with two
councils and two privately leased utilities.
The steps involved in a Growth Infrastructure
Compact are:
Develop a vision for growth for an area with 10, 20 and 40 year scenarios .
Establish an infrastructure baseline for an identified growth area .
Develop a preferred growth scenario including a sequence for growth and infrastructure .
Design funding and finance options and an infrastructure delivery sequence .
Evaluation by Greater Sydney Commission, Treasury, Infrastructure NSW and NSW
Department of Premier & Cabinet .
Preferred scenario presented to the NSW Government as a growth infrastructure compact .
If endorsed, State agencies align their asset management plans to deliver the growth
infrastructure compact .
While the Growth Infrastructure Compact is being
piloted in GPOP, the methodology is designed to be
readily adapted for use in other areas of Greater Sydney,
such as the Western Parkland City.
“The GSC is playing an invaluable role in expanding the way in which health and urban planning can be undertaken by government . This reimagining of planning can lead to improvements in the health and wellbeing of our communities – by improving access to health services, building healthy neighbourhoods and supporting better transport links and job opportunities” .
Elizabeth Koff, Secretary NSW Health
Greater Sydney Commission | Annual Report 2017/18
49
Collaboration AreasThe Greater Sydney Region Plan and District Plans
introduced the concept of Collaboration Areas – a
place-based, multi-stakeholder approach to solving
complex urban issues.
Collaboration Areas focus on delivering vibrant, diverse
and productive places centred around employment
and education opportunities, enhanced liveability
and sustainability. The process seeks to identify and
recognise complex, place-specific issues stopping these
areas from reaching their full potential. It then brings
together diverse stakeholders to find practical solutions
based on more efficient, effective and coordinated
planning and investment.
In 2017/18 the Commission led Collaboration Areas
in Liverpool, Greater Penrith, Camperdown–Ultimo,
Randwick and Rhodes East. The Commission formed
diverse stakeholder groups in each of the areas, specific
to the place and issues involved. Stakeholder groups
were chaired by the relevant District Commissioners
and met regularly throughout the year to identify
and resolve key issues such as transport and access,
infrastructure provision, urban amenity, housing
affordability and jobs growth.
Liverpool and Randwick Collaboration AreasIn 2017/18, the Commission joined with the key
stakeholders to prepare draft Place Strategies for the
Randwick and Liverpool Collaboration Areas. The draft
Place Strategies will document a vision and shared
objectives for the Collaboration Areas, based upon
existing strategies including councils’ community
strategic plans, and the relevant District Plans. The
draft Place Strategies will then identify impediments
and opportunities, agree on priorities and identify
projects and actions to deliver the vision. The draft
Place Strategies will clarify the role of State agencies
and local councils, and the governance arrangements
required to deliver the vision and shared objectives for
the Collaboration Areas.
The focus of the Liverpool Collaboration Area has been
growing Liverpool into a metropolitan city, supported
by infrastructure and with strong jobs growth
underpinned by a thriving health and education
precinct, nearby employment lands, and proximity to
the new Western Sydney Airport.
In Randwick, the focus has been on integrating and
growing the health and education precinct into a
globally recognised innovation district.
The draft Liverpool and Randwick Collaboration Area
Place Strategies were reported to the Commission’s
Infrastructure Delivery Committee in June 2018 with a
view to final consultation with Councils and agencies
before consideration for adoption by the Commission’s
Board in September 2018.
Once finalised, the outcomes of the Place Strategies will
be reflected in updates to the relevant District Plans
to provide greater clarity on the priorities for the area,
certainty to the community and the private sector and
to inform the NSW Government’s investment plans and
policies to create great places.
Greater Penrith, Camperdown–Ultimo and Rhodes East Collaboration AreasThe Commission has facilitated stakeholder group
discussions in Greater Penrith, Camperdown–Ultimo
and Rhodes East throughout 2017/18 to address several
complex, place-specific issues.
Work with stakeholders in the Greater Penrith
Collaboration Area has focused on how to encourage
future investment and growth within the area,
including the health and education ‘Quarter’ and
the Penrith CBD, as well as resolving flooding and
evacuation issues.
In Camperdown–Ultimo, the Commission and key
stakeholders have prepared a draft vision and narrative
that will form the basis of the area’s Place Strategy to
grow the Innovation Precinct around the University of
Sydney, University of technology Sydney, University
of Notre Dame Sydney campus, Royal Prince Alfred
Hospital, TAFE and other key stakeholders.
In the Rhodes East Collaboration Area, the Commission
has led stakeholder group discussions about how
sustainable utility infrastructure can be delivered
including the delivery of network wire and recycled
water dual reticulation. This work is ongoing and
complements the Department of Planning and
Environment’s work in the Rhodes East Planned
Precinct.
Greater Sydney Commission | Annual Report 2017/18
50 Putting the Plans into Action
South Creek CorridorThe South Creek Corridor will be the central green and
blue ‘spine’ and structuring element of the Western
Parkland City, integrating urban design and water
management. The corridor comprises South Creek,
Kemps Creek, Badgerys Creek and Eastern Creek
catchments; an area of approximately 600 square
kilometres.
Over 2018, the Commission’s focus has been on
delivering key elements of Infrastructure NSW’s Sector
Review. The Sector Review aims to investigate a new
and innovative catchment-wide approach to integrated
land and water management that can best deliver the
cool, green Western Parkland City envisioned in the
Greater Sydney Region Plan. This will require a strong,
landscape-led approach.
The Commission has led the urban and landscape
design component of the review, collaborating with
Infrastructure NSW, Sydney Water, the Environmental
Protection Authority, and Department of Planning and
Environment in a whole of government approach.
The Commission has also led several complementary
studies including cultural and sustainability, to
ensure that the broader vision for South Creek is
delivered. This has included developing an Aboriginal
Engagement Strategy to facilitate cultural mapping
exercises with Aboriginal stakeholders.
In addition, the Commission has been at the forefront
of a study examining the strategies proposed to ‘future
proof’ the significant investment in car parking. The
impact of car sharing, potential autonomous vehicles
and the investment in public transport on a 40 year
vision for the region requires innovative and forward
thinking.
In both studies the Commission has brought together
state agencies and local government to ensure a
cohesive, place based approach to planning for the
Region.
Urban Amenity Improvement ProgramIn 2017, the Commission commenced the rollout of
the $198 million Parramatta Road Urban Amenity
Improvement Program (UAIP), a major public spend to
kick start the renewal of the Parramatta Road corridor.
In 2017, the Commission received and assessed 32 UAIP
project applications and subsequently, the first stage in
funding of $29 million was approved by the Minister.
These projects will increase tree canopy, create new
and improved parks and open spaces, enhance the
streetscapes to encourage activity and improve walking
and cycling links along the 22-kilometre Parramatta
Road corridor and surrounds.
There are two stages to the grants program. Stage 1
grants will fund the completion of detailed design
works for public domain areas and new urban plazas,
and kick-start the creation of new and improved open
spaces across Granville, Auburn, Homebush, Burwood–
Concord, Kings Bay, Leichhardt, Taverners Hill and
Camperdown precincts.
Stage 2 is the construction phase and will commence in
2018 with councils beginning on-the-ground works.
From July 2018 this Program will transfer back to the
NSW Department of Planning and Environment.
Metropolitan Greenspace ProgramThe Metropolitan Greenspace Program supports local
councils in Greater Sydney and the Central Coast to
improve regional open space by co-funding projects
that expand the green grid for these two regions.
Projects enhance open spaces, parks, bushland, natural
areas, waterway corridors and tree-lined streetscapes.
The Commission managed the Metropolitan
Greenspace Program and provided the Minister with
recommendations for the funding of individual grants.
The Commission is committed to building a major
legacy for future generations by partnering with
councils to deliver projects that contribute to the Green
Grid network for our communities.
In 2017/18, 17 project grants totalling over $2 million
were paid to local councils on completion or
significant progress of their Metropolitan Greenspace
projects. Projects included planning and design
studies, new regional playgrounds, coastal, creek and
bushland walking trails, and new shared walking and
cycling links.
From July 2018 this Program will transfer back to the
NSW Department of Planning and Environment.
Greater Sydney Commission | Annual Report 2017/18
51
Future prioritiesWestern Sydney City Deal A clear, joined up and enduring governance
arrangement will focus on delivering the Western
Parkland City. This includes involvement of all tiers
of government, of local communities through their
councils and a consistent and innovative relationship
with industry.
The Commission will have a lead role in the
implementation of the Western Sydney City Deal and
the coordination of land use and infrastructure. Key
components include the Planning Partnership and the
new Authority for the Western City.
The new Authority is being established to manage
infrastructure delivery and the creation of places,
streets, open spaces and public areas. The new
Authority will work alongside the Western Sydney
Planning Partnership and the Sydney Metro Authority
to streamline planning processes.
A Western Sydney Planning Partnership will also be
established. The Planning Partnership will:
• deliver better, more efficient planning outcomes
within Western Sydney
• accelerate Western Sydney’s transformation and
development
• maximise the benefit of Western Sydney Airport.
The Planning Partnership will also be responsible for
preparing rezonings in the initial precincts and will
support the rezoning of the remaining precincts.
Growth Infrastructure Compact Pilot for GPOPWork on the GPOP Growth Infrastructure Compact
is being governed by a GPOP Sub-Committee of
the Commission’s statutory Infrastructure Delivery
Committee. The GPOP Sub-Committee is co-
chaired by the Chief Commissioner and CEO of
Infrastructure NSW. The Commission will present the
recommendations of the Growth Infrastructure Pilot
for GPOP for the Government’s consideration.
As part of the Western Sydney City Deal, the NSW
Government will establish pilot Growth Infrastructure
Compacts for the Western Parkland City. The Compacts
will coordinate the sequenced planning and delivery of
new housing supply and the required infrastructure.
Collaboration AreasThe Commission’s 2018/19 Collaboration Area program
will focus on Campbelltown, Kogarah, Bankstown CDB/
Airport/Milperra and the Australian Nuclear Science
and Technology Organisation.
As with previous Collaboration Areas, the Commission
will establish stakeholder groups to develop a vision
for the area, identify impediments and opportunities,
agree to priorities and identify projects and initiatives
to deliver the vision.
These elements will be documented in a Place Strategy
and reported to the Commission’s Infrastructure
Delivery Committee for endorsement.
The final Place Strategies for Liverpool, Randwick,
Greater Penrith, and Camperdown–Ultimo will be
reported to the full Commission in September 2018 for
approval. Once approved, the outcomes of the Place
Strategies will be reflected in updates to the relevant
District Plans to provide greater clarity on the priorities
for the area, provide certainty to the community and
the private sector, and inform the NSW Government’s
investment plans and policies to create great places.
South Creek Corridor ProjectThe Commission will continue to develop the
landscape principles essential for delivering a cool,
green spine for the Western Parkland City. This will
include collaboration across government agencies
charged with delivering the Western City and
integration with the 38 Western Sydney City Deal
Commitments.
AssuranceTo support the implementation of the Region and
District Plans, an LEP Roadmap has been distributed
to councils to provide guidelines for integrating the
District Plans into the local planning framework over
the next two to three years.
The first phase of implementation for councils is to
review their existing LEP for alignment with the relevant
Greater Sydney Commission | Annual Report 2017/18
52 Putting the Plans into Action
District Plan and establish priorities to address in
their local planning. The Commission is developing
an assurance framework with the Strategic Planning
Committee for this review which will be undertaken in
late 2018.
The Commission is providing advice to councils
through Technical Working Groups with a focus on
interpretation of the plans, coordinated agency input,
development of 6 to 10 year housing targets and
monitoring across State and local government.
Listening organisationDuring the drafting and finalisation of the Greater Sydney
Region Plan and the five District Plans, the Commission
undertook extensive engagement across the
community, listening to the views of tens of thousands
of people across the three cities. As the Commission’s
work pivots toward implementing the plans, it is
critical that this culture of listening continues.
A key pillar of our listening organisation will be a
standing panel of 115 Greater Sydney community
members who will reflect on the key implementation
challenges facing Greater Sydney and provide insights
on how best to improve outcomes for current and
future residents.
Panel members will be recruited through randomised
recruitment and expressions of interest and will reflect
the geographic and demographic diversity of Greater
Sydney.
The panel will meet four times with access to experts
from across government and the private sector.
Feedback and findings will be shared with relevant
government agencies, local councils and, more broadly,
with the Greater Sydney community through a report
to be published mid-2019.
The Commission will conduct ongoing social research
and engagement activities to create a range of
opportunities for Commissioners and Commission staff
to listen to the views of the community.
Thought LeadershipIn 2018/19, the Commission will provide thought
leadership on key city making issues. These will include
the issues of Industrial lands, liveability and quality
outcomes, smart cities, sustainability, and connected
and healthy communities.
Liverpool, Western City District
Greater Sydney Commission | Annual Report 2017/18
53
Royal National Park, South District
Greater Sydney Commission | Annual Report 2017/18
Appendices54
Appendices
Appendix 1 56Commission Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Appendix 2 64Legal Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65
Risk management and insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70
Internal audit and Risk Management Attestation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Conflicts of interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72
Digital Information Security Attestation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
Appendix 3 74Credit card certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Public interest disclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Privacy and personal information protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Public access to government information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
GIPA Act applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Consumer response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
International travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Research and development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Waste management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Report publication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77
Appendix 4 78Organisational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Human resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Exceptional movements in salaries and wages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Personnel and industrial relations policies and practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Human resources policies and practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Executive remuneration and senior executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Staff profile by category and gender . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Workforce Diversity, Disability Inclusion Action Plan,
Multicultural Policies & Services Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Work health and safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Appendix 5 84Budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Payments of accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Consultants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Greater Sydney Commission | Annual Report 2017/18
55
Appendix 1
• Commission Governance
Greater Sydney Commission | Annual Report 2017/18
56
Greater Sydney CommissionThe Commission (often referred to as the ‘Full
Commission’) was established under the Greater
Sydney Commission Act 2015 (GSC Act) and has the
following members:
a) four persons appointed by the Minister (the Greater
Sydney Commissioners), each of whom has, in
the opinion of the Minister, expertise in at least
one of the following areas, namely, environmental
sustainability, environmental science, sustainable
design, strategic planning, infrastructure planning
and delivery, architecture, urban design, traffic and
transport, engineering, community development
and services, local government, environmental
planning law, social justice, property development,
community engagement, economics, tourism or
heritage
b) each person appointed by the Minister to represent
a District in the Greater Sydney Region (the District
Commissioners), being a person who has, in the
opinion of the Minister, expertise in at least one of
the following areas, namely, planning, architecture,
heritage, the environment, urban design, land
economics, traffic and transport, law, engineering,
tourism or government and public administration
c) the Secretary of each of the following agencies
(the ex-officio members)
I. NSW Department of Planning and
Environment
II. Transport for NSW
III. NSW Treasury.
In 2017/18 the Full Commission’s statutory functions
were:
a) to provide advice and make recommendations to
the Minister on matters relating to planning and
development in the Greater Sydney Region
b) to prepare and provide reports to the Minister on
the implementation (including any impediments
to the implementation) of any plan or proposal
relating to development in the Greater Sydney
Region
c) to provide advice and make recommendations
to the Minister on any impediments to the
implementation of any plan or proposal relating
to development in the Greater Sydney Region
d) to provide advice to the Minister on the application
of any development fund created under section 129
of the Environmental Planning and Assessment Act
1979 (EP&A Act) in respect of land in the Greater
Sydney Region
e) to assist local councils in the Greater Sydney
Region and other government agencies (including
an agency of the Commonwealth) on the
implementation of any plan or proposal relating to
development in the Greater Sydney Region
f) to provide the Minister with such information,
advice or reports as the Minister may request
g) if requested to do so by a Minister other than the
Minister administering the GSC Act (the other
Minister), to provide the other Minister with such
information, advice or reports as may be requested
by the other Minister
h) to make environmental planning instruments for
local government areas within the Greater Sydney
Region (this power is currently delegated to the
Department and councils)
i) issuing Gateway Determinations under the EP&A
Act (this function is currently delegated to the
Department)
j) conducting Rezoning Reviews under the EP&A
Act (this function is currently delegated to the
Department)
k) prepare draft strategic plans for the Greater Sydney
Region (including the power to make District
Plans).
Members of the CommissionDuring the reporting period, two new ex-officio
member positions were filled. Please refer to pages
8–13 for the details of all Commissioners and members
currently holding office.
Lucy Turnbull AO continues in her role as Chief
Commissioner and was also appointed the Interim
District Commissioner for Central City in April 2018.
Please refer to page 8 for Ms Turnbull’s credentials.
Geoff Roberts continues in his role as Deputy Chief
Commissioner and Economic Commissioner and was
also appointed the Interim District Commissioner for
Western City in September 2017.
Greater Sydney Commission | Annual Report 2017/18
57
Commission’s Chief Executive OfficerMs Sarah Hill is the Chief Executive Officer. Please refer
to page 14 for Ms Hill’s credentials.
Commission CommitteesThe Commission’s four statutory committees are:
a) Finance and Governance Committee
b) Strategic Planning Committee
c) Infrastructure Delivery Committee
d) Audit and Risk Committee.
Finance and Governance CommitteeSection 12 of the GSC Act requires the Commission to
establish a Finance and Governance Committee.
Finance and Governance Committee members are the
Greater Sydney Commissioners.
The Finance and Governance Committee’s statutory
functions are:
a) to advise and assist the Commission in connection
with such functions of the Commission as are
determined by the Minister
b) to advise and assist the Commission in connection
with any of the other functions of the Commission
c) to advise and assist the Minister on the activities
of the Commission to the extent they relate to
environmental, social and economic matters.
The Finance and Governance Committee terms of
reference were approved by the Commission on 13 July
2016.
Strategic Planning CommitteeSection 13 of the GSC Act requires the Commission to
establish a Strategic Planning Committee.
SPC members are the Greater Sydney Commissioners
and all District Commissioners.
The Strategic Planning Committee’s statutory functions
are:
a) to advise and assist the Commission in connection
with such functions of the Commission as may be
determined by the Minister
b) if requested to do so by the Commission to
(i) prepare draft strategic plans under Part 3B of
the EP&A Act for the Greater Sydney Region
(ii) provide information, advice and quarterly
reports on the implementation of strategic
plans for the Greater Sydney Region
(iii) advise and assist the Commission in
connection with any of the other functions of
the Commission.
The Strategic Planning Committee terms of reference
were approved by the Commission on 13 July 2016.
Infrastructure Delivery CommitteeSection 14 of the GSC Act requires the Commission to
establish an Infrastructure Delivery Committee.
The members of the Infrastructure Delivery Committee
are the:
• Greater Sydney Commissioners
• ex-officio Commission members
• Secretary of the NSW Ministry of Health
• Secretary of the NSW Department of Education.
The Infrastructure Delivery Committee’s statutory
functions are:
a) to advise and assist the Commission in connection
with such functions of the Commission as may be
determined by the Minister
b) if requested to do so by the Commission to
i. provide information, advice and regular reports
on the infrastructure requirements to support
housing and employment opportunities in the
Greater Sydney Region
ii. advise and assist the Commission in
connection with any of the other functions of
the Commission.
The Infrastructure Delivery Committee terms of
reference were approved by the Commission on 13 July
2016.
In February 2017, the Infrastructure Delivery
Committee created a sub-committee pursuant to
section 16(2) of the GSC Act referred to as the Greater
Parramatta and the Olympic Peninsula Sub-Committee.
Greater Sydney Commission | Annual Report 2017/18
58 Appendix 1 – Commission Governance
The Greater Parramatta and the Olympic Peninsula
Sub-Committee’s members are:
a) members of the Infrastructure Delivery Committee
b) Chief Commissioner, Chair
c) CEO, Infrastructure NSW (joint chair with the
Commission’s Chief Commissioner)
d) Commission’s CEO
e) Deputy Secretary, NSW Treasury
f) Deputy Secretary, NSW Land and Housing
Corporation
g) CEO, Landcom
h) CEO Health Infrastructure NSW
i) CEO, Roads and Maritime Services
j) CEO, Property NSW
k) CEO, Sydney Olympic Park Authority
l) Deputy Secretary, Department of Justice NSW
m) Program Director, Infrastructure and Services
Division. Transport for NSW
n) Director, Metro Project Development, Transport
for NSW.
The responsibilities of the Greater Parramatta and the
Olympic Peninsula Sub-Committee, as set out in the
Sub-Committee’s terms of reference are to:
a) more strategically, effectively and efficiently
manage and deliver the 5,600-hectare Greater
Parramatta and the Olympic Peninsula (GPOP)
growth area over the next five, 10 and 20 plus years
b) strategically grow GPOP into the economic focus
of the Central River City, recognising significant
potential for growth beyond its current 180,000
people and 170,000 jobs
c) better integrate and program resources to
coordinate infrastructure investment, job creation
and housing supply
d) optimise the strategic value of government owned
lands in GPOP currently managed separately by
Land and Housing Corporation, UrbanGrowth
NSW Development Corporation, Property NSW,
Health Infrastructure NSW and Sydney Olympic
Park Authority
e) better coordinate the planning, development and
delivery of Parramatta Light Rail, Sydney Metro
West and government owned land redevelopment
in GPOP.
The Greater Parramatta and the Olympic Peninsula
Sub-Committee’s terms of reference were approved on
27 June 2017.
Audit and Risk CommitteeThe Commission, as required by Public Finance and
Audit Act 1983, has an Audit and Risk Committee.
The Audit and Risk Committee operates pursuant
to a Principal Department led shared arrangement
approved by NSW Treasury on 5 August 2016.
The shared arrangement was between the NSW
Department of Planning and Environment,
Central Coast Regional Development Corporation,
Greater Sydney Commission, Hunter Development
Corporation, Lord Howe Island Board and Office of
Local Government.
A shared arrangement agreement provides for the
sharing of an audit and risk committee and a chief
audit executive, and the provision of secretariat
services for the Audit and Risk Committee by the
NSW Department of Planning and Environment.
Greater Sydney Commission | Annual Report 2017/18
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Commission meetings and attendance
Members 5 Sep 17
9 Feb 18
26 Jun 18
Chief Commissioner
Economic Commissioner
Social Commissioner
Environmental Commissioner
District Commissioner, Central Apology
District Commissioner, Eastern City
District Commissioner, West * – –
District Commissioner, South West ** – –
District Commissioner, Western City
District Commissioner, North Apology Apology
District Commissioner, West Central *** – – –
District Commissioner, South Apology Apology
Secretary, Department of Planning and Environment #
Secretary, NSW Treasury Apology Apology Apology
Secretary, Transport for NSW **** Apology
* Mr Sean O’Toole’s appointment as the District Commissioner, West District, ended when the West and South West Districts were merged by the Minister in September 2017 .
** Ms Sheridan Dudley as above resigned as the District Commissioner, South West in September 2017 .
*** Professor Edward Blakely resigned as the District Commissioner, Central City in December 2017
**** Mr Tim Reardon was replaced by Mr Rodd Staples as Secretary, Transport for NSW in February 2018 .
# Attendance by Statutory Delegation
In 2018, the West and South West Districts were merged to form one Western City District. Mr Geoff Roberts was appointed
as the Interim District Commissioner, Western City. Lucy Turnbull AO was appointed as the Interim District Commissioner,
Central City in April 2018, following Professor Blakely’s resignation.
Greater Sydney Commission | Annual Report 2017/18
60 Appendix 1 – Commission Governance
Strategic Planning Committee 2017/18
Members 18 Jul 17 #
8 Aug 17 #
29 Aug 17
17 Oct 17
20 Oct 17 #
5 Dec 17
22 Dec 17
19 Jan 18
27 Feb 18
27 Mar 18
8 May 18
Chief Commissioner
Economic Commissioner
Social Commissioner Apology Apology Apology
Environmental Commissioner
District Commissioner, Central
– – – –
District Commissioner, Eastern City
– – – Apology
District Commissioner, West *
– – – – – – – –
District Commissioner, South West **
Apology – – – – – – –
District Commissioner, Western City
– – – –
District Commissioner, North
Apology
District Commissioner, West Central ***
– – – – – – – –
District Commissioner, South
Apology – Apology Apology
# Extraordinary meeting
* Mr Sean O’Toole’s appointment as the District Commissioner, West District, ended when the West and South West Districts were merged by the Minister in September 2017 .
** Ms Sheridan Dudley as above resigned as the District Commissioner, South West in September 2017 .
*** Professor Edward Blakely resigned as the District Commissioner, Central City in December 2017
Greater Sydney Commission | Annual Report 2017/18
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Strategic Planning Committee 2017/18
Members 25 Jul 17
1 Aug 17 #
29 Aug 17
17 Oct 17
5 Dec 17
27 Feb 18
27 Mar 18
8 May 18
Chief Commissioner
District Commissioner, Central – – – – – – –
Economic Commissioner
District Commissioner, Western City – – –
Social Commissioner Apology Apology Apology
Environmental Commissioner
# Extraordinary meeting
Infrastructure Delivery Committee 2017/18
Members 27 Feb 18
13 Jun 18
Chief Commissioner
District Commissioner, Central –
Economic Commissioner
District Commissioner, Western City
Social Commissioner
Environmental Commissioner
Secretary, Department of Planning and Environment Apology #
Secretary, NSW Treasury Apology Apology
Secretary, Transport for NSW Apology Apology
Secretary, Department of Education Apology Apology
Secretary, NSW Health Apology
# Attendance by Statutory Delegations
Greater Sydney Commission | Annual Report 2017/18
62 Appendix 1 – Commission Governance
Audit and Risk Committee 2017/18
Members 20 Jul 17
13 Sep 17
6 Dec 17
7 Mar 18
7 Jun 18
Brian Blood
Alan Zammit
Elizabeth Crouch
Greater Sydney Commission | Annual Report 2017/18
63
Appendix 2
• Legal Change
• Risk management and insurance
• Internal audit and Risk Management Attestation
• Conflicts of interest
• Digital Information Security Attestation
Greater Sydney Commission | Annual Report 2017/18
64
Legal Change
Changes in Acts and subordinate legislation
• Ashfield Local Environmental Plan 2013 (Amendment No 4) (21 July 2017)
• Ashfield Local Environmental Plan 2013 (Amendment No 5) (27 October 2017)
• Auburn Local Environment Plan 2010 (Amendment No 11) (4 August 2017)
• Auburn Local Environmental Plan 2010 (Amendment No 20) (22 September 2017)
• Auburn Local Environmental Plan 2010 (Amendment No 21) (21 July 2017)
• Auburn Local Environmental Plan 2010 (Amendment No 24) (25 May 2018)
• Blacktown Local Environmental Plan 2015 (Amendment No 4) (29 September 2017)
• Blacktown Local Environmental Plan 2015 (Amendment No 6) (20 October 2017)
• Blacktown Local Environmental Plan Amendment (Sydney Region Growth Centres
– Blacktown Growth Centres Precinct) 2017 (15 December 2017)
• Blacktown Local Environmental Plan Amendment (Sydney Region Growth Centres
– Marsden Park Industrial Precinct) 2017 (15 September 2017)
• Blacktown Local Environmental Plan Amendment (Sydney Region Growth Centres
– Marsden Park Precinct) 2017 (22 September 2017)
• Blacktown Local Environmental Plan Amendment (Sydney Region Growth Centres
– Riverstone Precinct) 2018 (16 February 2018)
• Blacktown Local Environmental Plan Amendment (Sydney Region Growth Centres
– Schofields Precinct) 2017 (14 July 2017)
• Blue Mountains Local Environmental Plan 2015 (Amendment No 4 (3 November 2017)
• Blue Mountains Local Environmental Plan 2015 (Amendment No 8) (6 April 2018)
• Blue Mountains Local Environmental Plan 2015 (Amendment No 9) (19 January 2018)
• Burwood Local Environmental Plan 2012 (Amendment No 12) (17 November 2017)
• Burwood Local Environmental Plan 2012 (Amendment No 13) (29 September 2017)
• Camden Local Environmental Plan 2010 (Amendment No 39) (29 June 2018)
• Camden Local Environmental Plan 2010 (Amendment No 41) (29 March 2018)
• Camden Local Environmental Plan Amendment (Sydney Region Growth Centres
– East Leppington Precinct) 2018 (2 February 2018)
• Campbelltown Local Environmental Plan 2015 (Amendment No 2 (8 September 2017)
• Campbelltown Local Environmental Plan 2015 (Amendment No 3) (17 November 2017)
• Campbelltown Local Environmental Plan 2015 (Amendment No 4) (29 June 2018)
• Campbelltown Local Environmental Plan 2015 (Amendment No 5) (15 June 2018)
• Campbelltown Local Environmental Plan 2015 (Amendment No 6) (10 November 2017)
• Campbelltown Local Environmental Plan 2015 (Amendment No 7) (22 June 2018)
• Campbelltown Local Environmental Plan 2015 (Amendment No 7) (22 June 2018)
• Canada Bay Local Environmental Plan 2013 (Amendment No 11) (20 April 2018)
• Canada Bay Local Environmental Plan 2013 (Amendment No 12) (27 April 2018)
65
Greater Sydney Commission | Annual Report 2017/18
• Canada Bay Local Environmental Plan 2013 (Amendment No 14) (22 June 2018)
• Canada Bay Local Environmental Plan 2013 (Amendment No 16) (18 May 2018)
• Canterbury Local Environmental Plan 2012 (Amendment No 8) (2(15 September 2017)
• Canterbury Local Environmental Plan 2012 (Amendment No 11) (17 November 2017)
• Canterbury Local Environmental Plan 2012 (Amendment No 14) (25 January 2018)
• Canterbury Local Environmental Plan 2012 (Amendment No 15) (9 March 2018)
• Fairfield Local Environmental Plan 2013 (Amendment No 22) (15 September 2017)
• Fairfield Local Environmental Plan 2013 (Amendment No 23) (11 August 2017)
• Fairfield Local Environmental Plan 2013 (Amendment No 24) (29 September 2017)
• Fairfield Local Environmental Plan 2013 (Amendment No 25) (1 December 2017)
• Fairfield Local Environmental Plan 2013 (Amendment No 26) (23 February 2018)
• Holroyd Local Environmental Plan 2013 (Amendment No 10) (25 January 2018)
• Holroyd Local Environmental Plan 2013 (Amendment No 11) (21 July 2017)
• Holroyd Local Environmental Plan 2013 (Amendment No 12) (15 September 2017)
• Holroyd Local Environmental Plan 2013 (Amendment No 13) (22 September 2017)
• Holroyd Local Environmental Plan 2013 (Amendment No 14) (20 October 2017)
• Holroyd Local Environmental Plan 2013 (Amendment No 15) (8 December 2017)
• Holroyd Local Environmental Plan 2013 (Amendment No 16) (22 June 2018)
• Hornsby Local Environmental Plan 2013 (Amendment No 8) (29 September 2017)
• Hurstville Local Environmental Plan 2012 (Amendment No 9) (17 November 2017)
• Hurstville Local Environmental Plan 2012 (Amendment No 11) (29 September 2017)
• Hurstville Local Environmental Plan 2012 (Amendment No 12) (16 March 2018)
• Kogarah Local Environmental Plan 2012 (Amendment No 3) (2 March 2018)
• Ku-ring-gai Local Environmental Plan 2015 (Amendment No 14) (19 January 2018)
• Ku-ring-gai Local Environmental Plan 2015 (Amendment No 15) (4 August 2017)
• Ku-ring-gai Local Environmental Plan 2015 (Amendment No 16) (22 December 2017)
• Ku-ring-gai Local Environmental Plan 2015 (Amendment No 17) (29 June 2018)
• Ku-ring-gai Local Environmental Plan (Local Centres) 2012 (Amendment No 5) (29 September 2017)
• Ku-ring-gai Local Environmental Plan (Local Centres) 2012 (Amendment No 7) (29 September 2017)
• Ku-ring-gai Local Environmental Plan (Local Centres) 2012 (Amendment No 8) (21 July 2017)
• Lane Cove Local Environmental Plan 2009 (Amendment No 22) (1 December 2017)
• Lane Cove Local Environmental Plan 2009 (Amendment No 24) (15 December 2017)
• Leichhardt Local Environmental Plan 2013 (Amendment No 13) (17 November 2017)
• Leichhardt Local Environmental Plan 2013 (Amendment No 15) (27 April 2018)
• Liverpool Local Environmental Plan 2008 (Amendment No 41) (1 September 2017)
• Liverpool Local Environmental Plan 2008 (Amendment No 64) (11 August 2017)
Greater Sydney Commission | Annual Report 2017/18
66 Appendix 2
• Liverpool Local Environmental Plan 2008 (Amendment No 65) (3 November 2017)
• Liverpool Local Environmental Plan 2008 (Amendment No 67) (8 September 2017)
• Liverpool Plains Local Environmental Plan 2011 (Amendment No 4) (27 October 2017)
• Liverpool Plains Local Environmental Plan 2011 (Amendment No 6) (27 October 2017)
• Liverpool Plains Local Environmental Plan 2011 (Amendment No 7) (13 April 2018)
• Marrickville Local Environmental Plan 2011 (Amendment No 10) (22 December 2017)
• Marrickville Local Environmental Plan 2011 (Amendment No 12) (14 July 2017)
• Marrickville Local Environmental Plan 2011 (Amendment No 13) (11 August 2017)
• Marrickville Local Environmental Plan 2011 (Amendment No 14) (1 December 2017)
• Mosman Local Environmental Plan 2012 (Amendment No 10) (9 February 2018)
• North Sydney Local Environmental Plan 2013 (Amendment No 17) (22 September 2017)
• North Sydney Local Environmental Plan 2013 (Amendment No 21) (28 July 2017)
• North Sydney Local Environmental Plan 2013 (Amendment No 22) (23 February 2018)
• Parramatta Local Environmental Plan 2011 (Amendment No 20) (28 July 2017)
• Parramatta Local Environmental Plan 2011 (Amendment No 23) (14 July 2017)
• Parramatta Local Environmental Plan 2011 (Amendment No 24) (9 February 2018)
• Parramatta Local Environmental Plan 2011 (Amendment No 25) (6 April 2018)
• Parramatta Local Environmental Plan 2011 (Amendment No 26) (20 April 2018)
• Parramatta Local Environmental Plan 2011 (Amendment No 28) (15 June 2018)
• Penrith Local Environmental Plan 2010 (Amendment No 10) (25 August 2017)
• Penrith Local Environmental Plan 2010 (Amendment No 12) (11 August 2017)
• Penrith Local Environmental Plan 2010 (Amendment No 18) (27 October 2017)
• Penrith Local Environmental Plan 2010 (Amendment No 19) (22 June 2018)
• Pittwater Local Environmental Plan 2014 (Amendment No 8) (1 September 2017)
• Pittwater Local Environmental Plan 2014 (Amendment No 9) (13 April 2018)
• Pittwater Local Environmental Plan 2014 (Amendment No 10) (20 April 2018)
• Randwick Local Environmental Plan 2012 (Amendment No 4) (25 January 2018)
• Richmond Valley Local Environmental Plan 2012 (Amendment No 9) (22 December 2017)
• Rockdale Local Environmental Plan 2011 (Amendment No 17) (9 February 2018)
• Rockdale Local Environmental Plan 2011 (Amendment No 18) (4 May 2018)
• Rockdale Local Environmental Plan 2011 (Amendment No 19) (29 June 2018)
• Ryde Local Environmental Plan 2014 (Amendment No 15) (24 November 2017)
• Ryde Local Environmental Plan 2014 (Amendment No 17) (15 June 2018)
• Ryde Local Environmental Plan 2014 (Amendment No 18) (1 June 2018)
• Ryde Local Environmental Plan 2014 (Amendment No 19) (1 June 2018)
• Standard Instrument (Local Environmental Plans) Amendment (Low Rise Medium Density Housing)
Order 2017 (6 April 2018)
Greater Sydney Commission | Annual Report 2017/18
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• Standard Instrument (Local Environmental Plans) Amendment (Minimum Subdivision Lot Size)
Order 2018 (20 April 2018)
• Standard Instrument (Local Environmental Plans) Amendment (Vegetation) Order 2017 (25 August 2017)
• State Environmental Planning Policies Amendment (State and Regionally Significant Development and Law
Revision) 2018 (28 February 2018)
• State Environmental Planning Policy (Affordable Rental Housing) Amendment
(Parking for Boarding Houses) 2018 (1 June 2018)
• State Environmental Planning Policy Amendment (Affordable Housing) 2018 (20 April 2018)
• State Environmental Planning Policy Amendment (Bella Vista and Kellyville Station Precincts) 2017
(1 December 2017)
• State Environmental Planning Policy Amendment (Miscellaneous) 2017 (7 July 2017)
• State Environmental Planning Policy Amendment (Willoughby) 2018 (20 April 2018)
• State Environmental Planning Policy (Exempt and Complying Development Codes) Amendment
(Container Recycling) 2017 (14 July 2017)
• State Environmental Planning Policy (Exempt and Complying Development Codes) Amendment
(Greenfield Housing Code) 2017 (6 May 2018)
• State Environmental Planning Policy (Exempt and Complying Development Codes) Amendment
(Low Rise Medium Density Housing) 2017 (6 April 2018)
• State Environmental Planning Policy (Exempt and Complying Development Codes) Amendment
(Low Rise Medium Density Housing) Amendment 2018 (18 May 2018)
• State Environmental Planning Policy (Exempt and Complying Development Codes) Amendment
(Miscellaneous) 2017 (22 September 2017)
• State Environmental Planning Policy (Infrastructure) Amendment (Review) 2017 (15 December 2017)
• State Environmental Planning Policy (State and Regional Development) Amendment
(State Significant Development) 2018 (21 March 2018)
• State Environmental Planning Policy (Sydney Region Growth Centres) Amendment
(Hawkesbury Growth Centres Precinct Plan) 2017 (15 December 2017)
• State Environmental Planning Policy (Three Ports) Amendment 2018 (20 April 2018)
• Strathfield Local Environmental Plan 2012 (Amendment No 10) (10 November 2017)
• Sutherland Shire Local Environmental Plan 2015 (Amendment No 4) (28 July 2017)
• Sutherland Shire Local Environmental Plan 2015 (Amendment No 9) (4 August 2017)
• Sutherland Shire Local Environmental Plan 2015 (Amendment No 10) (8 September 2017)
• Sutherland Shire Local Environmental Plan 2015 (Amendment No 11) (4 August 2017)
• Sutherland Shire Local Environmental Plan 2015 (Amendment No 12) (22 December 2017)
• Sutherland Shire Local Environmental Plan 2015 (Amendment No 13) (11 May 2018)
• Sydney Local Environmental Plan 2012 (Amendment No 37) (22 December 2017)
• Sydney Local Environmental Plan 2012 (Amendment No 38) (15 September 2017)
• Sydney Local Environmental Plan 2012 (Amendment No 42) (4 May 2018)
• Sydney Local Environmental Plan 2012 (Amendment No 45) (22 June 2018)
Greater Sydney Commission | Annual Report 2017/18
68 Appendix 2
• Sydney Local Environmental Plan 2012 (Amendment No 46) (8 June 2018)
• Sydney Local Environmental Plan (Green Square Town Centre – Stage 2) 2013
(Amendment No 3) (23 March 2018)
• The Hills Local Environmental Plan 2012 (Amendment No 40) (4 May 2018)
• The Hills Local Environmental Plan 2012 (Amendment No 41) (16 March 2018)
• The Hills Local Environmental Plan 2012 (Amendment No 43) (17 November 2017)
• The Hills Local Environmental Plan 2012 (Amendment No 45) (15 September 2017)
• The Hills Local Environmental Plan 2012 (Amendment No 48) (24 November 2017)
• The Hills Local Environmental Plan 2012 (Amendment No 49) (19 January 2018)
• The Hills Local Environmental Plan 2012 (Amendment No 50) (22 December 2017)
• The Hills Local Environmental Plan 2012 (Amendment No 51) (23 March 2018)
• The Hills Local Environmental Plan 2012 (Amendment No 52) (29 June 2018)
• The Hills Local Environmental Plan 2012 (Amendment No 53) (11 May 2018)
• Waverley Local Environmental Plan 2012 (Amendment No 10) (15 December 2017)
• Waverley Local Environmental Plan 2012 (Amendment No 11) (7 July 2017)
• Waverley Local Environmental Plan 2012 (Amendment No 12) (7 July 2017)
• Wentworth Local Environmental Plan 2011 (Amendment No 14) (24 November 2017)
• Willoughby Local Environmental Plan 2012 (Amendment No 10) (20 October 2017)
• Willoughby Local Environmental Plan 2012 (Amendment No 11) (22 September 2017)
• Willoughby Local Environmental Plan 2012 (Amendment No 12) (23 March 2018)
• Wollondilly Local Environmental Plan 2011 (Amendment No 25) (21 July 2017)
• Wollondilly Local Environmental Plan 2011 (Amendment No 26) (13 October 2017)
• Wollondilly Local Environmental Plan 2011 (Amendment No 27) (2 March 2018)
• Woollahra Local Environmental Plan 2014 (Amendment No 6) (18 August 2017)
• Woollahra Local Environmental Plan 2014 (Amendment No 7) (13 October 2017)
• Woollahra Local Environmental Plan 2014 (Amendment No 8) (24 November 2017)
• Woollahra Local Environmental Plan 2014 (Amendment No 9) (8 June 2018)
Greater Sydney Commission | Annual Report 2017/18
69
Risk management and insurance
Risk ManagementThe Commission recognises the importance of robust
risk management procedures. It has developed a
risk management program to identify and manage
risks consistent with NSW Government guidelines
and policy (in particular the Internal Audit and Risk
Management Policy for the NSW Public Sector
(TPP15-03)).
The Commission maintains an Enterprise Risk Register
and reports regularly on its risks and risk management
strategies to the Full Commission, the Finance and
Governance Committee and the Audit and Risk
Committee.
Insurance The NSW Department of Planning and Environment
organises the Commission’s insurance cover, which
includes workers’ compensation, building contents
(including office equipment) and public liability
insurance. The insurance policies are with the NSW
Self Insurance Corporation, under the NSW Self
Insurance Corporation Act 2004.
Greater Sydney Commission | Annual Report 2017/18
70 Appendix 2
Internal Audit and Risk Management Attestation
Internal Audit and Risk Management Attestation Statement for the 2017/18 Financial Year for the Greater Sydney Commission
I, Sarah Hill, Chief Executive Officer am of the opinion that the Greater Sydney Commission has internal audit and risk
management processes in operation that are complaint with the eight (8) core requirements set out in the NSW Treasury Policy
and Guidelines Paper Internal Audit and Risk Management Policy for the NSW Public Sector (TPP 15-03), specifically:
Risk Management Framework
1 .1 The agency head is ultimately responsible and accountable for risk management in the agency Compliant
1 .2 A risk management framework that is appropriate to the agency has been established and maintained and the framework is consistent with AS/NZS ISO 31000:2009 Compliant
Internal Audit Function
2 .1 An internal audit function has been established and maintained Compliant
2 .2 The operation of the internal audit function is consistent with the International Standards for the Professional Practice of Internal Auditing Compliant
2 .3 The agency has an Internal Audit Charter that is consistent with the content of the ‘model charter’ Compliant
Audit and Risk Committee
3 .1 An independent Audit and Risk Committee with appropriate expertise had been established Compliant
3 .2 The Audit and Risk Committee is an advisory committee providing assistance to the agency head on the agency’s governance process, risk management and control frameworks, and its external accountability obligations Compliant
3 .3 The Audit and Risk Committee has a charter that is consistent with the content of the ‘model charter’ Compliant
MembershipThe chair and members of the Audit and Risk Committee are:
Role Name Start term date Finish term date
Independent Chair Brian Blood 1 December 2013 30 November 2018*
Independent Member Alan Zammit 27 February 2012 26 February 2020*
Independent Member Elizabeth Crouch 21 October 2013 20 October 2019*
* Includes reappointment for a second term
The Audit and Risk Committee has been established under a Treasury approved principal department (Department of Planning
and Environment) led shared arrangement with the following statutory bodies:
• Planning Ministerial Corporation
• Central Coast Regional Development
Corporation
• Hunter Development Corporation
• Office of Local Government
• Lord Howe Island Board
• Greater Sydney Commission
Sarah Hill Danielle Smalley Chief Executive Officer, Greater Sydney Commission Acting Chief Operating Officer (Agency Contact)
18 September 2018 8289 6261
Greater Sydney Commission | Annual Report 2017/18
71
Conflicts of interest
The Commission is vigilant when it comes to identifying and managing where its staff or Full Commission members have interests that actually or potentially conflict with their respective positions within the organisation .
Staff conflicts of interest All staff, as employees of the Department of
Planning and Environment, are required to follow
the Department’s Disclosing Interests and Managing
Conflicts of Interest policy, which requires them to
declare conflicts:
• when commencing work with the Commission
• when commencing a new role
• when their circumstances or private interests change
• when a new conflict of interest arises
• after six months, if a conflict has been declared
• annually, if no conflict has been declared.
As part of this process, if a conflict has been identified,
staff members are required, to agree to a plan to
manage that conflict with their manager.
In December 2017, Greater Sydney Commission staff
moved from completing paper based Conflicts of
Interest declarations to online forms to simplify the
process and ensure greater visibility of compliance.
In addition, and in line with the Department’s Code
of Ethics and Conduct, all senior executives must
complete a declaration of private Interests:
• annually
• when there is any relevant change in their private
interests
• when they have been assigned to a new role.
Commissioner conflicts of interest Members of the Commission, its committees and sub-
committees are required to comply with the conflicts
of interest policies contained within the Commission’s
Code of Ethics and Conduct, the NSW Government’s
Boards and Committees Guidelines and the GSC Act.
Accordingly, all Commission, committee members
and observers have submitted an undertaking and
declaration of interests form and a conflicts of interest
form. Commission, committee members and observers
are required to provide a strategy for dealing with any
actual or perceived conflicts of interest.
Members of the Commission, its committees and
sub-committees undertake a conflict of interest refresh
twice a year.
A register of interests is maintained by the Commission
Secretary, a copy of which is provided to the Minister
for Planning.
Greater Sydney Commission | Annual Report 2017/18
72 Appendix 2
Digital Information Security Attestation
Digital Information Security Annual Attestation & Evidence of Certification Statement for the 2017/18 Financial Year for the Greater Sydney Commission
I, Sarah Hill, am of the opinion that the Greater Sydney Commission had an Information Security Management
System in place via Planning and Environment Cluster Corporate Services during the 2017/18 financial year that is
consistent with the Core Requirements set out in the NSW Government Digital Information Security Policy.
The controls in place to mitigate identified risks to the digital information and digital information systems of the
Greater Sydney Commission are adequate.
Planning and Environment Cluster Corporate Services has maintained certified compliance with ISO 27001
Information technology – Security techniques – Information security management systems – Requirements by an
Accredited Third Party (BSI) during the 2017/2018 financial year (Certificate Number IS 645082).
Sarah Hill Chief Executive Officer, Greater Sydney Commission
Date:
Greater Sydney Commission | Annual Report 2017/18
73
Appendix 3
• Credit card certification
• Public interest disclosures
• Privacy and personal information protection
• Public access to government information
• GIPA Act applications
• Consumer response
• International travel
• Research and development
• Waste management
• Report publication
Greater Sydney Commission | Annual Report 2017/18
74
Credit card certificationThe Commission’s corporate credit card policies are in
accordance with guidelines from NSW Treasury and
The Audit Office of NSW. The Commission’s corporate
credit card policies, procedures and use satisfy the
requirements of the Treasurer’s Directions. Corporate
credit card expenditure was monitored for compliance
and usage was considered to comply with best practice
guidelines.
Public interest disclosuresThe Commission has adopted the NSW Department of
Planning and Environment’s Public Interest Disclosure
Policy.
The following table contains information about the
Commission’s obligations under Section 31 of the
Public Interest Disclosures Act 1994.
No. Category Total number
1 . Public interest disclosures made by public officials in performing their day to day functions
Nil
2 . Public interest disclosures not covered by 1 . that are made under a statutory or other legal obligation
Nil
3 . All other public interest disclosures Nil
4 . Total number of public interest disclosures received relating to possible or alleged:
Nil
a . Corrupt conduct Nil
b . Maladministration Nil
c . Serious and substantial waste of public or local government money
Nil
d . Government information contraventions Nil
e . Local government pecuniary interest contraventions Nil
5 . Total number of public interest disclosures received Nil
6 . Number of public interest disclosures that have been finalised
Nil
7 . Whether we have a public interest disclosures policy in place
Yes
8 . Action taken by us to ensure that our staff awareness responsibilities under s 6E(1)(b) of the Public Interest Disclosures Act 1994 have been met
Yes
Greater Sydney Commission | Annual Report 2017/18
75
Privacy and personal information protectionThe Commission as an agency within the NSW
Department of Planning and Environment Cluster,
has adopted the Department’s Privacy Management
Plan. This outlines processes and responsibilities
for managing personal and health information
commensurate with the Privacy and Personal
Information Protection Act 1998.
The Privacy Management Plan:
• outlines processes and responsibilities for managing
personal and health information
• applies to all staff members, any individual
employed, appointed, or otherwise attached to the
Commission whether on an ongoing, temporary,
casual, contract, or voluntary basis
• requires that personal information only be
collected for a lawful purpose directly related to
the Commission’s work and which is reasonably
necessary for that work, and that personal
information be stored securely
• contains provisions in respect of accessing,
amending, updating and disclosing personal
information held
• contains procedures for complaints
• sets out public interest directions under the Privacy
and Personal Information Protection Act 1998 and
processes for internal review in relation to privacy
matters.
Under the Privacy and Personal Information
Protection Act 1998, in the 2017/18 reporting period, the
Commission did not receive any requests for access to
documents.
Public access to government informationThe Government Information (Public Access) Act 2009
(GIPA Act) encourages NSW public sector agencies to
release information proactively, and give individuals
easier access to information held by agencies. During
the reporting period, the Commission proactively
disclosed information on its website, including:
• the Statement of Priorities agreed between the
Minister for Planning and the Chief Commissioner
• Commission minutes
• media releases
• submissions
• details on how stakeholders can comment or
participate in the Commission’s work via social
media
• technical reports for district planning
• evidence / information reports.
Under Section 7(3) of the GIPA Act, the Commission
reviewed its program for the release of government
information in the reporting period to confirm that
information it holds that should be in the public
interest was made available.
GIPA Act applicationsAs the Commission is declared to be part of the
Department of Planning and Environment under
Schedule 3 of the Government Information (Public
Access) Regulation 2009, the Department is responsible
for handling the Commission’s access applications. Any
applications received are reported in the Department of
Planning and Environment’s Annual Report.
Consumer responseAll requests made to the Commission for information
or assistance are met directly and promptly and/or are
referred to the most appropriate officer.
Stakeholders and the community have many avenues
to provide feedback. They can make contact in writing,
by email or through social media.
Greater Sydney Commission | Annual Report 2017/18
76 Appendix 3
International travel The Commission incurred minimal international travel
costs in the reporting period for the following trips:
• An Executive Director attended a module of the
Australia New Zealand School of Government
Masters in Public Administration course held in New
Zealand. The Commission funded $400 relating to
airfares.
• A Strategic Planning Director represented the
NSW Government on a planning trip to Tokyo. The
Commission funded $1,600 relating to airfares.
• At the request of the NSW Department of
Industry, Trade and Investment, the Deputy Chief
Commissioner travelled to Tokyo, Japan to showcase
investment opportunities in Western Sydney. The
Commission contributed approximately $1,300
towards this trip.
• A Strategic Planning Director travelled to
Amsterdam, Netherlands to present at an
international review of urban strategies. The
Commission did not incur any travel expenses
relating to this trip.
Research and developmentThe Commission undertakes studies to inform strategic
planning policy analysis and decision-making within
the Commission, across government and to inform the
community. The studies used to inform development
of the Region and District Plans are available on the
Commission’s website.
Waste management The Commission seeks to reduce waste and promote
recycling and re-use as a part of its commitment to
sustainable practices and meeting its obligations
under the NSW Government’s Waste Reduction and
Purchasing Policy and Resource Efficiency Policy.
The Commission encourages the use of public
transport for work related travel in place of corporate
or hire vehicles. It also publishes documents
electronically wherever possible. Most printers are set
to double-sided printing as a default setting.
Report publicationThis report was desktop published by the Greater
Sydney Commission. As this report was produced
in-house, there was no additional production cost.
This report can be accessed online at
www.greater.sydney
Greater Sydney Commission | Annual Report 2017/18
77
Appendix 4
• Organisational Chart
• Human resources
• Exceptional movements in salaries and wages
• Personnel and industrial relations policies and practices
• Human resources policies and practices
• Executive remuneration and senior executives
Greater Sydney Commission | Annual Report 2017/18
78
Human ResourcesPeople and Culture remained a key focus of the
Commission in 2017 as the organisation continued
to evolve from its inception in 2016.
During the reporting period:
• The 2017 People Matter Employee Survey saw a
100% response rate from our staff and the results of
the survey indicated a very high level of engagement.
Action items from the survey included:
– held quarterly staff briefings sessions (in addition
to the fortnightly CEO briefings) to provide
detailed updates on projects, Human Resources
activities, staff achievements and other key
matters occurring across the organisation
– established an online listening hub for staff to
provide feedback and ask questions anonymously
– launched a culture roadmap
– implemented a customised Learning &
Development program with over 20 workshops
and training sessions held on a diverse range
of topics including WHS, ICAC, diversity,
compliance, writing / facilitation / presentation
skills. This was to complement the extensive
number of online and face to face courses
available to staff via the NSW Department of
Planning and Environment’s Learning Portal.
In addition, lunchtime learning sessions were
run with internal and external guest speakers
providing insight into areas of interest.
• Staff numbers grew and contracted to reflect the
project-based nature of the Commission’s work,
from 80 staff at 30 June 2017 to 55 staff at 30 June
2018. Employees, secondees and contractors all
formed the make-up of the Commission and allowed
for a dynamic, diverse and highly skilled workplace.
• Performance Development Agreements for
employees and secondees were implemented to
ensure clarity of KPIs, a continued alignment to the
Commission’s mandate and developing staff to their
fullest potential.
• The appointment of a director-level ongoing
employee in the role of Commission Secretary
recognised the importance of this function
overseeing the Board and Committees including the
Full Commission, Strategic Planning Committee,
Infrastructure Delivery Committee, and Finance and
Governance Committee.
• A wellbeing program was introduced involving
“Building Your Resilience” workshops run by the
Mental Health Recovery Institute, “Survive, Revive
and Thrive” lunchtime learning session, promotion
of the new Employee Assistance Program through
AccessEAP, wellbeing tips communicated to staff
(via the staff newsletter, emails and staff briefings),
establishing a staff committee to encourage
activities and charitable events, and setting up a
quiet room in the office where staff can take time out
for themselves.
2017/18 Organisational Chart
Chief Executive Officer Sarah Hill
Western Sydney City Deal
Delivery Office*
Executive Director Danielle Woolley (DPC)
City Planning Projects
Executive Director Greg Woodhams
City Planning Strategy
Executive Director Halvard Dalheim
Operations & Governance
Chief Operating Officer Marianne Christmann
Communications & Engagement
Executive Director Danielle Smalley
*Tri-government initiative including
Australian Government, NSW
State Government and Local Government .
GPOP & Growth Infrastructure
Compact
Greater Sydney Region Plan
Government & Executive Services
Communications & Media
Collaboration Areas & Projects
Metropolitan Planning
Secretariat & Commissioner
SupportEngagement
Western Sydney & South Creek
Implementation Give Effect To
Corporate (Finance, Human Resources, Office
Management)
Data & Digital
79
Greater Sydney Commission | Annual Report 2017/18
• A change communication program was developed
and implemented to ensure staff were informed
about the transition of the organisation from the
NSW Department of Planning and Environment
Cluster to the Department of Premier and Cabinet
on 30 June 2017.
Exceptional movements in salaries and wagesThere were no exceptional movements in salaries and
wages for the reporting period.
Personnel and industrial relations policies and practicesThe Commission adopts the Department’s policies and
practices, and provides regular information to staff
about these via written communication and face to
face updates.
Human resources policies and practices All staff are required to comply with the Department’s
human resources policies and practices. Permanent
and temporary employees are employed through the
Department on an award or senior executive basis.
Executive remuneration and senior executives The Commission comprises of 11 senior executive
employees at the Band 1 – 4 level as noted below:
2016/2017
Senior Executive Band
Range Per Annum
Male
Female
Average Remuneration
Band 4 $452,251 to $522,500
0 0 N/A
Band 3 $320,901 to $452,250
0 1 $410,000
Band 2 $255,051 to $320,900
2 2 $290,410
Band 1 $178,850 to $255,050
1 4 $234,285
2017/2018
Senior Executive Band
Range Per Annum
Male
Female
Average Remuneration
Band 4 $463,551 to $535,550
0 0 N/A
Band 3 $328,901 to $463,550
0 1 $420,250
Band 2 $261,451 to $328,900
2 2 $297,670
Band 1 $183,300 to $261,450
1 5 $230,668
Twenty two per cent of the Commission’s salary-related
expenditure in 2017/18 related to senior executives,
compared with 14 per cent in 2016/17. Percentage
increase is because not all senior executives were in
their roles for the whole of 2016/17.
Greater Sydney Commission | Annual Report 2017/18
80 Appendix 4
Staff profile by category and genderThe Commission staff profile consists of employees
(employed by the Department), secondees (from state
agencies and local councils) and contractors (engaged
via labour hire agencies). The proportionately high
number of secondees and contractors reflects the
project-based nature of the Commission’s work and the
need to bring in specialist or technical skills to support
those projects. Sixty nine percent of staff are women
and 73 percent of senior roles (Director level and above)
are held by women.
The table below provides staff information as at 30 June
for the last two reporting periods:
2016/2017
Employment Type
Headcount (#) Headcount (%)
Male Female Total Male Female
Employee (Ongoing) 4 20 24 17 83
Employee (Temporary) 1 0 1 100 0
Secondee 9 15 24 38 62
Contractor 9 22 31 29 71
23 57 80 29 71
2017/2018
Employment Type
Headcount (#) Headcount (%)
Male Female Total Male Female
Employee (Ongoing) 4 21 25 16 84
Employee (Temporary) 3 1 4 75 25
Secondee 3 8 11 27 73
Contractor 7 8 15 47 53
17 38 55 31 69
Workforce Diversity, Disability Inclusion Action Plan, Multicultural Policies & Services ProgramThe Commission as an agency within the NSW
Department of Planning and Environment Cluster
adopted, contributed to, participated in, and
fully supported the Department’s best practice
plans, programs and initiatives over the last three
reporting periods. Following the government’s
new Administrative Orders issued in June 2018, the
Commission will transition to the Department of
Premier and Cabinet from 1 July 2018 and therefore the
Commission will transition to Department of Premier
and Cabinet’s plans and programs.
Workforce DiversityThe Commission values the principles of equity and
diversity and is committed to building a workplace
culture that values and understands the benefits of
a diverse workforce that is reflective of the wider
community. In 2016, the NSW Department of Planning
and Environment established a diversity team
supporting all agencies within the Cluster, including
the Commission, to focus on delivering the Premier’s
Priorities.
Highlights of the workforce diversity initiatives
included:
• the launch of the Diversity and Inclusion Strategy
and Aboriginal Employment Plan for the cluster
setting out the vision and strategic priorities in this
area
• promotion of NAIDOC and National Reconciliation
weeks to staff through events and education
• promotion of the NSW Aboriginal Procurement
Policy to staff and encouraging the use of diverse
suppliers where possible
• the Aboriginal and Torres Strait Islander Cultural
Awareness Program made available for all staff via
the online Learning Portal
• staff celebrating International Women’s Day by
attending various events including a lunchtime
learning session, debates and panel discussions
• participation in the pilot of the Lean In Circles
program for women to promote peer to peer
learning, networking opportunities and professional
development
Greater Sydney Commission | Annual Report 2017/18
81
• participation in White Ribbon Day and It’s in the Bag
initiatives to support women in refuges and shelters
• commencing development of a Gender Equality
Plan and establishing a Gender Equality Employee
Reference Group involving diverse women and men
to inform the development of the plan
• senior staff member acting as a representative for
the Disability Inclusion Action Plan and Aboriginal
Steering Committee
• engagement of student planners as young workers
and welcoming a year 10 work experience student
for a one-week placement.
Disability Inclusion Action PlanThe Commission is committed to reducing barriers for
people with disabilities to access services and facilities,
obtain and maintain employment, and engage, work
and participate with the organisation.
Highlights of the disability inclusion initiatives
included:
• continued supporting the implementation of the
Department’s Disability Inclusion Action Plan
• promotion of the Disability Employee Network
(DEN) – a voluntary staff community open to all
employees with disability, their supervisors, carers
and employees with a passion for supporting people
with disability
• celebrating International Day of People with
Disability with talks from guest speakers and staff
who shared their personal experiences of living and
working with disability
• Deafness Awareness workshops open for staff
to attend. These workshops highlighted ways to
support people who are deaf or hearing impaired in
the workplace
• Working with Disability online training module was
made available to staff
• National Disability Services providing face to face
Let’s Talk Disability training for staff with presenters
sharing their lived experience with disability
• Cluster wide presentation on Seeing the advantage
in being different, which highlighted the unique
capabilities of people on the autism spectrum and
how they can be supported in the workplace.
Multicultural Policies and Services Program The Commission is committed to our culturally
diverse workforce and meeting the needs of culturally
diverse staff audiences by embodying the principles
in the Multicultural NSW Act 2000. We value the
skills, experiences and perspectives of people from
multicultural backgrounds and their contributions to
our work.
Highlights of the multicultural policies and services
initiatives included:
• celebrating and raising awareness of culturally
significant events and dates including Harmony Day
• senior staff member representing the Commission
on the Multicultural Steering Committee
• supporting the new Multicultural Plan and staff
being part of the Multicultural Employee Reference
Group to provide input on the new plan
• establishment of a quiet room in the office where
culturally and religiously diverse staff can undertake
spiritual and meditative practices
• ensuring the Commission’s reports, website and
community engagement information reflected the
diversity of our state
• development of tools and information with user-
friendly content and text in plain English.
Diversity DataThe NSW Department of Planning and Environment
regularly collects workforce diversity data, including
that of the Commission, for the NSW Public Service
Commission as part of the annual Workforce Profile
Collection. The profile measures performance in
meeting NSW Government benchmarks for employing
staff from diverse groups. It informs the planning and
development of diversity initiatives.
The information below is data relating to employees
(ongoing and temporary). Contractors and secondees
are employed by external organisations and therefore
their data is not collected by the Department
accordingly.
Greater Sydney Commission | Annual Report 2017/18
82 Appendix 4
Workforce Diversity Group
Target 2016/ 2017
2017/ 2018
Women 50% 80% 76%
Aboriginal and Torres Strait Islanders
3 .3% 0% 0%
People whose first language spoken as a child was not English
23 .2% 7 .69% 20 .69%
People with a disability N/A 5 .13% 6 .9%
People with a disability requiring work-related adjustment
N/A 0% 0%
• Note 1: The benchmark of 50% for representation
of women across the sector is intended to reflect the
gender composition of the NSW community.
• Note 2: The NSW Public Sector Aboriginal
Employment Strategy 2014/17 introduced an
aspirational target of 1.8% by 2021 for each of the
sector’s salary bands. If the aspirational target of
1.8% is achieved in salary bands not currently at
or above 1.8%, the cumulative representation of
Aboriginal employees in the sector is expected to
reach 3.3%.
• Note 3: A benchmark from the Australian Bureau of
Statistics (ABS) Census of Population and Housing
has been included for People whose First Language
Spoken as a Child was not English. The ABS Census
does not provide information about first language,
but does provide information about country of birth.
The benchmark of 23.2% is the percentage of the
NSW general population born in a country where
English is not the predominant language.
• Note 4: Work is underway to improve the reporting
of disability information in the sector to enable
comparisons with population data. For this reason,
no benchmark has been provided for People with a
Disability or for People with a Disability Requiring
Work-Related Adjustment.
Work health and safety The Commission recognises its responsibility to
provide a safe and healthy work environment for staff
and is continuing its focus on this area.
All staff are required to comply with the Department’s
policies and practices relating to Work, Health and
Safety and its programs, training and committees.
In 2017/18, the Commission had one workplace
incident where a lift stopped unevenly with the floor
level, causing an employee to trip. No time off was
required however minor first aid was administered. Lift
upgrade work in the building had been occurring and
this was raised with the Facilities Manager who in turn
spoke to the contractors.
One hazard was reported relating to overhead lighting
at an employee’s workstation which was contributing
to migraines. The employee was relocated to an
adjacent desk which did not have direct overhead
lighting which resolved this problem.
In 2017/18, separate face to face training sessions
on obligations and duties under the WHS Act were
conducted for staff, supervisors/managers/directors,
executive staff and Commissioners, with an 81%
participation rate. Staff unable to attend could
complete the online training module.
The Commission has also reviewed its Work Health
and Safety risk register, identifying areas of inherent
risk. Following the application of controls no areas of
high risk were identified. The Commission has also
identified further improvements to be undertaken and
is continuing to implement these to improve the safety
and wellbeing of all staff.
Greater Sydney Commission | Annual Report 2017/18
83
Appendix 5
• Budgets
• Payment of accounts
• Consultants
Greater Sydney Commission | Annual Report 2017/18
84
Budgets
Outline Budget for 2017/18
Workforce Diversity Group Notes 2017/18 $’000
Total expenses excluding losses Operating expenses, personnel and other expenses 21,816
Total Revenue Grants, contributions and other revenue 21,766
Net Result (50)
Note: Budget as provided by the Department of Planning and Environment, and reflects all approved 2017/18
budget proposals.
Outline Budget for 2018/19The 2018/19 budget provided to Greater Sydney Commission is $15.97m. The budget will be used to deliver the
Commission’s priorities for 2018/19. This will include: developing housing supply targets and tools for infrastructure
planning; supporting stakeholder and community participation and engagement; implementing several place based
initiatives and supporting the coordination and delivery of the Western Sydney City Deal.
Payment of accounts
Account Payment PerformanceAll financial services for the Commission were provided by NSW Department of Planning and Environment. This
information is contained within the DPE Annual Report 2017/18.
Accounts Due or Paid Within Each QuarterAll financial services for the Commission for the
2017/18 financial year were provided by the Department of Planning and Environment. This information is
contained within the Department’s Annual Report 2017/18.
ConsultantsNumber of consultancy engagements costing less than $50,000: 5
Total value of consultancy engagements costing less than $50,000: $110,251
These costs related to: Strategy and planning
Number of consultancy engagements costing $50,000 or more: Nil
85
Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission | Annual Report 2017/18
Audited financial statements
Parramatta, Central City District
86
Audited financial statements
Independent Auditor’s Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Statement by the Chief Executive Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .91
Statement of comprehensive income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Statement of financial position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93
Statement of changes in equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94
Statement of cash flows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Notes to the financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
87
Greater Sydney Commission | Annual Report 2017/18
INDEPENDENT AUDITOR’S REPORT Greater Sydney Commission
To Members of the New South Wales Parliament
Opinion I have audited the accompanying financial statements of the Greater Sydney Commission (the Commission), which comprise the Statement of Comprehensive Income for the year ended 30 June 2018, the Statement of Financial Position as at 30 June 2018, the Statement of Changes in Equity and the Statement of Cash Flows for the year then ended, notes comprising a Summary of Significant Accounting Policies and other explanatory information.
In my opinion, the financial statements:
• give a true and fair view of the financial position of the Commission as at 30 June 2018, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards
• are in accordance with section 41B of the Public Finance and Audit Act 1983 (PF&A Act) and the Public Finance and Audit Regulation 2015.
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 Financial Statements’ section of my report.
I am independent of the Commission 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’ (APES 110).
I have fulfilled my other ethical responsibilities in accordance with APES 110.
Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by:
• providing that only Parliament, and not the executive government, can remove an Auditor-General
• mandating the Auditor-General as auditor of public sector agencies • 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.
INDEPENDENT AUDITOR’S REPORT Greater Sydney Commission
To Members of the New South Wales Parliament
Opinion I have audited the accompanying financial statements of the Greater Sydney Commission (the Commission), which comprise the Statement of Comprehensive Income for the year ended 30 June 2018, the Statement of Financial Position as at 30 June 2018, the Statement of Changes in Equity and the Statement of Cash Flows for the year then ended, notes comprising a Summary of Significant Accounting Policies and other explanatory information.
In my opinion, the financial statements:
• give a true and fair view of the financial position of the Commission as at 30 June 2018, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards
• are in accordance with section 41B of the Public Finance and Audit Act 1983 (PF&A Act) and the Public Finance and Audit Regulation 2015.
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 Financial Statements’ section of my report.
I am independent of the Commission 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’ (APES 110).
I have fulfilled my other ethical responsibilities in accordance with APES 110.
Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by:
• providing that only Parliament, and not the executive government, can remove an Auditor-General
• mandating the Auditor-General as auditor of public sector agencies • 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.
Greater Sydney Commission | Annual Report 2017/18
88 Audited financial statements
Other Information Other information comprises the information included in the Commission’s annual report for the year ended 30 June 2018, other than the financial statements and my Independent Auditor’s Report thereon. The Chief Executive Office of the Commission is responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprise the Statement by the Chief Executive Officer pursuant to section 41C of the PF&A Act.
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.
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 Chief Executive Officer’s Responsibilities for the Financial Statements The Chief Executive Officer is responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the PF&A Act, and for such internal control as the Chief Executive Officer determines 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.
In preparing the financial statements, the Chief Executive Officer is responsible for assessing the Commission’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting except where the Commission will be dissolved by an Act of Parliament or otherwise cease operations.
Auditor’s Responsibilities for the Audit of the Financial Statements 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.
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 financial statements.
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.
Greater Sydney Commission | Annual Report 2017/18
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Greater Sydney Commission | Annual Report 2017/18
Audited financial statements
My opinion does not provide assurance:
• that the Commission carried out its activities effectively, efficiently and economically • about the assumptions used in formulating the budget figures disclosed in the financial
statements • 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.
Reiky Jiang Director, Financial Audit Services
19 September 2018 SYDNEY
90
Greater Sydney Commission Statement by the Chief Executive Officerfor the year ended 30 June 2018
Pursuant to section 41C of the Public Finance and Audit Act 1983, I declare, on behalf of the Greater Sydney
Commission (the Commission) that in my opinion:
(a) The accompanying financial statements have been prepared in accordance with:
• applicable Australian Accounting Standards (which includes Australian Accounting Interpretations);
• the requirements of the Public Finance and Audit Act 1983 and Public Finance and Audit Regulation 2015;
and
• the Financial Reporting Directions published in the Financial Reporting Code for NSW General Government
Sector Entities or issued by the Treasurer.
(b) The statements and notes exhibit a true and fair view of the financial position and transactions of the
Commission; and
(c) There are no circumstances which would render any particulars included in the financial statements to be
misleading or inaccurate.
Sarah Hill Chief Executive Officer
Date: September 2018
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Greater Sydney Commission Statement of comprehensive incomefor the year ended 30 June 2018
Actual Budget* Actual 2018 2018 2017 Notes $'000 $'000 $'000
EXPENSES EXCLUDING LOSSES
Operating expenses
Personnel services ** 3(a) 7,799 14,146 4,114
Other operating expenses ** 3(b) 14,358 5,671 16,576
Depreciation and amortisation 3(c) 57 50 37
Grants and subsidies 3(d) 750 124,000 –
Total expenses excluding losses 22,964 143,867 20,727
REVENUE
Grants and contributions 4(a) 22,515 143,817 17,830
Personnel services revenue 4(b) 328 – 179
Other income 4(c) 98 – 530
Total revenue 22,941 143,817 18,539
Net result (23) (50) (2,188)
OTHER COMPREHENSIVE INCOME
Items that will not be reclassified to net result in subsequent periods
– – –
Total other comprehensive income – – –
TOTAL COMPREHENSIVE INCOME (23) (50) (2,188)
The accompanying notes form part of these financial statements .
*Refer to note 17 (budget review note) for details of budget adjustments made during 2017/18 . **Refer to notes 3(a) & 3(b) for 2017 actual reclassification .
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Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission Statement of financial positionfor the year ended 30 June 2018
Actual Budget Actual 2018 2018 2017 Notes $'000 $'000 $'000
ASSETS
Current assets
Cash and cash equivalents 5 524 – –
Receivables 6 343 – 203
Total current assets 867 – 203
Non-current assets
Plant and equipment 7 100 175 98
Total plant and equipment 100 175 98
Intangible assets 8 112 – 119
Total non-current assets 212 175 217
Total assets 1,079 175 420
LIABILITIES
Current liabilities
Payables 9 2,641 – 2,416
Provisions 10 646 – 192
Total current liabilities 3,287 – 2,608
Non-current liabilities
Provisions 10 3 – –
Total non-current liabilities 3 – –
Total liabilities 3,290 – 2,608
Net assets (2,211) 175 (2,188)
EQUITY
Accumulated funds 1(b) (2,211) 175 (2,188)
Total equity (2,211) 175 (2,188)
The accompanying notes form part of these financial statements .
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Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission Statement of changes in equityfor the year ended 30 June 2018
Total Equity $'000
Balance at 1 July 2017 (2,188)
Net result for the year (23)
Other comprehensive income –
Total comprehensive income for the year (23)
Transactions with owners in their capacity as owners –
Balance at 30 June 2018 (2,211)
Balance at 1 July 2016 –
Net result for the year (2,188)
Other comprehensive income –
Total comprehensive income for the year (2,188)
Transactions with owners in their capacity as owners –
Balance at 30 June 2017 (2,188)
The accompanying notes form part of these financial statements .
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Greater Sydney Commission Statement of cash flowsfor the year ended 30 June 2018
Actual Budget Actual* 2018 2018 2017 Notes $'000 $'000 $'000
CASH FLOWS FROM OPERATING ACTIVITIES
Payments
Personnel services (7,009) (14,146) –
Grants and Subsidies 17 (750) (124,000) –
Other payments (14,278) (5,671) –
Total Payments (22,037) (143,817) –
Receipts
Grants and contributions received 22,515 143,817 –
Other revenue 98 – –
Total Receipts 22,613 143,817 –
NET CASH FLOWS FROM OPERATING ACTIVITIES 11 576 – –
CASH FLOWS FROM INVESTING ACTIVITIES
Purchase of plant and equipment 7 (27) – –
Purchase of Intangible assets 8 (25) – –
NET CASH FLOWS FROM INVESTING ACTIVITIES (52) – –
NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS 524 – –
Opening cash and cash equivalents – – –
CLOSING CASH AND CASH EQUIVALENTS 5 524 – –
The accompanying notes form part of these financial statements .
* Refer note 2: There were no cash balances in the prior year, as the Commission did not maintain a bank account . All the cash transactions were previously managed by the Department of Planning and Environment .
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Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission Notes to the financial statementsfor the year ended 30 June 2018
1. Summary of significant accounting policies
(a) Reporting entity
The Greater Sydney Commission (the Commission)
is a NSW Government entity and is controlled by
the State of New South Wales, which is the ultimate
parent. The Commission is a not-for-profit entity
(as profit is not its principal objective) and it has
no cash generating units. The reporting entity is
consolidated as part of the NSW Total State Sector
Accounts.
These financial statements for the year ended 30
June 2018 have been authorised for issue by the
Chief Executive Officer on 18 September 2018.
(b) Basis of preparation
The Commission’s financial statements are general
purpose financial statements which have been
prepared on an accrual basis and in accordance
with:
• applicable Australian Accounting Standards
(AAS) (which include Australian Accounting
Interpretations);
• the requirements of the Public Finance and Audit
Act 1983 and Public Finance and Audit Regulation
2015; and
• the Financial Reporting Directions issued by the
Treasurer.
Plant and equipment and other financial statement
items are prepared in accordance with the historical
cost convention except where specified otherwise.
Judgements, key assumptions and estimations
management has made are disclosed in the relevant
notes to the financial statements.
These financial statements are prepared on a
going concern basis. The Commission is a budget
dependant Government Agency. The Commission’s
operations are funded from grants receivable from
the Department of Planning and Environment (the
Department) which is the principal Department
in the Planning and Environment cluster. The
Department receives contributions from the
Consolidated Fund as approved under the
Appropriations Act to fund grants payable to the
Commission and other cluster entities.
All amounts are rounded to the nearest one
thousand dollars and are expressed in Australian
currency, which is the entity’s presentation and
functional currency.
(c) Statement of compliance
The financial statements and notes comply with
Australian Accounting Standards (AAS), which
include Australian Accounting Interpretations.
(d) Insurance
The Commission’s insurance activities are
conducted through the NSW Treasury Managed
Fund scheme of self-insurance for Government
entities. The expense (premium) is determined by
the Fund Manager based on past claims experience.
(e) Accounting for the Goods and Services Tax (GST)
Income, expenses and assets are recognised net of
the amount of GST, except that the:
• amount of GST incurred by the Commission
as a purchaser that is not recoverable from the
Australian Taxation Office is recognised as part
of an asset’s cost of acquisition or as part of an
item of expense; and
• receivables and payables are stated with the
amount of GST included.
Cash flows are included in the statement of
cash flows on a gross basis. However, the GST
components of cash flows arising from investing
and financing activities which are recoverable
from, or payable to the Australian Taxation Office
are classified as operating cash flows.
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Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
(f) Comparative Information
Except when an Australian Accounting Standard
permits or requires otherwise, comparative
information is presented in respect of the previous
period for all amounts reported in the financial
statements.
(g) Changes in accounting policy, including new or revised Australian Accounting Standards
i. Effective for the first time in 2017/18
There were no new or revised Australian
Accounting Standards (AAS) effective in
2017/18 impacting these financial statements.
ii. Issued but not yet effective
NSW public sector entities are not permitted
to early adopt new AAS, unless Treasury
determines otherwise.
The following AAS have not been applied and are
not yet effective. NSW Treasury TC 18-01 mandates
agencies not to early adopt any of the following
accounting pronouncements:
• AASB 9 Financial Instruments
• AASB 15, AASB 2014-5, AASB 2015-8 and
2016-3 regarding Revenue from Contracts with
Customers
• AASB 16 Leases
• AASB 1058 Income of Not-for-profit Entities
• AASB 2016-7 Amendments to Australian
Accounting Standards – Deferral of AASB 15 for
Not-for-Profit Entities
• AASB 2016-8 Amendments to Australian
Accounting Standards – Australian
Implementation Guidance for Not-for-Profit
Entities
• AASB2017-5 Amendments to Australian
Accounting Standards – Effective Date of
Amendments to AASB 10 and AASB 128 and
Editorial Corrections
These standards have been assessed for their
possible impact on the financial statements, if
any, in the period of their initial application. The
assessment concluded that AASB 16 Leases and
AASB 1058 Income of Not-for-Profit Entities, both
effective from the 2019/20 financial year may have
some financial impact. Apart from this, the other
new standards are not likely to have any material
impact.
2. Accounting records
From 01 July 2017 the Commission maintains
its own accounting records. Previously these
transactions were maintained within the
accounting records of the Department of Planning
and Environment.
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Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
3. Expenses excluding losses
(a) Personnel services
2018 2017 Notes $'000 $'000
Salaries and wages (including recreation leave)* 6,557 3,316
Superannuation – defined contribution plans 452 338
Long service leave 355 179
Payroll tax and Fringe benefits tax 435 281
7,799 4,114
(b) Other operating expenses
Auditor's remuneration – audit of the financial statements 28 27
Internal auditors remuneration 48 –
Advertising / public relations 9 195
Board remuneration and expenses 1,448 2,091
Office accommodation 616 359
Computer costs 43 132
Contractors* 6,417 7,882
Consultants 110 721
Fees for services 5,047 4,764
Staff training and conferences 72 26
Travel costs 25 12
Minor equipment purchases 4 19
Other 491 348
14,358 16,576
*Cost of secondments to the Commission are reclassified as contractor costs in the current financial year . Hence an amount of $1 .572 million is reclassified in the prior year, from Salaries and wages (including recreation leave) (see note 3(a)) to Contractors (see note 3(b)) .
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
(c) Depreciation and amortisation expense
2018 2017 Notes $'000 $'000
Depreciation – plant and equipment 7 25 19
Amortisation – intangible assets 8 32 18
57 37
Recognition and measurement policies on depreciation and amortisation expenses are disclosed in note 7 and 8 .
(d) Grants and subsidies
Grants and subsidies 750 –
750 –
Grant payments were made in relation to the Parramatta Road Urban Amenity Improvement Program .
4. Revenue
Recognition and measurement
Income is measured at the fair value of the consideration or contribution received or receivable.
Comments regarding the accounting policies for the recognition of income are discussed below.
(a) Grants and contributions
2018 2017 $'000 $'000
Contributions from the Department of Planning and Environment 22,515 17,830
22,515 17,830
Recognition and measurement
Income from grants (other than contribution by owners) is recognised when the Commission obtains control
over the contributions. The Commission is deemed to have assumed control when the grant is received or
receivable.
Contributions are recognised at their fair value. Contributions of services are recognised when and only when a
fair value of those services can be reliably determined, and the services would be purchased if not donated.
(b) Personnel services revenue (Refer note 10)
Long service leave assumed by the Crown Finance Entity 328 179
328 179
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Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
4. Revenue (continued)
(c) Other income
2018 2017 $'000 $'000
Services received free of charge (Refer note 14(c)) 62 521
Other 36 9
98 530
5. Current assets – cash and cash equivalents
Cash at bank or on hand 524 –
524 –
For the purposes of the Statement of cash flows, cash and cash equivalents include cash at bank, cash on hand,
and short-term deposits with a maturity of three months or less, which have an insignificant risk of change in
value, and net of outstanding bank overdraft.
Cash and cash equivalent assets recognised in Statement of financial position are reconciled at the end of the
financial year to the Statement of cash flows as follows:
Cash and cash equivalents (per Statement of financial position) 524 –
Closing cash and cash equivalents (per Statement of cash flows) 524 –
6. Current assets – receivables
GST receivable 294 203
Prepayments 49 –
343 203
Details regarding credit risk, liquidity risk and market risk including financial assets that are either past due or
impaired are disclosed at Note 13.
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
7. Non-current assets – plant and equipment
Plant and equipment
$'000
At 1 July 2017 – fair value
Gross carrying amount 117
Accumulated depreciation (19)
Net carrying amount 98
At 30 June 2018 – fair value
Gross carrying amount 144
Accumulated depreciation (44)
Net carrying amount 100
Reconciliation
A reconciliation of the carrying amount of each class of plant and equipment at the beginning and end of the
current reporting period is set out below:
Year ended 30 June 2018
Net carrying amount at beginning of year 98
Additions 27
Depreciation expense (25)
Net carrying amount at end of year 100
At 1 July 2016 – fair value
Gross carrying amount –
Accumulated depreciation –
Net carrying amount –
At 30 June 2017 – fair value
Gross carrying amount 117
Accumulated depreciation (19)
Net carrying amount 98
Audited financial statements102
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
7. Non-current assets – plant and equipment (continued)
Reconciliation:
A reconciliation of the carrying amount of each class of plant and equipment at the beginning
and end of the previous reporting period is set out below:
Plant and equipment
$'000
Year ended 30 June 2017
Net carrying amount at beginning of year –
Additions 117
Depreciation expense (19)
Net carrying amount at end of year 98
Recognition and measurement
Acquisition of plant and equipment
Property, plant and equipment are initially
measured at cost and subsequently revalued at
fair value less accumulated depreciation and
impairment. Cost is the amount of cash or cash
equivalents paid or the fair value of the other
consideration given to acquire the asset at the
time of its acquisition or construction or, where
applicable, the amount attributed to that asset
when initially recognised in accordance with the
requirements of other AAS.
Fair value is the price that would be received to sell
an asset in an orderly transaction between market
participants at measurement date.
Where payment for an asset is deferred beyond
normal credit terms, its cost is the cash price
equivalent; i.e. deferred payment amount is
effectively discounted over the period of credit.
Assets acquired at no cost, or for nominal
consideration, are initially recognised at their fair
value at the date of acquisition.
Capitalisation thresholds
Plant and equipment and intangible assets costing
$5,000 or (forming part of a network costing more
than $5,000) are capitalised.
Depreciation of plant and equipment
Except for certain non-depreciable assets,
depreciation is provided for on a straight-line basis
so as to write off the depreciable amount of each
asset as it is consumed over its useful life to the
Commission.
All material identifiable components of assets are
depreciated separately over their useful lives.
The following are the depreciation rates:
Leasehold improvements 19.67% to 33.33%
Plant and equipment 20% to 25%
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
Revaluation of plant and equipment
Physical non-current assets are valued in
accordance with the ‘Valuation of Physical Non-
Current Assets at Fair Value’ Policy and Guidelines
Paper (TPP14-01). This policy adopts fair value in
accordance with AASB 13 and AASB 116.
Non-specialised assets with short useful lives are
measured at depreciated historical cost, which
for these assets approximates fair value. The
Commission has assessed that any difference
between fair value and depreciated historical cost is
unlikely to be material.
The residual values, useful lives and methods of
depreciation of plant and equipment are reviewed
at each financial year end.
Impairment of plant and equipment
As a not-for-profit entity with no cash generating
units, impairment under AASB 136 Impairment
of Assets is unlikely to arise. Since plant and
equipment is carried at fair value or an amount that
approximates fair value, impairment can only arise
in rare circumstances such as where the costs of
disposal are material.
The Commission assesses, at each reporting date,
whether there is an indication that an asset may
be impaired. If any indication exists, or when
annual impairment testing for an asset is required,
the Commission estimates the asset’s recoverable
amount. When the carrying amount of an asset
exceeds its recoverable amount, the asset is
considered impaired and is written down to its
recoverable amount.
Specialised assets held for continuing use of their
service capacity are rarely sold and their cost of
disposal is typically negligible. Their recoverable
amount is expected to be materially the same as
fair value, where they are regularly revalued under
AASB 13.
As a not-for-profit entity, an impairment loss
is recognised in the net result to the extent the
impairment loss exceeds the amount in the
revaluation surplus for the class of asset.
After an impairment loss has been recognised,
it is reversed only if there has been a change in
the assumptions used to determine the asset’s
recoverable amount. The reversal is limited so that
the carrying amount of the asset does not exceed
its recoverable amount, nor exceed the carrying
amount that would have been determined, net
of depreciation, had no impairment loss been
recognised for the asset in prior years. Such
reversal is recognised in net result and is treated
as a revaluation increase. However, to the extent
that an impairment loss on the same class of asset
was previously recognised in net result, a reversal
of that impairment loss is also recognised in net
result.
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
8. Non-current assets – intangible assets
Software $'000
At 1 July 2017 – fair value
Gross carrying amount 137
Accumulated amortisation (18)
Net carrying amount 119
At 30 June 2018 – fair value
Gross carrying amount 163
Accumulated amortisation (51)
Net carrying amount 112
Reconciliation
A reconciliation of the carrying amount of the intangible assets at the beginning and end of the current
reporting period is set out below:
Year ended 30 June 2018
Net carrying amount at beginning of year 119
Additions 25
Amortisation expense (32)
Net carrying amount at end of year 112
At 1 July 2016 – fair value
Gross carrying amount –
Accumulated amortisation –
Net carrying amount –
At 30 June 2017 – fair value
Gross carrying amount 137
Accumulated amortisation (18)
Net carrying amount 119
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
Reconciliation:
A reconciliation of the carrying amount of the intangible assets at the beginning and end of the previous
reporting period is set out below:
Software $'000
Year ended 30 June 2017
Net carrying amount at beginning of year –
Additions 137
Amortisation expense (18)
Net carrying amount at end of year 119
Recognition and measurement
The Commission recognises intangible assets
only if it is probable that future economic benefits
will flow to the Commission and the cost of the
asset can be measured reliably. Intangible assets
are measured initially at cost. Where an asset is
acquired at no or nominal cost, the cost is its fair
value as at the date of acquisition. Following initial
recognition, intangible assets are subsequently
measured at fair value only if there is an active
market. If there is no active market for the
Commission’s intangible assets, the assets are
carried at cost less any accumulated amortisation
and impairment losses.
All research costs are expensed. Development costs
are only capitalised when certain criteria are met.
The useful lives of intangible assets are assessed to
be finite.
The Commission’s intangible assets are amortised
using the straight-line method over a period
of 4 years to 5 years appropriate to the future
economic benefit.
The amortisation period and the amortisation
method for an intangible asset with a finite
useful life are reviewed at least at the end of each
reporting period.
Intangible assets are tested for impairment where
an indicator of impairment exists. If the recoverable
amount is less than its carrying amount, the
carrying amount is reduced to recoverable amount
and the reduction is recognised as an impairment
loss.
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
9. Current liabilities – payables
2018 2017 $'000 $'000
Creditors 2,618 2,398
Accrued personnel services 23 18
2,641 2,416
Details regarding credit risk, liquidity risk, and
market risk, including financial assets that are
either past due or impaired, are disclosed in Note 13.
Recognition and measurement
Payables represent liabilities for goods and services
provided to the Commission and other amounts.
Short-term payables with no stated interest rate are
measured at the original invoice amount where the
effect of discounting is immaterial.
Payables are financial liabilities at amortised
cost, initially measured at fair value, net of
directly attributable transaction costs. These are
subsequently measured at amortised cost using
the effective interest method. Gains and losses are
recognised in the net result when the liabilities are
derecognised as well as through the amortisation
process.
10. Current / non-current liabilities – provisions
Current liabilities – provisions
Personnel services – Annual leave 554 157
Personnel services – Employee benefits and related on-costs 92 35
646 192
Non-current liabilities – provisions
Personnel services – Employee benefits and related on-costs 3 –
3 –
Personnel services benefits expected to be settled within 12 months from reporting date
Personnel services – Annual leave 440 125
Personnel services – Employee benefits and related on-costs 55 35
495 160
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
10. Current / non-current liabilities – provisions (continued)
2018 2017 $'000 $'000
Personnel services benefits expected to be settled after 12 months from reporting date
Personnel services – Annual leave 114 32
Personnel services – Employee benefits and related on-costs 40 –
154 32
Aggregate personnel services
Provisions 649 192
Accrued personnel services (Note 9) 23 18
672 210
Recognition and measurement
Personnel Services and related on-costs
Salaries and wages, annual leave and sick leave
Salaries and wages (including non-monetary
benefits) and paid sick leave that are expected
to be settled wholly within 12 months after the
end of the period in which the employees render
the service are recognised and measured at the
undiscounted amounts of the benefits.
Annual leave is not expected to be settled wholly
before twelve months after the end of the annual
reporting period in which the employees render
the related service. As such, it is required to be
measured at present value in accordance with AASB
119 Employee Benefits (although short-cut methods
are permitted). Unused non-vesting sick leave does
not give rise to a liability as it is not considered
probable that sick leave taken in the future will be
greater than the benefits accrued in the future.
Long service leave and superannuation
The Commission’s liabilities for long service leave
and defined benefit superannuation are assumed
by the Crown Entity. The Commission accounts
for the liability as having been extinguished,
resulting in the amount assumed being shown as
part of the non-monetary revenue item described
as ‘Acceptance by the Crown Entity of employee
benefits and other liabilities’.
Long service leave is measured at the present
value of expected future payments to be made in
respect of services provided up to the reporting
date. Consideration is given to certain factors based
on actuarial review, including expected future
wage and salary levels, experience of employee
departures, and periods of service. Expected future
payments are discounted using Commonwealth
government bond rate at the reporting date.
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
10. Current / non-current liabilities – provisions (continued)
The superannuation expense for the financial year
is determined by using the formulae specified in
the Treasurer’s Directions. The expense for certain
superannuation schemes (i.e. Basic Benefit and
First State Super) is calculated as a percentage of
the employees’ salary. For other superannuation
schemes (i.e. State Superannuation Scheme
and State Authorities Superannuation Scheme),
the expense is calculated as a multiple of the
employees’ superannuation contributions.
Consequential on-costs
Consequential costs to employment are recognised
as liabilities and expenses where the employee
benefits to which they relate have been recognised.
This includes outstanding amounts of payroll tax,
workers’ compensation insurance premiums and
fringe benefits tax.
11. Reconciliation of cash flows from operating activities to net result
Reconciliation of cash flows from operating activities to the net result as reported in the Statement
of comprehensive income is as follows:
2018 2017 $'000 $'000
Net cash flows from operating activities 576 –
Depreciation and amortisation (57) (37)
Increase in receivables 140 203
(Increase) in payables (225) (2,416)
(Increase) in provisions (457) (192)
Capital contributions not included in net result – 254
Net result (23) (2,188)
12. Program groups
The Commission is part of the Department
of Planning and Environment program group
“Planning, designing and implementing integrated
regions and communities”, which is aligned to
the State outcome to “Create a strong and vibrant
NSW”.
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
13. Financial instruments
The Commission’s principal financial instruments
are outlined below. These financial instruments
arise directly from the Commission’s operations
or are required to finance the Commission’s
operations. The Commission does not enter into
trade financial instruments, including derivative
financial instruments, for speculative purposes.
The Commission’s main risk arising from financial
instruments are outlined below, together with the
Commission’s objectives, policies and processes for
measuring and managing risk. Further quantitative
and qualitative disclosures are included throughout
these financial statements.
The Chief Executive Officer has overall
responsibility for the establishment and oversight
of risk management and reviews and agrees
policies for managing each of these risks. Risk
management policies are established to identify
and analyse the risks faced by the Commission,
to set risk limits and controls to monitor risks.
Compliance with policies is reviewed by the
Commission on a regular basis.
(a) Financial instrument categories
Carrying amount
Carrying amount
2018 2017 Financial Assets Notes Category $'000 $'000
Class:
Cash and cash equivalents 5 N/A 524 –
Receivables1 6Loans and receivables (at amortised cost)
– –
Financial Liabilities
Class:
Payables2
9Financial liabilities measured at amortised cost
2,641 2,416
1 . Excludes statutory receivables and prepayments (i .e . not within scope of AASB 7) . 2 . Excludes statutory payables and unearned revenue (i .e . not within scope of AASB 7) .
Audited financial statements110
Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
13. Financial instruments (continued)
(b) Derecognition of financial assets and liabilities
A financial asset is derecognised when the
contractual rights to the cash flows from the
financial assets expire; or if the Commission
transfers the financial asset:
• where substantially all the risks and rewards
have been transferred; or
• where the entity has not transferred
substantially all the risks and rewards, if the
Commission has not retained control.
Where the Commission has neither transferred
nor retained substantially all the risks and rewards
or transferred control, the asset continues to be
recognised to the extent of the Commission’s
continuing involvement in the asset. In that case,
the Commission also recognises an associated
liability. The transferred asset and the associated
liability are measured on a basis that reflects the
rights and obligations that the Commission has
retained.
Continuing involvement that takes the form of a
guarantee over the transferred asset is measured
at the lower of the original carrying amount of the
asset and the maximum amount of consideration
that the Commission could be required to repay.
A financial liability is derecognised when the
obligation specified in the contract is discharged
or cancelled or expires. When an existing financial
liability is replaced by another from the same
lender on substantially different terms, or the
terms of an existing liability are substantially
modified, such an exchange or modification
is treated as the derecognition of the original
liability and the recognition of a new liability.
The difference in the respective carrying amounts
is recognised in the net result.
(c) Financial risks
i. Credit risk
Credit risk arises when there is the possibility that
the counterparty will default on their contractual
obligations, resulting in a financial loss to the
Commission. The maximum exposure to credit risk
is generally represented by the carrying amount
of the financial assets (net of any allowance for
impairment).
Credit risk arises from the financial assets of the
Commission, including cash, receivables, and
short-term deposits. No collateral is held by the
Commission. The Commission has not granted any
financial guarantees.
Cash and cash equivalents
Cash comprises cash on hand and bank balances.
ii. Liquidity risk
Liquidity risk is the risk the Commission will be
unable to meet its payment obligations when they
fall due. The Commission continuously manages
risk through monitoring future cash flows from
contributions receivable from NSW Treasury via
the principle Department.
During the current year, there was no defaults of
payments to suppliers. No assets have been pledged
as collateral. The Commission’s exposure to
liquidity risk is deemed insignificant based on prior
period’s data and current assessment of risk.
The liabilities are recognised for amounts due
to be paid in the future for goods and services
received, whether or not invoiced. Amounts owing
to suppliers (which are unsecured) are settled in
accordance with the policy set out in NSW TC 11-12.
For small business suppliers, where terms are not
specified, payment is made not later than 30 days
from the receipt of a correctly rendered invoice.
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Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
For other suppliers, if trade terms are not specified,
payment is made no later than the end of the
month following the month in which an invoice
or a statement is received. For small business
suppliers, where payment is not made within the
specified time period, simple interest must be paid
automatically unless an existing contract specifies
otherwise. For payments to other suppliers, the
Chief Executive Officer of the Commission (or a
person appointed by the Chief Executive Officer
of the Commission) may automatically pay the
supplier simple interest. The rate of interest applied
during the year was 9.72% (2017: 9.78%).
The table below summarises the maturity profile of
the Commission’s financial liabilities, together with
the interest rate exposure.
Maturity Analysis and interest rate exposure of financial liabilities
Interest Rate Exposure $’000
Maturity Dates $’000
Weighted average effective Interest
RateNominal Amount
Fixed Interest
Rate
Variable Interest
Rate
Non-Interest Bearing < 1 year 1 – 5 years > 5 years
2018
Payables N/A 2,641 – – 2,641 2,641 – –
2,641 – – 2,641 2,641 – –
2017
Payables N/A 2,416 – – 2,416 2,416 – –
2,416 – – 2,416 2,416 – –
Notes 1 . The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities based on the earliest date on which the Commission can be required to pay .
Audited financial statements112
Greater Sydney Commission | Annual Report 2017/18
Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
13. Financial instruments (continued)
(c) Financial risks (cont’d)
iii. Interest rate risk
The Commission has no exposure to interest rate
risk as it has no interest-bearing assets or liabilities
subject to interest charges.
(d) Fair value measurement
i. Fair value compared to carrying amount
Fair value is the price that would be received to sell
an asset or paid to transfer a liability in an orderly
transaction between market participants at the
measurement date. The fair value measurement
is based on the presumption that the transaction
to sell the asset or transfer the liability takes place
either in the principal market for the asset or
liability or in the absence of a principal market,
in the most advantageous market for the asset or
liability.
With regard to the Commission, the carrying
amount of the financial assets and liabilities
approximate the fair value.
14. Related party disclosures
(a) Key management personnel compensation
During the year, the Commission incurred
$1.9 million in respect of the key management
personnel services that are provided by the NSW
Department of Planning and Environment.
The key management personnel compensation
excludes the Minister for Planning. Ministerial
compensation is paid by the NSW Legislature, not
the Commission. It also excludes long service leave
and defined benefit superannuation amounts,
which are assumed by the Crown.
The Commission did not provide any non-
monetary benefits to Cabinet Ministers, their close
family members or entities controlled or jointly
controlled thereof during the year.
(b) Transactions with key management personnel
The Commission did not enter into any related
party transactions with key management
personnel, their close family members or entities
controlled or jointly controlled thereof during the
year.
(c) Transactions with government related entities
During the year, the Commission entered into the
following individually significant arm’s length
transactions with other entities that are controlled
by the NSW Government:
• Cluster grant funding received from the NSW
Department of Planning and Environment of
$22.5 million (2017: $17.8 million).
• Personnel service expenses of $7.8 million (2017:
$5.7 million) and Commissioners’ remuneration
of $1.4 million (2017: $2.1 million) were paid to
the Department of Planning and Environment;
of these, $22,554 (2017: $18,105) is recognised as
accrued expense at year end.
• During the year the Commission received
in-kind services valued at $33,000 from
Health Infrastructure and $28,925 from Office
of Environment and Heritage. Compared to
$259,875 from Urban Growth NSW and $260,913
from Sydney Water Corporation during 2016/17.
The Commission also entered into other
transactions with entities that are controlled by
the NSW Government during the year. These
transactions are conducted at arm’s length and
are not individually significant. This includes
services received from the Department of Planning
and Environment, Sydney Water Corporation,
NSW Audit Office, Department of Justice,
Department of Finance, Services and Innovation,
Infrastructure NSW, Transport NSW and other
NSW government entities. These services included
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corporate shared services, audit, procurement
and staff secondments. The Commission had
certain employee benefits assumed by the Crown
Financing Entity.
15. Commitments
The Commission has no lease commitments.
All operating lease commitments have been borne
by the Department of Planning and Environment
on behalf of the Commission.
16. Contingent liabilities / assets
A contingent liability is a possible liability that
arises from past events whose existence will
be confirmed only by the occurrence or non-
occurrence of one or more uncertain future events
not wholly within the control of the Commission.
A contingent asset is the opposite of a contingent
liability.
As at 30 June 2018, the Commission does not have
any contingent liabilities nor contingent assets
(2017: nil).
17. Budget review note
The Commission is a budget dependent general
Government agency which commenced
operations on 27 January 2016. The 2017/18 budget
allocation for the Commission was included in the
Department’s budget allocation.
The Secretary of the Department approved
a budget allocation of $143.9 million for the
Commission for 2017/18 financial year. Out of this
budget, $121.2 million of grant payments relating
to Parramatta Road Urban Amenity Improvement
Program were carried forward to 2018/19 budget
and outer years in order to align the expenditure
budget of the program to latest spend projections.
In addition, $0.9 million was carried forward from
2016/17 to 2017/18. As a result, the revised budget
for 2017/18 was $22.6 million.
18. Events after the reporting period
The Government has announced that the
Commission will be transferred into the
Department of Premier and Cabinet cluster from
01 July 2018.
The Commission is not aware of any after balance
date events, which would have a material impact on
these financial statements.
End of audited financial statements.
Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018
Index
Collaboration Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 19, 46, 50
Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29, 58–63
Directions for a Greater Sydney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 19
District Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6, 7, 17, 31–35, 37, 45
Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21, 31–35, 53
Environmental Planning & Assessment Act 1979 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57–58
Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26, 56–63
Greater Parramatta and the Olympic Peninsula (GPOP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19, 29, 46, 52
Growth Infrastructure Compact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 19, 46, 49, 52
GSC Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10, 25, 26
Greater Sydney Region Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6, 7, 17, 31, 35, 37
Metropolitan Greenspace Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Organisational structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27, 79
Parramatta Road Urban Amenity Improvement Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51
Western Sydney City Deal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6, 7, 46, 48, 52
Greater Sydney Commission | Annual Report 2017/18
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Email: [email protected]: PO Box 257, Parramatta NSW 2124Tel: (02) 8289 6200 or 1800 617 681