City of Newcastle's 2021/2022 Annual Report

Annual Report

Enquiries

For information about this document contact:

City of Newcastle PO Box 489, Newcastle NSW 2300 Phone 4974 2000 newcastle.nsw.gov.au

© 2022 City of Newcastle

City of Newcastle

Acknowledgement of Country

We all sit on Awabakal and Worimi land 'Niirun Yalawa Awabakal dha Worimi burrai' City of Newcastle (CN) acknowledges its Local Government Area (LGA) sits within the Country of the Awabakal and Worimi peoples. We acknowledge that Country for Aboriginal peoples is an interconnected set of ancient relationships. We acknowledge the custodianship of the Awabakal and Worimi peoples and the care and stewardship they have performed in this place since time immemorial.

Always was, always will be Aboriginal land

'Wunyibu wunyibu warra wunyibu wunyibu kuumba Guuri burrai'

City of Newcastle

Overview

City of Newcastle

About our annual report

This report outlines CN’s progress on our Community Strategic Plan (CSP), Newcastle 2030, and achievement of Our Budget 2021/2022.

It also presents CN’s audited financial statements for the year ended 30 June 2022.

The annual report provides an insight into the strategic and key actions delivered in 2021/2022 against each of the city’s 7 strategic directions, demonstrating our commitment to deliver on our 2030 vision.

The report is CN’s primary tool for reporting to our community and stakeholders on service delivery and financial performance.

It is also a vital part of our overall governance framework and our commitment to transparency and accountability.

In addition to meeting our legislative obligations, the objectives of this report are to:

• Communicate our vision and strategic directions to the community

• Instil community confidence in our ability to show strong leadership and deliver on our promises

• Recognise the achievements of our staff and organisation on behalf of the community

• Demonstrate our commitment to good governance as an accountable and transparent local government

• Build confidence and satisfaction in the partnerships being created with other levels of government, community groups, local businesses and industry through key projects and services

• Position CN as an employer of choice.

This will be the final annual report relating to the Newcastle 2030 CSP as CN transitions to Newcastle 2040, adopted in 2022.

A message from our Lord Mayor

The last 12 months have demonstrated, once again, the enduring resilience and strength of spirit embedded within our community.

From the lingering cloud of COVID-19 to the unprecedented wet weather caused by La Niña conditions, our city and our staff have been tried and tested but have risen to the challenges to succeed through adversity.

Together we have found new ways to build our community connections and better ways of responding to these uncertain times.

We expanded our Community and Economic Resilience Package by investing at least $10 million in the local economy to help combat the economic and social impacts of the lockdown in August 2021 in response to the COVID-19 Delta strain. This package built on last year’s $5.5 million investment, providing targeted responses for our community, and raising confidence in the city’s ability to rebound from the impacts of COVID-19, while also helping to create more than 100 new jobs in the LGA and increase total economic output by more than $27 million.

Community was also at the heart of several long-term strategies and visions adopted by the Council in the past 12 months, which will help provide the framework for Newcastle as a liveable, sustainable, and inclusive global city.

The Disability Inclusion Action Plan 2022–2026 (DIAP) was unanimously adopted by the elected Council in February 2022. The DIAP acts as a roadmap to guide CN’s actions and establish strategies to ensure we create an inclusive community for all people who live, visit and work in Newcastle.

In April 2022 Council also endorsed Newcastle’s new Community Strategic Plan, Newcastle 2040, which provides an ambitious long-term vision for Newcastle. Shaped by more than 5,000 community members as part of extensive community consultation undertaken over 12 months, Newcastle 2040 reflects the community’s values and vision for Newcastle, and will guide CN’s planning, projects, and policies in future years.

The shared vision in Newcastle 2040 also includes a renewed commitment to the United Nations’ Sustainable Development Goals, the macro blueprint for peace and prosperity that will continue to be championed by CN at a local level.

In line with the previous year’s record investment, we delivered a $100.6 million capital works program, investing in projects across Newcastle that are fundamental to enhancing the way our communities work and live, as well as ensuring we continue to be an attractive destination for visitors and investment.

In light of the challenges presented by the pandemic and the La Niña weather conditions, delivering these projects during the past 12 months has required an immense effort from CN staff and members of the community who play an active role in our projects throughout the public consultation process, and is an achievement to be congratulated.

Key projects delivered in the last 12 months include:

• Local Centre renewals at:

James Street Plaza, Hamilton

- Joslin Street, Kotara

- Llewellyn Street, Merewether

- Shortland

- Mitchell Street, Stockton

• East End Village Hunter Street Sub-Stage 1

• National Park basketball courts

• Watkins Street cycleway, The Junction to Merewether

• Dixon Park Surf Club upgrade

• Yangan Drive, Beresfield, road reconstruction

• Barrie Crescent, Stockton, protection structures

• Street and park tree replacement program

• Playground upgrades at Minmi Reserve, Kotara Park, and McCauley Park in Tarro

• No.1 Sportsground redevelopment.

We began work on several major projects, including the long-awaited revitalisation of the Newcastle Ocean Baths, which kicked off with Stage 1 works to improve the safety, water quality and accessibility of the much-loved community facility. The $14.5 million first phase will focus on the pools, lower promenade and pumping system, addressing key issues identified through detailed community engagement and engineering advice.

In January, Newcastle Art Gallery closed its doors to allow for its long-awaited $40 million expansion to commence following the announcement of a $10

million grant from the Commonwealth and NSW Governments. The project will deliver an additional 1,600 m2 of exhibition space with dedicated areas for the Gallery’s significant $126 million collection on the lower level, while the upper level will cater for a variety of temporary exhibitions showcasing local, national, and international artists. In addition, the project includes a new café and retail shop, multi-purpose and educational program space, and a secure international standard loading dock, extending the building’s footprint east along Darby Street and Queen Street.

We also kicked off 2022 with a newly elected Council following the local government elections on 4 December 2021.

I’d like to thank Novocastrians for their trust and support upon my re-election as the Lord Mayor. It is an honour and a privilege to serve our local community in this important role. Seven new Councillors and 5 returning Councillors joined me to form the new 13-person Council, which includes 9 women for the first time in the city’s 220-year history, and I look forward to us working in collaboration and leadership to continue transforming our city to make Newcastle an even better place to live.

A message from our Chief Executive Officer

If there has been one constant the past few years, it has been adversity. If a global pandemic wasn’t enough to test us, we’ve also survived record rainfall, an almost 3-month lockdown of our city, a shutdown of our local airport, 2 devastating inner-city fires, a brief recession and now rapid inflation and interest rates.

Yet through it all, local government has stood tall. In Newcastle, people turned to our Council and our staff to provide facilities and services to help them survive the pandemic, whether it be our walkways, our beaches, our parks or our sporting fields.

As dry as it may sound, this support for our community is only possible through years of prudent financial management at CN. Fortunately – and despite a $10 million stimulus package in August 2021, when it became clear that our city was about to encounter a second and more deadly wave of COVID-19 – we have been able to deliver an operating surplus of $4.6 million, including capital grants and contributions.

The Adopted Budget for 2021/2022 was, in some ways, a more difficult one to deliver than last year’s COVID-19 stimulus budget. Many parts of our city have returned to normal, which means expenses have returned to pre-pandemic levels. However, the impacts of COVID-19 on our community have continued, and supply and cost issues remain.

Despite these challenges, CN continues to employ approximately 1,300 staff, making us one of not just the city’s but the region’s largest employers. We continue to invest in construction of new infrastructure projects at a record level and to improve the liveability of our city.

Significant levels of residential and commercial development also continue to unfold across our city, which is critical for the local economy, the local construction industry and local employment, especially among our younger people.

During the last 12 months, $1.85 billion in new development was assessed by CN, with more than 1,650 Development Applications determined in addition to state significant developments. Remarkably, this is an increase of more than 25% on the period immediately before the pandemic struck in early 2020.

Despite the assessment pressures that come with this development activity, CN’s Planning team has remained committed to improving and streamlining the DA pathway for applicants, with the number of DAs pending assessment reduced by 35%, while DA assessment times have also reduced by a third from 60 to 40 days.

In 2020, CN commenced work on a project called the Customer Experience Strategy. It means winning back the trust of our customers, not by saying yes, but by responding quickly and honestly; delivering bad news empathetically; and trying to solve a problem rather than being a part of it. Customer satisfaction has risen by 15% in response to this committed effort by our staff, while the number of complaints has fallen by 15%.

Working with the community is at the heart of what we do. This year, councillors unanimously voted to adopt the new Community Strategic Plan, Newcastle 2040, which provides the basis for the ongoing alignment of CN’s decision-making processes, strategies and activities with the vision of the Newcastle community. Priorities and objectives in Newcastle 2040 focus on 4 key themes: Liveable Newcastle, Sustainable Newcastle, Creative Newcastle and Achieving Together.

Council also adopted CN’s action plan for achieving Newcastle 2040: Delivering Newcastle 2040 and Resourcing Newcastle 2040 – our commitment to our community, action plan and roadmap for how we will implement and resource our community’s vision. In addition, CN has realigned our organisation structure to ensure that these themes form the basis for everything we do.

Everything that was achieved during 2021/2022 was done off the backs of many: our staff, our ratepayers, our community and sporting groups, our volunteers and our councillors. I look forward to building further on the new ways of working that have made us a city able to respond to uncertain times.

Newcastle is a vibrant, character-filled city that has maintained supportive relationships throughout the adversities we have faced. As we move toward Newcastle 2040, the one constant is that our city will continue to grow and develop, while remaining a truly amazing place to call home.

Our planning and reporting framework

CN’s Integrated Planning and Reporting (IPR) framework underpins our CSP, Newcastle 2030

The CSP is delivered through 7 strategic directions, and this annual report evaluates and reports what we have achieved in these areas during 2021/2022.

The IPR framework outlined below demonstrates how our vision and long-term plans, including financial, asset and workforce management plans, inform our strategic directions and deliverables each year. Deliverables are outlined in the annual operational plan (Our Budget 2021/2022), which connects actions to budgets. Quarterly reporting against the operational plan ensures progress is monitored and challenges are responded to in a timely manner.

In April 2022, CN adopted our new CSP, Newcastle 2040, which has 4 new strategic directions: Liveable, Sustainable, Creative and Achieving Together. This annual report is the last to evaluate against the Newcastle 2030 CSP and its 7 strategic directions. The IPR framework below reflects the new suite of documents aligning to Newcastle 2040

Our

and

directions

Newcastle 2030 achievements

Act s 428(2)

Below is a summary of CN’s achievements implementing Newcastle 2030 over the previous 4 years. For more information on our achievements from 2017 to 2021, see our End of Term Report (EoTR)

Integrated and Accessible Transport

• Cycling Plan adopted in 2021

• Cycling education campaign 2021

• Parking Plan adopted in 2021

• EasyPark parking app launched in 2018

• Tyrrell Street Bridge completed in 2020

• Newcastle Light Rail launched in 2019

Protected Environment

• Summerhill Waste Management Centre – Landfill Cell Construction: Cell 9, Stage 2

• 5MW solar farm built in 2019

• Creek restorations rehabilitating 1,029 metres of urban watercourse

• Stockton Coastal Management Program developed in 2020

• Climate Action Plan 2020–2025 adopted in 2020

• Stormwater systems investment

Vibrant, Safe and Active Public Places

• Fort Scratchley – raising of the flags

• New Annual Festival

• Off-leash dog parks

• Newcastle City Hall restoration

• Celebrated 90 years of Civic Theatre and City Hall

• Guraki Aboriginal Committee celebrated reconciliation efforts over 20 years

• New playgrounds completed: - Inclusive playground at Stevenson Park, Mayfield West

- Brickworks Park, Wallsend playground

- Rankin Park playground

- New community basketball courts in Newcastle West

- Stockton Active Hub

• Digital Library opened in 2020

• Strategic Sports Plan adopted in 2020 City

Inclusive Community

• Dual-naming signage for 8 Aboriginal dual-named landforms

• Count Us In Festival held in 2019 and 2021

• Accessible website improvements

• Improved access to our beaches

• Diversity and inclusion celebrated at Storytime

Liveable Built Environment

• Creation of 2 new heritage conservation areas: Glebe Road Federation Cottages

- Hamilton Residential Precinct

• Repurposed Civic Railway Station to become new Visitor Information Centre

• West End Stage 2 Public Domain Plan commenced

• Wickham Masterplan adopted in 2020

• Local Housing Strategy adopted in 2020

• Local Centres Infrastructure Renewal Program commenced in 2016

• Newcastle Art Gallery expansion funding secured

• Local Strategic Planning Statement adopted in 2020

Overall action achievement

On track | 602 | 94%

Monitor | 21 | 4%

Off track | 18 | 2%

Overall indicator achievement

Towards | 34 | 76%

Stable | 5 | 11%

No data | 2 | 4%

Away | 4 | 9%

Smart and Innovative

• Tourism Product Development Mentoring Program developed

• Economic Development Strategy adopted in 2021

• Community Economic Resilience Package to help Newcastle during COVID-19 adopted in 2020 and re-initiated again in 2021

• Award-winning 1x4 exhibition held at Newcastle Museum in 2020

• What’s On website launched in 2021

• Remote workforce continued to adapt and flexibly provide services during COVID-19

• Newcastle Destination Management Plan adopted in 2021

Open and Collaborative Leadership

• Financial Planning achieved financial sustainability

• Advisory committee framework aligned with CSP

• Expanded engagement program to integrate engagement into project planning

• CN Administration Centre relocated to 12 Stewart Avenue, enabling a collaborative and flexible workforce

• Unified corporate brand developed

• Digitisation of manual service requests for bins

• Customer Service Centre web chat introduced

Key strategies and plans we developed:

Aboriginal Employment Strategy 2021

Climate Action Plan 2021-2025

Customer Experience Strategy 2020-2025

Cycling Plan 2021-2030

Destination Management Plan 2021-2025

Dogs in Open Space Plan 2019

Economic Development Strategy 2021-2030

Heritage Strategy 2020-2030

Library Strategy 2019-2029

To

Local Housing Strategy 2020-2040

Local Strategic Planning Statement 2020-2040

Newcastle After Dark 2018-2022

Parking Plan 2021-2030

Reconciliation Action Plan 2021-2024

Smart City Strategy 2017-2021

Stockton Coastal Management Plan 2020

Strategic Sports Plan 2020-2030

Newcastle

Our global commitment

Sustainable Development Goals

In September 2015, Australia was one of 193 countries to commit to the United Nations Sustainable Development Goals (SDGs). These goals provide a global roadmap for all countries to work towards a better world for current and future generations. We are committed to contributing to their achievement and have adopted the SDGs and New Urban Agenda as cornerstones for our planning.

The COVID-19 pandemic heavily impacted progress on achieving these goals around the world.

During the 2021/2022 financial year, CN renewed action towards the SDGs, considering and responding to the effects of COVID-19 on our community and beyond. We have now embedded the SDGs throughout Newcastle 2040 to ensure action across CN moving forward.

In December 2021, we produced our first Communication on Engagement for publication on the UN Global Compact website, including a statement of continued support for the UN Global Compact and its 10 principles, and a measurement of outcomes.

Below are some other key initiatives undertaken by CN during the 2021/2022 financial year that supported progress in the achievement of the SDGs.

SUSTAINABLE CITIES AND COMMUNITIES CLIMATE ACTION PARTNERSHIPS FOR THE GOALS

Goal 11. Make cities and human settlements inclusive, safe, resilient and sustainable

We are working with cities around the world to be more responsive to emerging priorities.

We are one of 11 cities that took part in the Cities Challenge run by the University of Melbourne and the Banksia Foundation.

We are connecting with business and academics and using our connections with all levels of government to take action.

We are building out our capacity to ensure closer monitoring of SDG 11.

Our outcomes include transparency, commitment, accountability and monitoring progress to achieve the SDG targets in our local context.

Goal 13. Take urgent action to combat climate change and its impacts

We have a significant role to play in the region as a city leader, and we are building on our legacy of action in this space.

We were the first local government in NSW to switch over to 100% renewable energy. This will benefit the environment, as well as CN financially, over the coming decades.

Our Climate Action Plan sets a clear path forward for the organisation, the community and the city as a whole to reduce emissions.

We continue to manage our solar farm, install solar on our assets, and promote electric vehicles (EV) through purchasing EV for our pool cars.

We continue to better understand and share the climate risk to our natural and urban assets and work to build climate-resilient areas.

Consultation has begun on our new Environment Strategy

Goal 17. Strengthen the means of implementation and revitalise the Global Partnership for Sustainable Development

We work top down and bottom up.

We chair the SDG High Level Collaborative and have renewed commitment of the group.

We were a founding member of the SDG Hunter Region Task Force.

We are contributing to a regional set of indicators for SDG progress across the Hunter.

We will advocate for action in our region and continue to support, encourage and collaborate with businesses, educational institutions, other local governments, community organisations and the community.

What we did in 2021/2022

Capital investment

The capital works program has seen $100.6 million invested in projects across the Newcastle LGA in the past 12 months. This is in line with the previous year’s record investment.

This program of works continues to enhance our city now and into the future, ensuring Newcastle remains a wonderful place to live, work and visit.

Key projects delivered in 2021/2022 include:

• Local Centre renewals:

- James Street Plaza, Hamilton $881,000

Shortland $779,000

Mitchell Street, Stockton $4.2 million

• East End Hunter Street Sub-Stage 1 $7.3 million

• National Park Basketball Courts $1.1 million

• Watkins Street Cycleway, The Junction to Merewether $3.6 million

• Dixon Park Surf Club upgrade $1 million

• Yangan Drive Beresfield, road reconstruction $2.7 million

• Barrie Crescent Stockton, protection structures $4.6 million

• Street and park tree replacement program $1.4 million

• National Park Number 1, redevelopment $8.6 million

The delivery of our $100 million capital works program over the past 12 months is a great achievement for our organisation and the community, especially considering the additional challenges of COVID-19 and the number of weather-affected days during the year. It is a result that deserves to be celebrated.

Here is a closer look at some of our major projects:

New local centres for Stockton and Shortland

CN delivered close to $4 million in upgrades of Mitchell Street, Stockton; Shortland Local Centre; and James Street Plaza, Hamilton, creating safe, revitalised and attractive spaces for the community to shop and enjoy.

The upgrades include new street furniture and landscaping alongside a range of pedestrian safety improvements, upgraded footpaths and stormwater improvements.

These projects were delivered as part of CN’s Local Centres Program, which is delivering upgrades to suburban centres across our city. Projects underway and upcoming for 2022/2023 include Orchardtown Road, New Lambton and continuing works on the next stage of the Wallsend Local Centre.

New playgrounds for the city

We continued to renew playgrounds across the city as part of CN’s annual playground improvement program.

Playgrounds delivered this year include:

• Gross Street Reserve, Tighes Hill

• Wallsend Pool Playground

• Mayfield Pool Playground

• McCauley Park, Tarro

• McInnes Street, Minmi

• Bernborough Reserve, Maryland

• Kotara Park, Kotara.

Newcastle has 125 playgrounds across the LGA and has an ongoing program of upgrading and renewing ageing facilities.

The Western Corridor Active Hub is nearing completion at Wallsend and will provide the community with expanded play space, multi-sports courts, fitness stations, pump track, climbing wall, seating and shelter.

Road reconstruction projects

CN delivered $6.8 million in road rehabilitation projects and a further $6 million was spent on road resurfacing.

Road rehabilitation projects delivered this year include:

• Yangan Drive, Beresfieldroad reconstruction

• Rosemont Street, Adamstown Heights - road renewal

• Allowah Street, Waratahpartial retaining wall, new road pavement construction, stormwater drainage, kerb and gutter and associated footpath

• Croudace Road, Elermore Vale - Garsdale Avenue to Cardiff Road - subsoil drainage

• Boundary Street, Kotararoad reconstruction

• Enterprise Drive, Beresfieldroad reconstruction.

Highlights

Integrated and Accessible Transport

New cycleways

CN finalised a 1.1km shared path along Watkins Street, Merewether, linking Glebe Road, The Junction, with Merewether Beach. The 2.5m-wide shared path is the first stage of the City Centre to Merewether Cycleway project. It features new and upgraded crossings, making it safer for pedestrians and cyclists, and upgrades to drainage.

New Local Centres for Stockton, Shortland and Hamilton

CN delivered close to $4 million for the upgrade of Mitchell Street, Stockton; Shortland Local Centre; and James Street Plaza, Hamilton, creating safe, revitalised and attractive spaces for the community to shop and enjoy. The upgrades included new street furniture and landscaping, pedestrian safety improvements and upgraded footpaths, and stormwater improvements.

East End revitalisation – first phase

The long-term revitalisation of the Hunter Street Mall is a significant step closer, with work being finalised on the first stage of the East End Village project. The $5 million first stage has seen new paving, service upgrades, street furniture, and increased ground cover and trees on Hunter Street at the block bound by Wolfe and Perkins Streets, and includes significant upgrades to stormwater and drainage, cycleways and footpaths.

New Lambton Local Centre

A new footpath connecting Blackbutt Village in New Lambton to Blackbutt’s Richley Reserve along Freyberg Street has been completed as part of a $3.7 million upgrade of the popular Local Centre. Construction is scheduled for overall completion in early 2024. The upgrade has been supported with a $0.6 million grant from the NSW Government under Round 7 of the Resources for Regions program.

Protected Environment

Improving our paperlite business

CN is part of the PrintReleaf program, which offsets the pages printed by CN to plant trees and reforest areas. This initiative aligns with CN’s Climate Action Plan and provides benefit back to the community. Since joining the program in October 2020, we have had 360 trees planted on our behalf to offset the pages that CN employees printed during that 12-month period.

Electric future

CN’s transition to a zero-emissions fleet is powering forward with the unveiling of its first electric truck. The medium rigid Hino truck is the only one of its kind in Newcastle and will replace a diesel vehicle currently being used by CN’s Parks and Recreation team, reducing CN’s carbon emissions by more than 20 tonnes each year.

Street tree planting

CN planted a total of 1,959 street and park trees. The community joined with CN in celebration of National Tree Day by planting 6,000 native grasses, groundcovers, shrubs and trees in Mayfield East to restore Newcastle’s urban ecosystems. Our Local Centres and capital works projects have installed over 200 street trees in conjunction with native understorey plantings, which will ensure the health and vitality of our trees and our neighbourhood hubs.

Stockton Beach nourishment

Several studies have been completed in the past 12 months to identify sources of sand to maintain the health of the beach. Sand placement is progressing, with engineering placement plans and an environmental assessment in progress and due to be completed by the end of 2022.

Stormwater improvements

CN delivered the 2021/2022 Flood Program, including multiple monitoring, investigation and interagency collaboration projects. Some key highlights include:

• Continuation of the Throsby, Styx and Cottage Creek Flood Study Update

• Ongoing delivery of citywide LGA flash flood alert system

• Continuation of Low Lying Land Strategy

• Flood safety community education undertaken in partnership with the SES

• Continuation of the Hunter River house pad cumulative infill study.

200 m urban creek re-naturalised 118,157 native plants in the ground

38,000 m2 of native revegetation delivered 1,959 street and park trees planted

Received and completed 7,500 tree maintenance activities 3,146 hours of Landcare volunteering 68.8 hectares of bushland regeneration activity delivered

Vibrant, Safe and Active Public Places

Autumn Alive

Autumn Alive was a month-long series of night-time activations leveraging the unique elements of the Newcastle CBD: our cultural institutions, night-time offerings, quality public domains and boutique makers and traders.

It focused on a series of anchor events across the city’s cultural spine, with an outdoor cinema at Museum Park, an alfresco dining experience in Wheeler Place and activations along Hunter Street and Pacific Park.

The program involved 127 events and activations and was successful in attracting visitors, with Autumn Alive being the sole reason for visitation for over 70% of surveyed attendees.

New playgrounds at our local pools

Two new playgrounds have been constructed at Mayfield and Wallsend Swimming Centres. Both playgrounds feature a variety of equipment, including swings and climbing frames.

New basketball courts

More than $10 million is being invested into facility upgrades at National Park, Newcastle’s largest recreational reserve, with 4 new basketball courts the latest project to be completed.

The 30 competition netball courts at National Park were upgraded as part of a project being funded by Newcastle Netball Association and delivered with support from CN.

No.1 Sportsground makeover – stage 1

The makeover includes a rebuilt playing surface with increased playing field size to achieve the standard required for first grade AFL and elite cricket matches, lighting upgrade to enable evening fixtures, a new sub-soil irrigation and drainage system, new player dugout benches, construction of 7 new cricket wickets, new sight screens, new oval perimeter fencing and additional bleacher seating to almost double seating from 400 to 790.

Inclusive Community

Disability Inclusion Action Plan 2022-2026

CN has reaffirmed its commitment to ensuring Newcastle is an inclusive community for all via an updated Disability Inclusion Action Plan 2022-2026 (DIAP). It is estimated that 30,000 Novocastrians are living with a disability and the DIAP acts as a roadmap to guide CN’s actions. The DIAP was prepared in 2021/2022 and unanimously adopted by the elected Council in February 2022. To read more about our progress in implementing the DIAP, see page 128.

Newcastle Art Gallery exhibition receives national recognition

A Newcastle Art Gallery exhibition that showcased works of art never before seen outside of the Torres Strait was announced as the winner of the Promoting Indigenous Recognition Award at the National Local Government Awards. Newcastle Art Gallery’s WARWAR: The Art of Torres Strait, exhibition focused on Torres Strait Islander (TSI) culture and its launch coincided with the raising of the TSI flag at City Hall for the first time in the building’s 92-year history.

Women elected to Council

Nine women were elected to Council at the local government election held on 4 December 2021, for the first time in Newcastle’s 220-year history, with Cr Nuatali Nelmes re-elected as Lord Mayor for a third consecutive term.

Technology makes Lambton Library more accessible

The humble library card has been transformed into an after-hours key allowing access to Lambton Library for the city’s more than 100,000 library members. The library reopened in March following an extensive renovation that has delivered modern and accessible facilities while also returning the building’s original heritage character to the front façade. The OPEN+ technology enables members to use their library membership number and barcode to access Lambton Library and an onsite CCTV system maintains the safety of patrons during accessible hours.

Liveable Built Environment

James Street Plaza, Hamilton

The transformation of James Street Plaza, Hamilton was completed after 4 months of construction.

The rich history of Hamilton is reflected in artworks in the renewed plaza, informed by the research of local historian Ruth Cotton, author of Hidden Hamilton, and through collaboration with Newcastle Museum.

Innovative cultural change and city planning excellence

CN’s innovative approach to cultural change and city planning has been recognised at the Local Government NSW Planning Awards (LGNSW) and the 2021 Planning Institute Australia (PIA) NSW Awards for Planning Excellence.

CN’s Regulatory, Planning and Assessment team was awarded a ‘Special Acknowledgement’ by LGNSW in the ‘Cultural Change Innovation and Excellence’ category for significantly reducing Development Application processing times to achieve quality urban design outcomes, while improving the customer experience. Bathers Way was also recognised with a Highly Commended Award at the PIA Planning Awards for the ‘Great Place’ category, nominated by CN. The winner was The Station, which was nominated by Hunter and Central Coast Development Corporation.

Smart and Innovative

Future Innovators Summit

The Future Innovators Summit (FIS) was held in Newcastle and for the first time in Australia in December 2021, following CN’s investment in the art/science event. The FIS is part of an international series presented by Ars Electronica with collaborating cities around the world and was held in conjunction with related activities delivered through the University of Newcastle’s FASTlab and local art technology studio Art Thinking.

Raingardens keep waterways clean

CN is leading the trial and implementation of a new sustainable technology that improves cleanliness of stormwater runoff through an innovative filtration system used in raingardens. Raingardens are small garden beds located along the street, featuring soil and plants that slow down and filter pollution in stormwater so it doesn’t harm waterways and beaches.

NewSkills program

A new small business incubator program offered 15 Novocastrians the chance to take their business ideas to the next level. Delivered as part of CN’s NewSkills training program, the intensive 12-week Side Hustle Bootcamp provided entrepreneurs with the opportunity to gain insight and develop their ideas into a viable business.

Lean In Newy

CN developed the Lean In Newy (LIN) app as part of the COVID-19 Recovery Package in April 2020. LIN was launched in June 2020, at the height of COVID-19 restrictions, with the objective of providing an economic stimulus direct to small business in times of COVID-19-related financial hardship. The app was designed around local community members undertaking challenges, with users then earning points that could be redeemed directly through vouchers at local businesses and charities.

Open and Collaborative Leadership

Newcastle recognised for innovative approach to economic development

CN’s innovative approach to talent attraction and economic development was recognised at the 2021 National Economic Development Awards for Excellence. The recently adopted Economic Development Strategy was shortlisted as a finalist in the ‘Strategic Thinking’ category for its transformative and innovative vision and leadership towards economic development over the coming decade. The talent attraction and relocation program New Move was also shortlisted as a finalist in the marketing category for its novel ‘10,000 Reasons’ promotional campaign to incentivise 30 skilled, community-minded individuals to relocate to Newcastle with a $10,000 grant.

Creating employment opportunities

CN welcomed 12 trainees, apprentices and graduates, creating employment opportunities for Newcastle’s young people as part of its response to COVID-19. CN will begin recruiting for its annual intake of early career positions, with roles available across a range of sectors including business services, customer service, greenkeeping, horticulture, conservation, metal fabrication, carpentry, civil construction and human resources.

A new vision - Newcastle 2040

Over a 12-month period, we engaged with more than 5,440 people to develop the CSP, Newcastle 2040. In April 2022, CN adopted the plan, which will guide the work we do until 2040. It will define our vision for Newcastle and highlight our key themes and priorities, flowing into our strategies and aligning throughout our planning and deliverable actions.

City of Newcastle

Future plans

Newcastle Art Gallery expansion

The Newcastle Art Gallery closed its doors in January 2022 to allow for its long-awaited $40 million expansion project to occur. The project will deliver an additional 1,600m2 of exhibition space with dedicated areas for the Gallery’s significant collection on the lower level, while the upper level will

Final stage of East End revitalisation

cater for a variety of temporary exhibitions, showcasing local, national and international artists. The project includes a new café and retail shop, a multi-purpose and educational program space, and a secure international standard loading dock.

CN, together with Iris Capital, has unveiled the winning designs of an architectural design competition to complete the $880 million redevelopment of its award-winning East End development.

The winning design features 235 dwellings across 5 buildings, as well as 1,731m2 of retail floorspace and approximately 300 parking spaces, with an estimated overall construction cost in excess of $150 million. A Development Application for the site will be lodged by Iris Capital by the end of 2022.

National Park redevelopment - No.1 Sportsground makeover – stage 2

A proposed major refurbishment of Newcastle’s No.1 Sportsground grandstand will transform the facility into a modern venue able to cater for the needs of local, regional and elite-level sporting fixtures.

CN has applied for a $5 million grant from the NSW Government to complete the project, which will increase the footprint of the existing grandstand with a two-storey addition at the rear of the building to provide upgraded amenities for players, officials and spectators.

Stage 1 works included increasing the size of the playing field to achieve the minimum standard required for a first grade AFL match, constructing 7 new cricket wickets and rebuilding the entire playing surface with a new sub-soil irrigation and drainage system.

The installation of 6 new 40-metre light poles has upgraded the lighting to 750 lux, with increased electrical conduit to allow for a further increase in lux level if required for televised night-time fixtures. New sight screens, player dugout benches and oval fencing will also improve the playing experience.

Bathers Way, South Newcastle Beach

Bathers Way, South Newcastle is the stretch of Bathers Way from Shortland Esplanade to King Edward Park, also known as the Newcastle Beach Community Infrastructure Renewal Project. The project is part of CN’s Coastal Revitalisation Program and is part funded by a $5 million grant from the NSW Government’s Restart NSW Resources for Regions program.

The project is designed to cater for a broad range of users by providing a wider accessible shared path, new kiosk and exercise equipment, a skate bowl and terrain park, improved beach access and accessible amenities, and places to sit and enjoy the views.

The wheelchair-accessible skate bowl and terrain park will complement the advanced-level facilities at Empire Park and have been designed to both withstand coastal impacts and minimise impacts to the surrounding environment.

Features of Bathers Way, South Newcastle will include:

• Construction of the Bathers Way shared path from Shortland Esplanade to King Edward Park

• Improved access to South Newcastle Beach and King Edward Park

• Parking, landscaping, lighting and accessibility improvements

• New fitness equipment, shade, seating and viewing areas

• New café/kiosk and accessible amenities. The Newcastle Coastal Revitalisation Master Plan and the Bathers Way Public Domain Plan project at South Newcastle is expected to be completed early in 2023.

• New skatepark and bowl

Newcastle Ocean Baths upgrade

The long-awaited revitalisation of the Newcastle Ocean Baths commenced in 2022 with Stage One works to improve the safety, water quality and accessibility of the much-loved community facility. The $14.5 million first phase will focus on the pools,

lower promenade and pumping system, addressing key issues identified through detailed community engagement and engineering advice. The Ocean Baths will be closed for the duration of the work, which is expected to be completed by mid-2023.

Orchardtown Road, New Lambton Local Centre upgrade

The upgrade of the popular local business centre is being delivered in 5 phases for a total duration of 20 months. Phases 1 and 2 have been completed; Phase 3 began in early August 2022 and is scheduled for completion by the end of this year. Phases 4 and 5 will be completed during 2023.

Western Corridor Active Hub

Wallsend will soon be home to a new $2 million recreation facility, with construction on the city’s second Active Hub to be completed by the end of 2022. Wallsend Active Hub will transform Federal Park into a vibrant hive of active recreation opportunities including a new play space featuring equipment for a variety of ages, pump track for bikes, scooters and skateboards, multi-sports courts allowing for basketball and futsal, rebound wall, climbing wall and fitness stations. Wallsend Active Hub will cater for community members with accessibility requirements, with a new connecting pathway and an all-abilities spinning carousel in the play space. A barbecue area and toilets will also be delivered as part of Phase 2 in 2023.

Foreshore Park

Foreshore Park will become home to the city’s largest playground under a draft masterplan for Newcastle’s iconic harbourside precinct. The flagship Livvi’s Place inclusive regional playground and waterplay area is designed to create new connections between the city and the harbour’s edge around Foreshore Park and along the Joy Cummings Promenade. The fully fenced space will feature a distinctly Newcastle character and include junior and toddler areas, water-based play, an industrial-themed elevated playground structure, maritime-inspired swing sets, accessible flying fox and natured-based play areas,

connected via a series of accessible paths, seating, gardens and lawns.

It will be developed in collaboration with Variety, the Children’s Charity, who have provided $50,000 towards the design phase of the playground. CN has also secured more than $1 million from the NSW Government to assist with its construction, including $730,000 from 2 rounds of the Newcastle Port Community Contribution Fund and $300,000 from Everyone Can Play and the NSW Department of Planning, Industry and Environment.

Our path to reconciliation

CN acknowledges Aboriginal and Torres Strait Islander peoples as the Traditional Custodians of the land on which we live and work.

We understand the importance and significance of embracing reconciliation, fostering mutual respect, knowledge and understanding, and strengthening and maintaining relationships with the local Aboriginal and Torres Strait Islander community. CN is committed to reconciliation; we know our community is thriving where reconciliation is embraced, diversity is valued, and everyone can contribute and belong.

With the guidance of the internal Reconciliation Action Plan (RAP) Working Group, CN has delivered many Aboriginal and Torres Strait Islander events and programs. Programs, projects and events included:

WARWAR: The Art of Torres Strait exhibition at the Art Gallery

The Art of Torres Strait was the most significant First Nations exhibition project in Newcastle Art Gallery’s 64-year history, curated by First Nations artist/curator Brian Robinson and featuring 64 First Nations artists. The Art of Torres Strait won multiple categories at the Museums Australasia Multimedia and Publication Design Awards (Australian Museums and Galleries Association) and IMAGine awards (Museums and Galleries NSW). Despite the impact of the pandemic, during its 64-day run, 14,959 people visited WARWAR, and the exhibition’s videos and virtual walkthrough had over 48,000 views on social media.

Instrumental Cause (online video)

Receiving 11,690 visitors, Instrumental Cause was curated by First Nations curator Donna Biles Fernando from the Newcastle Art Gallery collection as a response to the Kilgour Prize 2021.

Living Labels Museum Program

Living Labels linked our unique natural environment with one of the diverse collections of Newcastle Museum. In Museum Park people discovered living examples of trees and plants that have shaped and defined the place where we live. Inside the Museum, visitors traced how these trees weave their way through the objects and exhibitions.

Ngarrama Australia Day Eve Vigil

CN supported Awabakal Corporation and the University of Newcastle to host Ngarrama, a free public event at King Edward Park to engage the community in meaningful reconciliation through truth-telling and historical acceptance. Inspired by Sydney’s Vigil at Barangaroo, Ngarrama celebrated the rich culture of Aboriginal and Torres Strait Islander peoples. Ngarrama translates to ‘to sit, listen and know’.

Cooee Project

Locally based Yolngu artists and industry professionals, The ILLUME Girls, partnered with CN to deliver the Cooee Project. The program provided an intensive musical and cultural mentoring opportunity for Aboriginal and Torres Strait Islander women, culminating in a performance at the Awabakal NAIDOC Community Fun Day.

Wayapa Toddler Time, Civic Park

This Newcastle Libraries program enabled toddlers to enjoy familiar games with an Indigenous twist. Each week the games linked to different areas of physical and social development. The program was presented by Sarah Corrigan, a proud Darkinjung woman and Aboriginal Health Practitioner.

Reconciliation Week

• CN employees participated in the RAPs in the Region Learning Circle. Community businesses and organisations came together to learn about RAPs and how they can be used to drive meaningful social and economic change for Aboriginal and Torres Strait Islander people.

• CN employees also attended the Looking Ahead Towards Reconciliation lecture at the University of Newcastle. The discussion explored how we can make meaningful change in our workplaces and our communities, with a particular focus on the role of non-Aboriginal people in the reconciliation process.

• For the first time, CN had a table at the University Reconciliation Ball for Aboriginal employees and members of the Guraki Aboriginal Advisory Committee. The event was a celebration of Aboriginal and Torres Strait Islander peoples and culture.

• Reconciliation Week was acknowledged and celebrated with a Reconciliation Morning Tea with the RAP Core Working Group

NAIDOC Week

• CN held its Inaugural NAIDOC Week Morning Tea competition, where employees participated in a morning tea to acknowledge and celebrate NAIDOC Week.

• Civic Theatre offered free tickets to the screening of Biraban and Threlkeld: Finding the Third Space. Biraban and Threlkeld is the 17th film in the Stories of Our Town project, produced and made by local filmmaker Chit Chat von Loopin Stab along with Tony Whittaker of Carnivore Films. This was the first time this film was shown. A Q&A was hosted by Ward 2 Councillor Carol Duncan with some stars of the film after the screening.

• Civic Theatre offered free tickets to the NAIDOC Week screening of Wash My Soul in the River’s Flow, Archie Roach and Ruby Hunter’s profoundly moving story about being stolen as children, finding each other and returning to Country.

• CN participated in the NAIDOC Week Awabakal Community Fun Day and held 'Have a Cuppa with Council' in the main tent. CN employees ran the tent throughout the day, and over 2,000 people attended the event. CN was a major sponsor of this event and also sat on the Steering Committee.

• Libraries held a NAIDOC Week workshop, Torres Strait Islander Storytelling & Art, where local Torres Strait Islander artist Toby Cedar led an interactive storytelling and art workshop for children and families.

• CN hosted Wayapa Wuurrk in Civic Park Sarah, a Darkinjung woman, introduced families to Wayapa Wuurrk, an Aboriginal wellness practice, through little yarns linking each Wayapa element to Aboriginal culture, sustainability and Country.

• Our libraries hosted Uncle Perry Sharing Culture, where people joined Uncle Perry, a proud Kamilaroi man, as he shared his knowledge of Aboriginal life and culture through yidaki (didgeridoo) playing and storytelling.

• Our libraries also ran the NAIDOC All Ages Beanstack Challenge, where children were encouraged to read books by Aboriginal and Torres Strait Islander authors and illustrators.

• CN created a NAIDOC Week video with employees from the RAP Core Working Group and councillors from the Guraki Aboriginal Advisory Committee discussing NAIDOC Week, its importance and what it means to them.

More events

CN provided 3 Hunter TAFE Foundation Scholarships for Aboriginal and Torres Strait Islander students.

CN hosted over 30 Aboriginal employee events, ranging from fortnightly Teams catch-ups to formal events such as the Reconciliation Ball.

CN provided cultural information sessions on cultural protocols and practices to over 100 employees.

CN increased its membership to the RAP Working Group from 19 members to 35 members. CN created the RAP Core Working Group, a committee of 12, to support and direct the broader RAP Working Group.

CN contracted Aboriginal artists to create artworks for various strategies and reports.

CN created a video Acknowledgement of Country that is shown prior to Museum movie nights.

An Acknowledgement of Country has recently been introduced as the default on staff email signatures.

CN was granted the first Aboriginal Declared Place within the LGA at Rocky Knob.

The Art Gallery delivered 5 in-person and digital events that celebrated First Nations artists.

The Art Gallery acquired 10 new works by First Nations artists, including Jonathan Jones, Kyra Mancktelow, Janet Fieldhouse and Leon Puruntatameri.

In collaboration with the Awabakal Local Aboriginal Land Council, CN named 6 roads within the Newcastle LGA using traditional Aboriginal language: Koteliko Crescent, Pilapai Way, Tiraal Drive and Wollotuka Circuit (Fletcher); Porowei Way and Minyan Way (Kooragang).

Featured artwork by Rod Smith

Rod Smith is a Newcastle-born-and-bred Aboriginal man. His family moved from Anaiwan country of New England in the late 1950s and worked on the railway, creating Smith General Contractors. He has a long cultural connection with music, dance and the arts.

City of Newcastle

Community financial report

CN spent $349 million this year to provide services and facilities to more than 167,300 residents. We managed $1.91 billion of assets including roads, bridges, drains, land, halls, recreation and leisure facilities, libraries and parks for the benefit of the local and visiting community.

We generate income to fund services and facilities via rates on property, government grants, interest on investments and user charges. This income is then spent on construction, maintenance, wages, grants to the community, and other services to the community like libraries, pools, art gallery programs and waste facilities. The following information provides a summary of our 2021/2022 financial statements.

Finance

Expenditure by strategic direction ($'000)

Integrated and Accessible Transport: $51.35 million

Protected Environment: $89.95 million

Vibrant, Safe and Active Public Places: $100.15 million

Inclusive Community: $5.78 million

Smart and Innovative: $11.56 million

Liveable Built Environment: $9.49 million

Open and Collaborative Leadership: $80.69 million

Our response to COVID-19

Supporting our staff

COVID-19 Renewal Plan

CN’s Renewal Plan was developed in April 2022 and supports a leader-led approach as we integrate the impacts of COVID-19 into what we do and how we do it for the short to medium term. It guides existing and new leaders and our people and is an integral part of CN’s culture.

The Renewal Toolkit provides the practical elements to support staff and a ‘flexibility within a framework’ approach. It includes:

• Our Ways of Working – the principles and etiquettes for working at CN that are inclusive of our variety of workplaces

• CREW Values with a ‘renewal’ lens

• Collaboration Guide – to assist in deciding the best format for collaboration and other activities

• Blue Bus leadership, behaviours and culture – to guide how we work together to continually improve our workplace and culture

• COVID-19 risk assessment – applies to all workplaces and services and replaces the former COVIDSafe plans. Some services may have specific COVIDSafe plans or COVID risk assessments to address risks in their operations.

Service changes

Due to the Delta variant, CN services and facilities closed from 5 August 2021. They reopened with restrictions on 10 October 2021.

August 2021

Lockdown for Greater Newcastle

December 2021

Omicron strain spreads across Newcastle

June 2022

Developed Renewal Plan and new Ways of Working for staff

City of Newcastle

June 2021

Greater Sydney back in lockdown for Delta variant

October 2021

Lockdown ends for Greater Newcastle

February 2022

Staff return to the workplace

Community and Economic Resilience Package

CN announced an expansion of our Community and Economic Resilience Package in August 2021 in response to the economic and social impacts of the lockdown caused by the Delta strain. The package included:

New Move

The New Move program attracted talent to Newcastle and injected stimulus into the local economy. Recipients received $10,000 for relocating to Newcastle, free co-working space and a community program to help integrate into the local ecosystem.

Rapid Response Funding Community Sector COVID-19 Support

CN provided $118,000 to 15 community organisations in response to the Delta outbreak to assist in the purchase of food packages and toiletries, as well as crisis accommodation, counselling and web connectivity.

Lean in Newy

10,150 downloads of the app resulting in 68,357 kindness actions.

Increased works program

CN increased its works program by $10 million during 2021/2022, which helped create more than 100 new jobs in Newcastle. In addition, it increased total economic output by more than $27 million.

Supporting community organisations

CN supported community organisations by providing thousands of face masks, hand sanitisers, face shields and disinfectant wipes.

Community Recovery Support Grants

As part of the CN COVID-19 Community Economic Resilience Package 2.0, a grant round for Community Recovery was facilitated. Community Recovery Support Grants totalling $60,000 resourced community-led responses to post-lockdown/ COVID-19 community recovery needs, specifically in the following 3 priority areas:

1. Foster Community Resilience

2. Reduce Poverty and Disadvantage

3. Trauma Recognition.

Northern Settlement Services, Awabakal, CatholicCare Social Services Hunter Manning and NovaCare were awarded funding to deliver community recovery programs under this funding program.

NewSkills program

Funded training courses, workshops, self-paced learning, intensive programs and mentoring.

City of Newcastle

Our people, our city

Newcastle is Australia’s seventh-largest city. Over the past decade the population of Newcastle has surged with significant growth in its western and eastern corridors.

The city offers a remarkable and diverse natural environment, from coastal headlands and beaches to wetlands, mangrove forests, steep ridges and rainforest gullies. This diversity presents significant challenges for CN in terms of maintaining this environment and the broad range of workforce skills required.

We have survived earthquakes, superstorms and the closure of major industries and yet still we continue to grow and change.

Novocastrians are a proud community who have been shaped by their heritage.

For thousands of years, the land around the mouth of the Hunter River we now know as Newcastle has been nurtured and protected by local Traditional Custodians, the Worimi and Awabakal peoples. They call this place Muloobinba and the river, the Coquun.

From the Traditional Custodians to European settlement, our culture is shaped collectively by our history as a penal settlement and the birthplace of the Australian coal industry. Ships, convicts and coal: these early and difficult beginnings have made us what we are today –a loyal, welcoming, hardworking and diverse community.

City of Newcastle

Newcastle at a glance

Our population

81km of watercourses 91 bushland parcels totalling 5.1 million m2 113,048 street and park trees 42 inland cliffs totalling 3.6km 5.7km bushland tracks and trails 21 coastal cliff lines totalling 3.5km 14km coastline 10 beaches 65 wetlands 33 community spaces (20 CN-owned) 41 cultural spaces (8 CN-owned)

City of Newcastle

Supporting our community

CN aspires to make Newcastle a socially just and inclusive city – a place for everyone. We deliver a range of programs in partnership with our community to empower the people of Newcastle to take collective action on social issues that are important to them. We also conduct and commission research so that CN has a sound understanding of the community’s needs and priorities. This research informs key strategies and plans that guide our city’s future.

We design, enable and deliver a range of programs to make Newcastle a place for everyone. Here’s a selection of highlights across 2021/2022:

Communication, Training and Advocacy

An e-newsletter provides a conduit for CN to over 600 community service-related contacts. It’s a platform to share positive stories, encourage better community connections and highlight information about CN services, community engagement, grants and events. The newsletter also promotes community sector service resources, events and training opportunities.

My Community Directory is an online platform enabling community members and organisations to post information and browse community services, activities and volunteer opportunities across Newcastle and beyond.

The Newcastle Interagency brings together community service providers to meet and discuss service news, sector issues, collaborations and research. In 2021/2022 the Newcastle Interagency met 4 times with over 240 people attending. One meeting specifically focused on services operating in the western corridor suburbs of Newcastle.

The Disability Inclusion Action Plan 2022–2026 (DIAP) was adopted by CN in February 2022. The 35 actions under the new DIAP have been developed in response to community feedback, including a formal public exhibition process, and in consultation with internal business units and people with lived experience to ensure effective actions will be delivered. To read more about our progress in implementing the DIAP, see page 128.

The Access and Inclusion Advisory Committee (AIAC) is an advisory committee to CN. An expression of interest seeking new membership was held in early 2022, with the new AIAC meeting in May 2022. The committee consists of 3 councillors, 3 organisational representatives of services related to disability and 4 community representatives, including people with lived experience of disability.

Training courses were delivered to CN staff to facilitate improved customer service and increase disability awareness. CN is now communicating with more content that includes Auslan interpretation and captioned videos, and is booking Auslan interpreters for community consultations. Further exploration of providing more Easy Read documents is underway. The Newcastle 2040 CSP is also available in plain text, improving accessibility for those who are blind or prefer to use screen reader technology.

Supporting and enabling the vulnerable

The Cooee Project delivered 6 weeks of intensive cultural and artistic mentoring for young Aboriginal people aged between 12–24. This project was created and led by Yolngu artists The ILLUME Girls and supported by CN’s Community Planning and Development (CP&D) team and Libraries. A series of workshops culminated in a performance program launched on 11 June 2022, leading into NAIDOC Week celebrations organised by Awabakal. The program was built on the success of a pilot program, Tiddas at Muloobinba, which launched in Youth Week 2021.

The Youth Industry Partnership Program (YIPP) was created in partnership with Career Links Newcastle (Mayfield branch). The YIPP leverages local industry, Greater Newcastle Youth Employment Charter partners, Committee for Hunter, local employers, schools and support services to facilitate access to programs and services to support young people’s transition into employment or further education.

Training included:

• Auslan for more effective communication with members of the Deaf community

• Disability awareness

• Creating inclusive documents (CN graphic design team).

CN moved from being a pledge signatory of the Racism Not Welcome program to giving a clear visual message that Newcastle is a place for all people with the installation of localised Racism Not Welcome street signs across the community, including locations at Newcastle Beach, Beaumont Street, Darby Street and Maitland Road.

Modelled on the Three Pillars of Connection, the YIPP fosters interventions suitable for young people needing assistance. The focus is on school leavers and vulnerable groups not serviced by existing programs or funding.

Since commencement, the program has engaged over 100 young people in one-on-one career mentoring and enabled over 20 apprenticeship placements and 15 employment placements.

The Youth Entrepreneur Hub (YEH) is a collaborative initiative between CN and the federally funded Hunter Futurepreneurs program. Developed as part of CN’s commitment to implementing objectives of the Greater Newcastle Youth Employment Charter, the program provides mentoring support and fosters the development of entrepreneurial skills in the region. YEH is being piloted from April to November 2022 and has a core group of young people aged 15–25 engaged in the program.

YEH program objectives include:

• Establish a safe and no-cost community of local young entrepreneurs aged 17–25

• Create a launchpad for ideas and confidence

• Enable access to real-world entrepreneurs and mentors for local young people

• Provide access to skills development to build and run your own business

• Provide access to pitch opportunities

• Build and grow networks beyond the boundaries of school.

Understand, Learn and Act! against coercive control and family and domestic violence

Educational material about family and domestic violence (F&DV), codesigned and developed with the support of CN, is translated into 7 different languages and English to WCAG (Web Content Accessibility Guidelines) 2.1 standard. The campaign utilises web, social and mainstream media and is also available in hard copy as A4 removable adhesive posters, for distribution and display online and in schools, businesses and public places across Newcastle. The material is mindful of all genders including non-specific, and has been created to convey contemporary and concise information to audiences most affected – young people, women and families.

A hard-copy pocket-sized guide identifying all elements of F&DV, how to take action and where to seek support is widely distributed to frontline sector access points and has also been translated into 7 different languages.

Programs for seniors

CN supports seniors in many ways. Our libraries, museum, senior centres, grants programs and the below initiatives reinforce our commitment to ensuring Newcastle is an inclusive community for people as they age.

Seniors Festival 2022

• CN engaged with over 500 people to promote multiple positive ageing messages during shopping centre-based community information sessions over 2 days at Jesmond and Wallsend.

• A Seniors Services Directory was developed and distributed to the general community, senior centres and community groups, with a foldout version distributed to all ratepayers.

• A Seniors Festival program of events was held, including collaboration with Civic Services on the Seniors Comedy Festival at City Hall.

• A Seniors Festival Mini Expo was held in collaboration with many local services, including Hunter Ageing Alliance.

Count Us In Newcastle

The Count Us In disability inclusion festival included a wide range of activities and events over 16 days representing a diversity of disabilities and those engaged in creating a more inclusive Newcastle. CN worked in collaboration with Community Disability Alliance Hunter to coproduce many of the events and activities. The program included:

• A Business Breakfast hosted at City Hall, featuring high-profile speakers Natasha Beyersdorf and Paralympian Christie Dawes.

• A Disability Employment Forum held at Wallsend, bringing together stakeholders to increase employment and training opportunities for people with disabilities across our community.

• The Hunter Disability Expo at Newcastle Entertainment Centre, attended by thousands of people over the 2-day event. Staff from CN’s Community Planning & Development (CP&D) and People and Culture teams were kept busy engaging with attendees, providing information on Count Us In and promoting CN as a potential employer.

• Social media and web content developed with people who have lived experience of disability speaking about what it means to be included. This was shared by third parties and assisted in promoting the message of inclusion broadly among the community.

• A small grants program supporting the following activities during Count Us In: inclusive arts workshops for the deaf; dietary, health and nutrition sessions; inclusive karaoke; accessible fishing sessions at the Shortland Wetlands; inclusive group drum sessions; and an inclusive disco held at Nobbys Surf Club.

A Day in the Garden in collaboration with Hunter Multicultural Communities

Supported by CP&D as part of engagement to inform the Local Social Strategy and hosted by Hunter Multicultural Communities at Waratah, this event was attended by approximately 300 people of all ages and cultural backgrounds.

Newcastle is Your Place Too

This online codesigned workshop sought input from our local LGBTQIA+ community to inform CN’s long-term community strategic planning. Participants included members of Newcastle Pride, ACON and TQBT (Trans Queer Brains Trust). Planning and running this workshop not only provided valuable knowledge sharing, but also revitalised a sense of trust and connection between the community and CN. There are now at least 2 non-binary members on the CN advisory committees.

Life in Colour Art Prize and Virtual Exhibition

This event was organised by ACON and supported by CN and Awabakal. Coinciding with IDAHOBIT (International Day Against Homophobia, Biphobia and Transphobia) 2022, the launch event, Colour the Night, provided a platform for creative local LGBTQIA+ people to express their stories through their artwork. Held at Fort Scratchley and attended by more than 200 people, this event’s community and attendee feedback was overwhelmingly positive.

City of Newcastle

Housing Stress and Homelessness – Inclusive Conversation Series (July and November 2021)

CN delivered a series of inclusive and accessible full-day virtual conferencing experiences to community stakeholders engaging with identified, priority, community planning and development topic areas.

The first full day session was delivered on 21 July 2021, titled ‘Unpacking Vulnerability’, and the second, ‘Housing Stress and Homelessness in Newcastle’, was delivered on 29 November 2021. Throughout both days staff garnered valuable, evidence-based stakeholder experience from national and international leaders in Housing First projects and feedback to assist in forming CN’s response to the homelessness and affordable housing crisis. Eighty local, state and international organisations actively participated in the Inclusive Conversations Series, with a total of 200 participants logging into the forum over the 2 days.

Outcomes from the Housing Stress and Homelessness Inclusive Conversation Series included:

• Presentation of international and local Housing First outcomes

• Identification of key gaps and data-driven approaches to responding to homelessness locally

• Creation of a platform for local community groups and providers to share stories, experiences and learnings and collectively design actions

• CN sharing data and information to the sector on policy positions in the housing affordability space.

Business Improvement Associations (BIAs)

This financial year, CN continued its support for a network of BIAs throughout the city, to each manage $100,000 expenditure budgets aimed at the development, promotion and beautification of their local business precincts. BIAs were active in the following precincts:

• Hamilton

• Mayfield

• Newcastle

• Wallsend.

In the 2021/2022 period, 30 projects, events and promotions shared about $1.1 million in Special Business Rates contestable funding. Projects included a street mural festival, block party, augmented reality (AR) local history app, online retail marketing and promotion campaigns, music performance events, Christmas activations, an op shop trail and a food month.

BIAs have been an important vehicle for CN to connect with our local small businesses. Social media and promotion campaigns have become a focus.

Hamilton BIA was the winner of the 2021 CN Community Group of the Year.

In the past 2 years, about 40 business development and place activation projects have been funded through the Special Business Rates Program, with close to $2 million distributed to local project organisers.

Supporting our community through strategy development

Local Social Strategy

Through extensive creative and engaging consultation with the Newcastle community, we have researched and mapped a plan that sets out CN’s aspirations for a socially just and inclusive city – a place for everyone. This research has guided community planning for CN and development of the draft Local Social Strategy. The top social issues reported can be grouped into 4 areas:

• Inclusion concerns refer to inequality of opportunity, particularly within employment and training, and discrimination against diverse groups.

• Equity concerns refer to rising living costs, housing unaffordability and insecurity, and inadequate access to transport, social infrastructure and services.

• Connection concerns refer to increasing social isolation and disconnection, as well as limited opportunity for participating in local decisions.

• Health concerns refer to health and wellbeing issues, mental ill-health, risk of violence, and safety in the community.

Social Infrastructure Strategy

Social infrastructure relates to the grouping of places and spaces such as swimming centres, parks, outdoor spaces and bush reserves, libraries, art galleries, cultural and community centres. Throughout 2021/2022, CN undertook community planning research into Newcastle’s social infrastructure needs now and for the next 20 years. This work included community engagement and preparation of a draft strategic framework for the planning, funding and delivery of these community assets into the future.

Economic Development Strategy

The Economic Development Strategy (EDS) was unanimously adopted by CN in May 2021. The mission of the EDS is to empower, retain and attract people with skills of the future. The EDS targets 10-year outcomes for the Newcastle economy. These outcomes are achieved through 4-year delivery programs and one-year action plans. CN’s Strategy & Innovation Advisory Committee provides important governance oversight for the EDS.

Key economic development achievements in 2021/2022 include:

New Move

New Move is an economic development program designed to accentuate COVID-19 migration trends by attracting talent to Newcastle as a vehicle to inject stimulus into the local economy. Recipients received $10,000 for relocating to Newcastle, which could be used exclusively at local businesses, as well as free coworking space and a community program to help with integration into the local ecosystem.

The New Move program was delivered in 3 phases, which included:

• Awareness – ‘10,000 reasons to move to Newcastle’ digital campaign (7.5 million impressions)

• Engagement – 500+ people expressed an interest to move to Newcastle, with 200+ attending a weekend-long orientation to the city that enabled talent to experience our community, innovativeness and lifestyle

• Action – 65 people submitted a pitch video about the contribution they could bring to the city, of which 30 were chosen as the ‘New Move cohort’.

All New Movers have relocated to Newcastle, with many purchasing commercial property and employing local residents. The full economic contribution will be measured over the longer term. New Move raises awareness and resets the perception of Newcastle, showcasing the city as an economic hub driven by innovation and skills, supported by a vibrant, eclectic culture and modern infrastructure.

NewSkills

The NewSkills program responds to emerging skills gaps in the local workforce. CN funded skills development outputs (such as training courses, modules, online tools, materials and other resources) in 2 thematic groupings:

• Economy-wide functional skills gaps. This pertains to skills that are not industry-specific, but are in response to emerging skills requirements due to technological or socio-demographic trends. Examples include (but are not limited to):

Digitisation of customer interactions and business operations

Management

- Energy efficiency

- Improved inclusion of people living with disability.

• Industry-specific skills gaps. This pertains to skills applied in rapidly evolving industries that require workforce-related adaptation and innovation. Examples include (but are not limited to): Tourism Hospitality Energy production and distribution.

NewSkills projects supported in 2021/2022 include:

• Springboard Digital Skills – Aimed at upskilling professionals with intermediate digital skills to enable small–medium enterprises to drive automation, business innovation and growth through technology.

• Level Up Learning in Newcastle – Microlearning platform to help deliver engaging and effective digital learning to Newcastle businesses.

• CN Sustainnovation Challenge – Crowdsourcing innovative ideas and solutions from Newcastle’s high school, TAFE and university students to problems posed by CN’s teams, local businesses and community organisations from across the city.

• Workshops for small migrant- and refugee-run businesses – To help these businesses recover from the effects of COVID-19 and build resilience for future events. Mo Works, in collaboration with Hatch Quarter, developed a series of ongoing, hands-on and engaging workshops designed to guide groups of small businesses towards improving aspects of their marketing, communications, business recovery and innovation.

Night Galleries:

• Amplify Access – Through a dynamic 12-week program, businesses learned how to confidently transform the access, inclusion and culture of their service for people with disability with personalised support and simple, low-cost solutions.

• Tourism Product Development Mentoring Program 2021–2022 – Designed to help 10 local businesses elevate and optimise opportunities as the visitor economy returned across 2021 and 2022.

• Side Hustle Bootcamp – A 12-week intensive program for 15 Newcastle residents who had a great side hustle idea but were having trouble finding the time and courage to make it a reality.

• Part-funded by the NSW Department of Justice and Communities Fund, this project reimagined art galleries and the role and rights of art.

• Purpose-built light boxes were installed, which are interactive and apply smart city technology and create an activation to address the economic/social concern of attracting foot traffic. A sense of safety was achieved through non-standard lighting.

Strategic Advocacy

Advocacy in the local government setting is about winning support for a policy change or funding from key decision-makers, mostly State or Federal Government representatives. This can be achieved through relationship-building and demonstration of value through a strong evidence base; it requires clarity of purpose and consistency of message.

This can be driven by 3 main objectives:

1. Growth – To improve the liveability and attraction of Newcastle through targeted government investments

2. Equity – To ensure Newcastle receives equity in State and Federal Government decision-making based on population size and economic contribution

3. Accountability – To hold the State and Federal Government to account for their existing investment commitments in Newcastle and drive local opportunities wherever possible.

Key advocacy actions in 2021/2022 included Federal and State Government Budget submissions, Infrastructure Australia submissions, detailed research/policy development on identified key topics, active contribution to Gateway Cities Alliance and accountability events/support for local suppliers.

Advocacy priorities included:

1. Hunter Park/Broadmeadow – Identified Infrastructure Australia Priority. Ask: Implementation of forthcoming Business Case

2. Newcastle Airport – the need for an expanded airport terminal capable of meeting the forecast passenger demands created through the development of an international route

3. John Hunter Health and Innovation Precinct – Identified Infrastructure Australia Priority. Ask: Fund Stage 2 of the project, worth $800 million

4. Implement National Urban Policy Framework – Recognise the strategic role second cities/gateway cities/next metros play in driving economic opportunities across Australia.

City Analytics

Research and data analytics programs are used to identify underlying local social and economic dynamics. CN has embedded evaluation into all of our programs.

Innovation Ecosystem:

NewiHub: This website and portal is a virtual ecosystem that makes it easy for innovators in our community to connect. Over 175 entrepreneurs and startups were listed in 2021/2022. The platform offers information on events and celebrates wins across the community. Recent additions help people connect with coworking spaces, incubators, and maker and fabrication spaces and equipment across the city.

Female Founders Program:

Delivered for CN by University of Newcastle’s Integrated Innovation Network (I2N). Nine women-led early-stage businesses were taken through a bespoke 12-week accelerator program.

Grants and sponsorships

Reg cl 217(1)(a5) & Act s 356

Grants Program

Following stakeholder engagement, CN’s Grants Programs have been modernised to deliver better outcomes for the community. The following information is from the first funding round under the new policy.

There are 2 main programs: Community Support Grants and Infrastructure Grants. A detailed list of successful grant applicants, funding amounts and projects is provided on CN’s website under 'Previous Grant Rounds'.

There are several streams under these programs, including:

Infrastructure Grants

Façade Improvement Scheme

The Façade Improvement Scheme identifies 2 precincts each year to assist building owners, commercial operators and other stakeholders to improve their building façades to enhance our city’s presentation. In the 2021/2022 financial year, Joslin Street Kotara and Llewellyn Street Merewether were given the opportunity to apply for funding. Four applications were supported with a total funding allocation of $10,100 approved.

Recreation Facilities

Recreation grants provide funding to Newcastle sporting groups to assist with minor capital work projects. Eight applications were approved with a total funding allocation of $47,050. This funding enabled the improvement of lighting, energy efficiency, irrigation and playing surfaces for the benefit of our sporting teams.

Sustainability

Sustainability funding targets capital purchases/ activities that enhance the environmental wellbeing of the local community. Three projects with total funding of $15,000 were approved, including solar upgrades and a research project.

Community Support Grants

Quick Response

Quick Response funding supports community events, activities and programs that require small amounts of funding to achieve their aims. These include activities that enhance residents’ quality of life, provide community capacity-building, and protect and enhance the natural built qualities of the city. Twenty-seven projects were supported with a total of $100,000.

Environment

Environment funding supports activities that improve Newcastle’s environment or inspire environmentally sustainable behaviour in the city. Five projects with total funding of $70,870 were supported, including a circular economy education program in schools; a circular economy leadership program; a seaside scavenge event; squirrel habitat education and protection; and a clean energy community engagement program.

Social Inclusion

Social inclusion grants support activities that strengthen our diverse communities by increasing connection, social inclusion and access for the most vulnerable in the community. Nine activities were supported with total funding of $94,300.

Arts, Culture and Heritage

These grants support activities that promote and celebrate our rich heritage and our creative and diverse community, and contribute to the achievement of the city’s desired outcomes for culture, heritage and the arts. Eight activities were supported with total funding of $147,314.

Other Grant Programs

National Youth Week Grants

In April 2022, CN matched funding from the NSW Government Department of Communities and Justice to the total of $12,278 to contribute to local Youth Week events. This was distributed in grants to the following events:

• Street Art Express

• Capture My Community

• Express Yourself While You Bop Til You Drop and Bowl

• Skateboarding to Health

• Live music event at the City Library branch

• Youth Literature Art Prize

• Other CN-led youth programs.

Count Us In

$20,000 was distributed across 16 activities. See page 52 for details.

Locally Made and Played

$46,000 was distributed across 2 rounds, 40 applications and over 150 events.

Rapid Response

$118,671 was distributed across 15 applications.

Community Recovery Support Grants

As part of the CN COVID-19 Community Economic Resilience Package 2.0, a grant round for Community Recovery was facilitated. Community Recovery Support Grants totalling $60,000 resourced community-led responses to post lockdown/COVID-19 community recovery needs, specifically in the following 3 priority areas:

1. Foster Community Resilience

2. Reduce Poverty and Disadvantage

3. Trauma Recognition.

Northern Settlement Services, Awabakal, CatholicCare Social Services Hunter Manning and NovaCare were awarded funding to deliver community recovery programs under this funding program.

Events sponsorship program

CN funded a range of events under the banner of the Events Sponsorship Program (ESP). A total of 14 events were sponsored to the value of $247,500:

Junior Theatre Festival

Jets W-League Season Newcastle Comedy Festival Hockey Regional Challenge NSW Fire Conference Bikers Toy Run Institute of Quarrying Australia National Conference Australian Water Polo League Girls Day Out Combined Schools Anzac Service Cross Harbour Swim King of Concrete Central Districts Rowing T20 Bash – District Cricket

In addition to the ESP, we also sponsored other events to the value of $340,000: Beach Rugby Sailfest

Australian Open Touch Football Australian Boardriders Battle

CN Running Festival Surfest

Matildas in Newcastle

Newcastle Writers Festival

Anzac Day – Dawn Service, March and Commemoration Service

Major events we delivered or supported

October

Junior Theatre Festival

Jets W-League Season

December

Bikers Toy Run

Central Districts Rowing

New Year’s Eve Celebrations

January

Cross Harbour Swim Girls Day Out

T20 Bash – District Cricket

Beach Rugby

February

Australian Water Polo League

Hockey Regional Challenge

Australian Boardriders Battle

Surfest

March

King of Concrete

Institute of Quarrying Australia National Conference

Sailfest

April

Newcastle Writers Festival

Combined Schools ANZAC Service

Australian Open Touch Football

ANZAC Day - Dawn Service, March and Commemoration Service

May

Newcastle Comedy Festival

NSW Fire Conference

community

Beach 5s Rugby

New Run

Australian Boardriders Battle

Supporting our visitor economy

Destination Management Plan

The plan identifies key strategies and actions to develop Newcastle’s visitor economy and tourism marketing opportunities. A key action has been to work with the business sector to increase the number of bookable visitor experiences on offer.

Destination Positioning and Targeted Campaigns

CN invested in the development and deployment of a new tourism brand, tagline and campaign, which aims to increase awareness of the city’s diverse mix of tourism offerings, driving both day and overnight visitation to Newcastle.

‘Seek Off Beat’ taps into the curiosity of potential visitors by encouraging them to look beyond their existing perceptions and discover a vibrant, sophisticated city with stimulating culture, history and coastal experiences.

Our engagement

Involving the community in local planning and decision-making is at the heart of what we do. That’s why we’re delivering an expanded community engagement program as part of our commitment to open and collaborative consultation with the community.

We sought opinions and ideas from the community across a range of topics in 2021/2022, from parks and playgrounds to events, cycling, diversity and inclusion, climate action and more.

To adapt to the rapidly changing COVID-19 situation, our engagement approaches involved a mix of face-to-face and online engagement tools to capture community feedback. The information from these activities has been used to shape CN strategies and initiatives in line with community wants and needs.

In the past year, we achieved high levels of community input into CN plans, projects and activities. We heard from nearly 10,000 community members across more than 22 projects, including:

Strategies and plans – over 2,800 people provided feedback on:

Newcastle 2040 (public exhibition)

Delivering Newcastle 2040: Budget 2022–2023

Local Social Strategy (early engagement)

Environment Strategy (early engagement)

Disability Inclusion Action Plan

Newcastle After Dark (resident survey)

Parks and recreation – over 480 people had their say on:

Gregson Park (public exhibition)

Tennis Strategy

Facilities and services – over 800 people shared their experiences with:

Organics waste survey

Summerhill materials recovery facility survey

Museum satisfaction survey

Civic Theatre (returning to the theatre post COVID-19 and outdoor dining)

Infrastructure and capital works – over 1,500 people shared their opinions on:

Local Centre upgrades (Georgetown and Waratah early engagement)

Darby Street, Streets as Shared Spaces trial (early engagement)

Flood studies

Local character statements (Kotara & Tighes Hill)

Transport – over 1,600 people gave their views on:

Walking (behavioural survey) Mayfield cycling – Phase 1 Shortland timed parking Other – over 440 people provided their thoughts on:

Proposed alcohol regulated areas

Public Art Reference Group Autumn Alive

Digital corridor survey

Our community surveys

Community satisfaction survey

1,270 people participated in these surveys, which are conducted every 6 months and help inform CN’s decision-making and service provision. Below is a summary of overall satisfaction with services and facilities by category and strategic theme, with a mean score out of 5. The full report with detailed results is available on our website.

Overall satisfaction with services and facilities by categories (where 3 = Satisfied)

Inclusive Community – Arts and Culture

Library services and programs 4.0

Civic Services including Civic Theatre, City Hall and Visitor Information Centre 3.8

Entertainment and events 3.7 Museum and programs 3.7

Art Gallery and programs 3.7

Public art and monuments 3.5

Inclusive Community – Community

Informing the community about CN activities and services 3.3

Community halls and centres 3.3

Integrated Transport – Infrastructure and Transport Street and commercial area cleansing 3.0

Public domain – e.g. bus stop, street furniture 3.0

Regulating traffic flow on our local roads 2.8

Footpaths 2.9

Local neighbourhood roads 2.8 Cycling facilities 3.2 Parking in Newcastle CBD 1.9 Stormwater drainage 3.0

Vibrant, Safe and Active Public Places – Coastal and Aquatics

Responses to community needs 3.0 Cemeteries 3.5

Community involvement in Council decision-making 2.7

Online services such as the website 3.5

Smart and Innovative – Economic Development

Promotion of Newcastle (tourism) 3.4 City innovation 3.3 Economic development 3.2

Beaches and beach facilities 3.7 Swimming pools 3.7 Ocean baths and facilities 3.6 Coastal management 3.3 Lifeguards 4.3 City of Newcastle

Vibrant, Safe and Active Public Places – Parks and Recreation

Sporting facilities 3.7

Parks and recreation areas (including public parks, skate parks and dog parks) 3.7

Playground equipment available 3.6 Public amenities 2.9

Liveable Built Environment – Planning and Development

Heritage conservation 3.3 Long-term planning and vision for the city 3.0 Management of residential development 2.7 Flood planning 2.9

Protected Environment – Waste

Garbage collection and disposal 3.7 Green waste collection 3.8 Recycling services and programs 3.6

Protected Environment – Environment

City’s bushland and waterways 3.4 City’s wetlands and estuary 3.6

Environmental programs 3.1 Greening and tree preservation 3.1 Climate action 2.9 Environmental monitoring and protection 3.1

Customer experience

Providing a trusted customer experience is a priority at CN, with high-quality service delivery provided by our Customer Service Centre (CSC) across phone, in-person and digital channels for over 118,000 customer interactions.

Supported by a comprehensive internal quality assurance program, which shows the CSC achieving an average call quality result of 71%, we commenced a post-interaction survey in April 2022 to find out what our customers thought about their phone experience with CN. The survey looks at overall satisfaction, ease of the interaction and our customers’ experience with our friendly Customer Service Officers (CSO) in relation to key customer service skills including: understanding their needs; making them feel heard; and engaging in professional and respectful behaviours. With an average customer satisfaction result of 71%, ease of 76%, and a minimum 87%+ result for our CSOs' customer service skills, we know we are doing a good job.

Customer Experience Transformation Program

The Customer Experience (CX) Transformation is a 3-year program aimed at enhancing organisation-wide service delivery and capabilities to meet our customers’ needs and deliver a consistent, trusted customer experience.

The key strategic priority for year one of the program was embedding a culture that encourages greater empathy and understanding in our work with colleagues and customers to achieve improved outcomes for our community.

Organisation-wide CX training was a key initiative delivered to achieve this customer-centric behaviour change. Our newly developed customer TRuST principles (Transparent, Respectful, You, Simple, Timely) formed the foundation of the training to establish a shared understanding for all CN staff on what matters most to our customers, and to set a guideline for what great customer experience looks like and what behaviours support it.

Significant work on the CN website was completed to the pages most visited by our customers, in order to enhance their digital customer experience, meet accessibility standards and empower them to do more on their own terms.

Work has also commenced to review and streamline internal processes relating to key CN services to add value to both the staff and customer experience. More work in this area is planned for the coming year as we progress towards building out our digital self-service capabilities.

The Customer Service Centre was impacted by COVID-19 restrictions during 2021/2022. Counter service closed from 6 August 2021 to 25 October 2021.

Our

were reviewed and updated in 2019 to ensure that they remain reflective of our culture and the way in which we work and behave, as individuals and as an organisation.

Our people

Our people first

As an employer, CN prides itself on providing opportunities for staff to be part of a highperforming, dynamic and progressive team and establish fulfilling careers.

Our workforce is as diverse as it is skilled and closely represents the cultural diversity of our community.

Our workforce

Our workforce consists of more than 1,300 employees, with the majority being permanent staff (full-time and part-time). Approximately one quarter of our staff are employed on a casual, temporary or fixed-term basis or are participating in tertiary/vocational education programs.

Our employee base is supplemented by contract employees and external labour hire, which fluctuates in accordance with short-term work-based demand. This approach allows flexibility to meet periods of peak demand while protecting ongoing job security for our employees. Over-reliance on this type of labour can present challenges, and ongoing viability and utilisation is reviewed regularly.

CN leading the way

Women increasingly feature among the leadership ranks of companies. Here at CN, 71% of our Executive Leadership Team (ELT) is female.

When it comes to our wider leadership team, the percentage of female leaders sits at 49%. Our workforce comprises 46% women, 8 of our twelve Councillors are female and we also have a female Lord Mayor.

Workforce Development Strategic Plan

Our Workforce Development Strategic Plan (WDSP) outlines our strategic workforce priorities and actions for the next 4 years (2022–2026) and aims to ensure our people have the ability to deliver the commitments and priorities detailed in our new CSP, Newcastle 2040

We developed this plan during the 2021/2022 period through consultation with key stakeholders, analysis of internal and external workforce data, and consideration of the opportunities and challenges we face locally, nationally and internationally.

Our plan

During the next 4 years, we are seeking to become an employer of choice by strengthening our workplace culture; investing in the capability of our people; building the CN brand; ensuring we are future-ready by evolving and adapting to technological advances and new ways of working; and remaining financially sustainable within approved budgetary and resource allocations.

Identified opportunities for our workforce over the next 4 years include:

• Expanding our Employee Listening Strategy

• Increasing diversity and inclusion awareness

• Adopting strategies that lead to a safe and healthy workplace

• Increasing leadership capability.

Identified challenges for our workforce over the next 4 years include:

• Attracting and retaining top talent in the period of the great career reevaluation and changing workforce expectations

• Building digital literacy skills

• Upskilling and reskilling our people as roles and positions change or evolve.

This plan builds on earlier workforce planning and resourcing strategies and is underpinned by 4 strategic priorities, which aim to:

• Strengthen workplace culture

• Build the capabilities of our people so they can grow and excel

• Build our employer brand to be an employer of choice

• Adapt and evolve to be future-ready.

Workforce priorities and measures

Learning and development opportunities

The capability of our workforce remains instrumental in our capacity to deliver exceptional customer experiences and an ambitious program of work for our community.

Our new Workforce Strategic Development Plan 2022–2026 underpins how important learning and development opportunities are to our success in delivering Newcastle 2040

Each year, every CN employee is offered the opportunity to hold a development planning conversation with their leader to identify priority learning needs and growth opportunities to assist in the achievement of our organisation and individual goals. These conversations assist us in developing our learning calendar and determining the opportunities provided to our people.

Our ethos is that not all learning happens in a formal environment. We continue to provide opportunities for our people to share knowledge and experiences in different forums, including opportunities for participation in projects, secondments to other positions, acting in higher roles and collaboration using Microsoft Teams and ‘lunch and learns’.

This year, we continued our focus on growing leadership capabilities for both existing and emerging leaders, delivering 2 leadership skillsets designed to improve leadership effectiveness to 22 employees.

We supported employees to undertake new CX training designed to embed TRuST principles into our service delivery, with over 800 people attending these sessions so far.

We developed EDTV, a new and innovative system designed to deliver cost-effective learnings and information to our people at scale. This system enables contemporary videos, learning activities and podcasts to be accessed by our employees at any time.

We continued the CN My Tech program – delivered by TAFE NSW, this fully funded program enabled 145 outdoor employees to improve their digital literacy and communication skills. We currently have a waitlist of participants interested in further digital programs.

To help our employees’ mental health and wellbeing following the disruptive COVID years, we added online learning programs on mental health topics that are accessible at any time, and partnered with Lifeline to run Accidental Counselling workshops, with 75 employees completing this program this year.

We put the spotlight on employee governance to ensure our employees remain current on their knowledge of local governance requirements, including Code of Conduct, Records and Information, Privacy, Public Interest Disclosure, and Bullying and Harassment. Over 900 employees completed governance programs this year.

Apprentices, trainees, undergraduates and graduates

This year we were pleased to engage 11 trainee and apprentice positions, undergraduate development and assessment, and a People & Culture graduate, raising our total apprentice, trainee, undergraduate and graduate positions to 43.

The position types offered included:

• Business services - legal

• Civil construction

• Business services – customer experience

• Greenkeeping

• Horticulture

• Metal fabrication

• Natural areas

• People and culture

Our volunteers

CN volunteers continue to provide an invaluable resource for our community. They contribute to natural areas and increase cultural and community connections that make Newcastle a wonderful place to live.

During 2021/2022, our volunteers contributed more than 7,839 hours to a broad range of programs. You will find Newcastle volunteers maintaining our local bush and coastal reserves, supporting events and helping the public at our Libraries, Museum, Playhouse and Art Gallery. During Volunteer Week, we held a morning tea at Fort Scratchley attended by the CEO and Deputy Lord Mayor to thank our volunteers and celebrate their significant contribution.

City of Newcastle

Organisational culture

CN continued to invest in activities to enhance our organisational culture and increase employee engagement. These activities included:

• Continuation of our culture change (Blue Bus) workshops

• Embedding of our CREW values (Cooperation, Respect, Excellence and Wellbeing) in new employee inductions

• Collection of employee feedback through the CN engagement survey and the development of tailored action plans for each work area

• Effective internal communication

• Continuation of our reward and recognition program

• A culture program with our Parks and Recreation team to identify the ideal culture for employees to feel valued and easily perform at their best

• Completion of Myers–Briggs Type Indicator profiles to increase self-awareness, understand individual and team strengths and improve team synergy, leading to higher performance

• Creation of Performance Development Plans for over 88% of our workforce

• Completion of the Human Synergistics Life Styles Inventory (LSI 1 and LSI 2) by the CN Leadership Team.

Inclusion, Diversity & Equity

Reg cl 217(1)(a9)

We are here to serve our community, which is made up of people with diverse experiences and perspectives. CN is committed to making inclusion, diversity and equity in the workplace a priority, and to providing workplace flexibility and equal employment opportunities to all our employees. We want to create an inclusive workplace culture where everyone feels respected, safe and valued so they can be themselves and fully contribute their opinions and perspectives to the success of the organisation. We value diversity of thought, and we focus on equity in the workplace.

We are currently developing our first Inclusion, Diversity & Equity (IDE) Strategy 2022–2026, which is anticipated to be launched in late 2022. The IDE Strategy will outline the steps we will take over the next 4 years to embed inclusion into our workplace culture. We want CN to be an employer of choice and a great place to work for everyone, as well as being representative of the rich and diverse needs of the Newcastle community.

Our strategic pillars under the IDE Strategy are:

• Inclusive and welcoming workplace culture

• Inclusive leadership

• Diverse and representative workforce.

Our focus areas under the IDE Strategy are:

• Aboriginal and Torres Strait Islander engagement

• Accessibility

• Cultural and linguistic diversity

• Gender equity

• LGBTQIA+ inclusion.

Our supporting strategies and plans

Equal Employment Opportunities Management Plan (2018–2021)

Aboriginal Employment Strategy (2022–2025)

Reconciliation Action Plan (2021–2024)

Disability Inclusion Action Plan (2022–2026)

The following IDE initiatives were implemented or initiated across CN (note that COVID-19 restrictions had an impact on the implementation of some of the initiatives):

• Commissioned and completed an audit into the organisation’s maturity in terms of inclusion, diversity and equity, which included a list of recommendations to move to the next level of maturity

• Developed a draft IDE Strategy 2022–2026 (anticipated to be launched in late 2022), based on the results of the audit

• Conducted a series of IDE information, training and engagement sessions to increase awareness and encourage involvement across the whole organisation

• Updated all information on the Careers section of the CN website to reflect our commitment to IDE, to ensure the use of inclusive language, and to encourage people from diverse backgrounds to apply for jobs (e.g. by encouraging people to reach out to the Talent Acquisition team to discuss potential adjustments to the recruitment process)

• Updated our corporate induction session to include a detailed introduction to IDE

• Incorporated IDE into our Talent Acquisition processes by updating our job ad templates and application-based questions

• Included specific IDE-related question in our annual Employee Engagement Survey to enable us to track progress over time

• Updated our corporate signature block to include a default Acknowledgement of Country and to provide people with the option of adding their personal pronouns to their signature

• Implemented the Veterans Employment Program that forms part of CN’s merit-based recruitment process.

The following Aboriginal Engagement initiatives were implemented or initiated across CN (note that COVID-19 restrictions had an impact on the implementation of some of the initiatives):

• Maintained Aboriginal employment at CN at 2.9%, equal to the NSW state percentage of Aboriginal and Torres Strait Islander peoples

• Delivered Aboriginal cultural education information sessions on Aboriginal cultural practices and protocols to 95 CN employees

• Implemented the new Reconciliation Action Plan 2021–2024, where we have increased membership to the RAP Working Group and created a newly formed RAP Core Working Group

• Held an internal NAIDOC Week event, the inaugural NAIDOC Week Morning Tea competition, which was attended by over 100 CN employees

• Showcased the Aboriginal film Wash My Soul in the River’s Flow at the Civic Theatre on the last day of NAIDOC Week to build further awareness and cultural education

• Partnered with Awabakal to deliver the Awabakal Community Day as part of NAIDOC Week Celebrations

• Held an internal Reconciliation Week afternoon tea with the RAP Core Working Group

• Partnered with the University of Newcastle to deliver Ngarrama, a vigil and celebration of Aboriginal and Torres Strait Islander culture held at King Edward Park on Australia Day Eve

• Provided 3 scholarships to Aboriginal vocational education students studying at TAFE Newcastle campus

• Improved CN procurement guidelines to increase the number of Aboriginal businesses participating in CN contracts and the tendering process

• Increased supplier diversity by engaging with more Aboriginal and Torres Strait Islander businesses across CN

• Increased levels of consultation and engagement across CN with the development of our new Aboriginal Employment Strategy for 2022/2023

• Provided multiple opportunities for the Aboriginal Employee Network to engage and connect, including lunchtime gatherings, formal events and regular fortnightly check-ins.

This forms part of our path to reconciliation. To read more, see page 34.

Celebrating achievements

Our employee reward and recognition program celebrates employee performance, demonstration of values and contributions to CN success. Over the past year, over 800 vouchers were awarded to recognise outstanding individual and team achievements. Additionally, the monthly CEO CREW Award celebrates a peer-nominated employee for demonstrating one or more of CN’s CREW values.

To thank staff for their commitment to CN through the challenging impacts of COVID and celebrate the return to regular office-based work, lunch and breakfast events were held at the end of the year, providing staff with an opportunity to enjoy a meal and entertainment while connecting with workmates.

Awards

The following awards were won by CN during 2021/2022:

Description Award Project

Australasian Reporting Awards 2022 Gold Excellence in Reporting Award 2020/2021 Annual Report

LG Professionals Local Government Excellence Award Customer Experience Pets Of Newy

LG Professionals Local Government Excellence Award Special Project Initiative Population < 200,000 New Move

LG Professionals Local Government Excellence Award Innovative Leadership Population < 200,000 Opportunity Knocks

2022 Museums and Galleries National Awards (MAGNA)

Public Service Medal

Learning or Interpretation Initiative, Indigenous Project, and Temporary or Travelling Exhibition

Queen’s Birthday 2022 Honours for outstanding public service to the city during the COVID-19 pandemic

WARWAR: The Art of Torres Strait

Fiona Leatham, Director People and Culture

Work Health & Safety

The past 12 months have seen several key initiatives rolled out across CN, aimed at promoting a safe workplace, developing Work Health and Safety (WHS) best practice and improving staff wellbeing. We focused on delivering the following initiatives:

• Continued implementation of the Safety and Wellbeing Partnering model to build organisational capability and support a safe work environment for all

• Development of framework for employee health monitoring – pre-employment and periodic medical and workplace monitoring

• Ongoing safety-focused response to COVID-19 and transition to business as usual

To enhance CN’s WHS Management System, the following documents underwent major or minor review for compliance to the WHS Act, WHS Regulation, Codes of Practice and/or Australian Standards, or via WHS audits:

• One policy

• 11 operating procedures

• 6 training packages

• 4 system procedures

• 49 forms

• One competency assessment

• 2 workers compensation documents

Opportunities identified to enhance the WHS system were monitored through the mySafety Incident and Hazard Corrective Action System, and as a result the WHS system is continually reviewed to ensure it meets CN’s legislative compliance.

• Rebranding of the Health and Safety Committee to support action on key safety themes

• Introduction of the Wellbeing Warrior category to the Safety and Wellbeing Innovation Awards

• Introduction of My Safety Wrap quarterly email to share important WHS updates.

Our WHS performance in 2021/2022 is reflected as follows:

• Top-tier exemplary performance for workers compensation, as assessed by an external agency

• Zero improvement notices or prosecutions

• Lost time injury rate increase from 3.74 (2020/2021) to 6.09 (2021/2022), an increase of 62.83%

• Lost time injury frequency rate increase from 16.10 (2020/2021) to 25.47 (2021/2022), an increase of 58.20%

• Lost time injuries increase from 40 (2020/2021) to 67 (2021/2022), an increase of 67.50%

• Total injuries increase from 145 (2020/2021) to 151 (2021/2022), an increase of 4.14%.

Positive Performance Indicators results (01/07/2021 to 30/06/2022)

% Status

Corrective actions (27/11/15 to current month) 75.06%

Incidents entered <= 1 days (month) 73.38%

Workplace inspections (month) 96.39%

Workplace inspections entered into ECM (month) on or before 15th month after 100.00%

Systems or compliance audits (month) July 2021 to March 2022 90.00%

Training attendance (month) 95.21%

Group overall performance 88.34%

Wellbeing

The following initiatives were undertaken throughout 2021/2022 as part of our focus on improving staff wellbeing:

• Continued implementation of the Health and Wellbeing Strategy

• Chnnl app pilot program initiated to monitor psychological wellbeing and provide proactive support to employees and the organisation

• Continued use of Mindarma, an online adaptive resilience program for all employees

• Participated in Steptember, promoting the physiological and psychological benefits of exercise

• Participated in Everyone Has a Story, a Hunter Industries health initiative aimed at breaking down mental health barriers

• Mental health training for managers and the Leading Well program for CN’s Leadership Team.

Labour Statistics

Reg cl 217

The below table provides a breakdown of the number of persons who performed paid work for CN on Wednesday 25 May 2022.

Description Number

The number of persons directly employed by the council:

On a permanent full-time basis 868

On a permanent part-time basis 112

On a casual basis 243

Under a fixed-term contract 69

The number of persons employed by the council who are 'senior staff' for the purposes of the Local Government Act 1993 19

The number of persons engaged by the council, under a contract or other arrangement with the person’s employer, that is wholly or principally for the labour of the person 16

The number of persons supplied to the council, under a contract or other arrangement with the person’s employer, as an apprentice or trainee 30

City of Newcastle

City of Newcastle

Our stakeholders

At CN, we have a diverse group of stakeholders that we engage with in many ways, depending on their needs. Community and stakeholder engagement is also an integral part of our service. Our goal is that the community helps to inform the services we provide and the work we deliver.

Stakeholder group Why our stakeholders are important to CN

Employees Central to the success of our organisation by providing valued knowledge, skills and labour

Customers Provide us with feedback and utilise our services and products

Community groups and volunteers

Build trust and connections with local communities through these services

Government Provide funding opportunities, guidance through regulation and legislation, services, planning direction and networks

Partners Provide shared knowledge, networks, cultural experiences and economies of scale

Why we are important to our stakeholders

Provide a fair, engaging and enriched work experience with career development and flexible work arrangements

Provide products and services of good value and quality

CN engages with this group via

One Place (intranet), briefings, meetings, surveys, emails, NovoNews (newsletter), interviews and exit interviews

Customer service centre, customer experience and satisfaction measures, follow-ups, website, publications, fact sheets

Provide support and partnerships

Focus groups, committees and training

Provide local strategies, partnerships and networks

Provide advocacy, leadership, cultural vibrancy, and resources in line with policy and legislation

Formal meetings, briefings and networking meetings, correspondence and events, legislative reporting and 1:1 meetings

Contract management, account management relationships, networking meetings and regular engagement through site visits

Ratepayers Provide funding for local services and infrastructure; provide guidance, values, engagement and feedback

Businesses Build capacity, create vibrance and drive our city’s economy

Generate sustainable growth and returns to the community

Provide opportunities for business and promote activities to enhance businesses

Rates notices, community meetings, surveys, City News and other publications, website and annual report

Focus groups and workshops, publications, website, social media, annual report and surveys

CN

Media Build and protect reputation and raise awareness of events, services and facilities

Residents Provide guidance, values, engagement and feedback

Provide trend data on social, environmental, economic and governance information

Provide civic leadership representation, services and facilities

Media releases, briefings, interviews and social media

Public meetings, City News and other publications, website, social media, annual report, surveys, public exhibitions, community consultations and feedback sessions

Visitors Provide economic benefits by visiting, shopping and studying; generate employment opportunities and financial viability

Suppliers Provide products and services of good value and quality

Provide products, services and facilities

Website, social media and other published information, and the Visitor Information Centre

Provide fair access to business opportunities in line with policy and legislation

Contract management and account management relationships

Integrated and Accessible Transport

networks and services will be well connected and convenient. Walking, cycling and public transport will be viable options for the majority of our trips.

How we performed

Total Initiatives 93% of initiatives completed or on track

Action Performance

Monitor 1 | 7%

On Track 13 | 93%

O Track 0 | 0%

No Targets Set 0 | 0%

Total Key Performance Indicators 57% of KPIs completed

or on track

KPI Performance

Monitor 3 | 43%

On Track 4 | 57%

O Track 0 | 0%

No Targets Set 0 | 0%

1.1.1 Support implementation of the Regional Transport Strategy and advocate for public transport improvements

Collaborate with Transport for NSW to implement the Greater Newcastle Future Transport Plan

Advocate to and collaborate with Transport for NSW to progress actions in the Greater Newcastle Future Transport Plan

Transport and Compliance

1.1.2 Plan and deliver accessible local infrastructure improvements for public transport

Improve equity of access to public transport through upgrading of transport stops to meet the disability standards for accessible public transport

Implement the Transport Stops Program, including the renewal and upgrades of bus shelters and seating to comply with Federal Government legislation

Assets and Projects

1.2 Linked networks of cycle and pedestrian paths

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

1.2.1 Continue to upgrade and extend cycle and pedestrian networks

Provide cycle wayfinding and convenient bike parking

Install coherent and consistent bicycle wayfinding signage

Undertake the investigation, design and construction projects listed in the 2021/2022 Cycleways Program

Undertake feasibility studies to determine route alignments for key gaps in the network and sections requiring significant upgrade

1.3 Safe, reliable and efficient road and parking networks

Delivery Program Objective

Transport and Compliance

Transport and Compliance

Transport and Compliance

Operational Plan Action 2021/2022 Responsibility Status

1.3.1 Ensure safe road networks through effective planning and maintenance

Improve the safety, quality and amenity of local roads through increased road reconstruction, resurfacing and line marking programs

Develop the Roads Reconstruction and Resurfacing Program

Deliver bridge inspection programs and design and implement bridge renewal

Implement programs for repairs to defects on roads, kerbs and gutters, footpaths, nature strips and medians, and stormwater drainage

Develop and implement the Roads Resurfacing Program and Road Renewal Works Program, including roads, kerb and gutter, footpaths and stormwater drainage

Assets and Projects

Assets and Projects

Civil Construction and Maintenance

Civil Construction and Maintenance

Implement the 2021/2022 Pedestrian Access and Mobility Plan Program Transport and Compliance

1.3.2 Ensure community and business needs for adequate and accessible parking are prioritised

Implement parking controls to support CN’s strategic objectives

Review Newcastle Development Control Plan provisions relating to parking

Review operational policies and procedures for special parking zones

Liaise with private parking operators and providers to offer better information about off-street availability. Guidance, compliance and other technology should incorporate both on- and off-street parking to ensure integrated comprehensive parking information is collected and relayed

Transport and Compliance

Transport and Compliance

Transport and Compliance

1.3.3 Implement technology solutions to improve transport infrastructure and experiences, and encourage mobility innovation

Make car parking easy with an easy-to-use parking app that allows users to pay for parking wherever they are

Continue to encourage use of the EasyPark mobile app

Transport and Compliance

Key Performance Indicators

Quarterly indicators Results

Increase the number of users for the parking app

Annual measures Results

Volume and time of use on principal routes

Proportion of responses from frequent cyclists in agreement that cycling conditions have become better in the last two years

Satisfactory/optimal utilisation of parking spaces*

Increase community % who agree cycling facilities are well maintained**

Increase community % who are satisfied with condition of footpaths***

Increase community % who agree cycle routes are well connected

* Satisfaction with parking in the Newcastle CBD mean score has declined from 2.6 in 2021 to 1.9 in 2022 (29% in 2021, 10% in 2022) (Source: CN Community Satisfaction Survey July 2022)

** Satisfaction with cycling facilities mean score has declined from 3.4 in 2021 to 3.2 in 2022 (49% in 2021, 42% in 2022) (Source: CN Community Satisfaction Survey July 2022)

** 59% of respondents agree that Newcastle is a cycle-friendly city (Source: CN Liveability and Wellbeing Survey January 2022 baseline data)

*** satisfaction with footpaths mean score has declined from 3.3 in 2021 to 2.9 in 2022 (50% in 2021, 32% in 2022) (Source: CN Community Satisfaction Survey July 2022)

Protected

Newcastle Environmental Management Strategy 2013

Climate Action Plan 2021-2025

Smart City Strategy 2017-2021

Throsby Creek Action Plan 2017

Urban Water Cycle Policy 2019

Hunter Estuary Coastal Zone Management Plan 2017

Stockton Coastal Management Plan 2020

How we performed

Total Initiatives 100%

of initiatives completed or on track

Action Performance

Monitor 0 | 0%

On Track 22 | 100%

O Track 0 | 0%

No Targets Set 0 | 0%

2.1 Greater efficiency in the use of resources

Delivery Program Objective

Total Key Performance Indicators 100%

of KPIs completed or on track

KPI Performance

Monitor 0 | 0%

On Track 5 | 100%

O Track 0 | 0%

No Targets Set 0 | 0%

Operational Plan Action 2021/2022 Responsibility Status

2.1.1 Improve waste minimisation and recycling practices in homes, workplaces, development sites and public places

Develop internal waste management programs that reduce waste and increase recycling within CN

Improve public place waste and recycling services that raise awareness of waste and increase resource recovery

Develop a waste strategy for CN Waste Services

Develop a business improvement model for waste to review and prioritise key business improvement initiatives

Ensure recycling services can be maintained and manage the current and emerging impacts of external change

Ensure capacity is maintained at the Summerhill Waste Management Centre to manage the needs of the community

2.1.2 Investigate and implement renewable energy technologies

Develop projects to implement renewable energy and smart grid technologies

Waste Services

Waste Services

Waste Services

Utilise 100% renewable energy supply for CN operations Community, Strategy and Innovation

2.1.3 Encourage energy and resource efficiency initiatives

Pilot and deploy technologies that improve energy and resource sustainability across CN and the broader community

Develop and implement an organics facility

Waste Services

City of Newcastle

2.2 Our unique natural environment is maintained, enhanced and connected

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

2.2.1 Facilitate and advocate for protection and rehabilitation of natural areas

Ensure priority natural environment areas are maintained and improved

Deliver environmental improvement projects and maintenance along the coastline

Deliver projects that maintain and enhance the natural environment

Deliver Coastal Management Program actions

Maintain and enhance the natural environment at Blackbutt Reserve

Deliver improvements works across identified natural areas and reserves, including Blackbutt Reserve

Assets and Projects

Assets and Projects

Assets and Projects

Parks and Recreation

Parks and Recreation

Promote and control environmentally sustainable business practices and on-site wastewater system operation

Ensure development takes place in accordance with environmental planning requirements

Proactively monitor and regulate activities to minimise environmental impact, including implementing business pollution prevention program and erosion and sediment control program

Manage contaminated land information and seek appropriate remediation through the Development Application process

Commence rehabilitation of the former Astra St landfill site

Deliver an Environmental Improvement Program to address audit and environmental risks

Regulatory, Planning and Assessment

Regulatory, Planning and Assessment

Waste Services

Waste Services

Continue to implement the Urban Forest Policy to achieve an expanded and sustainable canopy cover through our streets and parks

Implement the Living Streets Tree Replacement Program to maintain and replenish our urban forest

Maintain our street, reserve and public land trees to ensure the health of our trees and safety of the community

Civil Construction and Maintenance

Civil Construction and Maintenance

2.2.2

Encourage and support active community participation in local environmental projects

Opportunities for community involvement are incorporated in the delivery of natural environment areas maintenance and improvement projects

Deliver natural connections and living streets community education initiatives in coordination with the delivery of key environment, stormwater and road projects

Support volunteer involvement in the delivery of natural environment programs (e.g. Landcare)

Deliver stormwater quality improvement initiatives to protect the downstream natural environment

Assets and Projects

Parks and Recreation

Assets and Projects

2.3 Environment and climate change risks and impacts are understood and managed

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

2.3.1 Ensure decisions and policy response to climate change remain current and reflect community needs

Keep the community involved in the development of climate change adaptation measures consistent with the adopted plans

Monitor sea level rise and groundwater behaviour in low-lying suburbs Assets and Projects

2.3.2 Support individuals and communities to prepare, respond and recover from emergency events

Coordinate prevention, preparedness, response and recovery activities for emergencies

Build on CN’s emergency management framework to respond to and recover from a crisis or emergency with minimal impact to life, assets or environment

Key Performance Indicators

Legal

Quarterly indicators Results

Level of satisfaction with bins in Newcastle (3 stars) (3.7 in 2021, 3.7 in 2022, 70% satisfied in 2021, 67% satisfied in 2022)

Annual measures Results

30% reduction in electricity use by 2025 (2020/2021 baseline 48,617GJ, 16% reduction in electricity use since 2020/2021)

50% reduction in liquid fuel use by 2025 (CN reduced fuel usage between 2020/2021 and 2021/2022 by 16.10%)

Increase usage of community recycling centre (Customers to Summerhill Waste Management Centre 138,606 in 2020/2021 and 142,744 in 2021/2022)

Increase the number of trees planted (1,000+) (1,926 trees planted in 2020/2021 and 1,959 trees planted in 2021/2022)

Environmental upgrade agreements

Act s 54P(1)

There were no environmental upgrade agreements entered into by CN during 2021/2022.

The Environment Portfolio invested $5.94m in the protection and enhancement of CN’s natural environmental assets during 2021–2022. Successful highlights of the investment outcomes across 3 programs include:

Bushland and Watercourse

• Inland cliff line rehabilitation at Braye Park quarry, Waratah West, was successfully completed with positive outcomes for all local pistol and archery clubs

• Ironbark Creek Stage 5b rehabilitation works contract was started, with all neighbours and adjacent landholders included in development of project

• Priority creek rehabilitation was successfully completed, including works at Sygna Close, Rankin Park; Blackbutt Reserve creek headwaters; Nereida Close, Kotara; and Waterdragon Creek, Kotara

• Priority bushland reserves regeneration was completed in Jesmond bushland, off Dangerfield Drive, Elermore Vale (including Jesmond track stabilisation and repair work); Aries Way Reserve, Elermore Vale; and Charlotte Avenue Reserve, Adamstown

• Draft Newcastle Environment Strategy consultation was completed, involving a wide array of community and internal participants to inform the scheduled public exhibition and community engagement in 2022

Coast, Estuary and Wetland

• Ahead of mass sand nourishment delivery at Stockton, actions to protect coastline included several campaigns of sand scraping and dune protection works, using straw bales in the dunes adjacent to Eames Ave and Corroba Oval that have effectively trapped sand

• Suitable rock was secured for 3 Stockton projects – Mitchell Street seawall repair, King Street breakwater repairs and Stockton SLSC seawall repairs

• Progress on Stockton and Southern Beaches Coastal Management Programs continues

• Severe weather events creating erosion and emergency management responses at Stockton and southern beaches have been a constant demand over 2021–2022, generating approximately $500,000 in temporary works

• Stockton Buried Protection Structures (southern end of Mitchell Street seawall, Lexie’s Café and Dalby Oval) included in Stockton CMP 2020 have been designed for delivery in 2022–2023

• Rock fall at Newcastle South has been repaired and review of the active cliff line area on Shortland Esplanade, Newcastle South has been contracted

Our achievements

200m urban creek re-naturalised 118,157 native plants in the ground 38,000m2 of native revegetation delivered 1,959 street and park trees planted

Approximately 7,500 tree work orders completed 3,146 hours of Landcare volunteering 68.8 hectares of bushland regeneration activity delivered

performance

Street tree planting

Urban Forest

• CN planted a total of 1,959 street and park trees

• The Street Tree Selection Manual – Species Matrix was reviewed and now accommodates species that address the impacts of climate change

• Our heritage park tree life extension investment in mulching and understorey planting is designed and underway

• The Street Garden Program trial has been promoted through the Green Our City competition

• The Tree Asset Management Plan 2022 was successfully completed, providing review of all current data captured for Newcastle’s street and park tree network, and projecting the future activities needed to create a sustainable tree population

Community tree planting greens city

The community joined with CN in celebration of National Tree Day by planting 6,000 native grasses, groundcovers, shrubs, and trees in Mayfield East to restore Newcastle’s urban ecosystems.

Our local centres and capital works projects have installed over 200 street trees in conjunction with native understorey plantings that will ensure the health and vitality of our trees and our neighbourhood hubs.

CN cares for a wonderful array of natural ecosystems, including 79 kilometres of creeks, 506 hectares of bushland, 65 wetlands, 9 coastal rock platforms, 19 hectares of sand dunes along our 10 beaches, and over 100,000 street and park trees.

Landcare efforts invested 3,146 hours in the community stewardship of these wild places, over 1,000m2 of sites across the city.

Inclusive action and advocacy in the protection and enhancement of our urban forest and natural areas are examples of CN’s commitment to becoming an International Council for Local Environmental Initiatives ‘City with Nature’, recognising and enhancing the value of our natural surrounds, as well as our efforts to be a global and local government leader in sustainability. City of Newcastle

What we recycled

What we recycled (tonnes) 2018/19 2019/20 2020/21 2021/22 Total collected for recycling* 22,113 49,431 39,543 39,412 Compost 15,665 17,270 23,017 20,932 Scrap metal 855 1,321 1,661 1,725 Wood waste 869 540 415 487 Household items for reuse 131 103 106 94 Household problem waste 96 159 162 177 Paper and cardboard 289 103 134 127 Tyres n/a n/a n/a 202 Mattresses n/a n/a n/a 36 e-waste n/a 191 197 241 Sandstone* n/a 985 260 0 Virgin excavated natural materials (aggregate)* n/a 14,922 644 6,681 * Material excavated on site and sold

Vibrant,

This year Newcastle Art Gallery's collection was independently valued. The value of the collection increased by $11 million to $126 million

making the collection one of the most valuable of any Gallery in Australia not located in a capital city.

City of Newcastle

Strategic Sports Plan 2020

Events Plan 2016-2019

Newcastle Night-time Economic Strategy 2018-2021

Disability Inclusion Action Plan 2021-2025

Dogs in Open Space Strategy 2018

Outdoor Exercise Facilities Strategy 2018 Newcastle Libraries Strategy 2019-2029

Cultural Strategy 2016-2019

Safe City Plan 2017-2020

Attendance numbers and programs were impacted by COVID-19 restrictions during 2021/2022.

How we performed

Total

Initiatives 97%

of initiatives completed or on track

Action Performance

Monitor 1 | 3%

On Track 33 | 97%

O Track 0 | 0%

No Targets Set 0 | 0%

Total Key Performance Indicators 75% of

KPIs completed or on track

KPI Performance

Monitor 1 | 25%

On Track 3 | 75%

O Track 0 | 0%

No Targets Set 0 | 0%

3.1 Public places that provide for diverse activity and strengthen our social connections Delivery Program Objective Operational Plan Action 2021/2022 Responsibility Status

3.1.1 Provide quality parkland and recreation facilities that are diverse, accessible and responsive to changing needs

Ensure spaces and facilities are multi-functional and adaptable to changing needs

Ensure that recreation facilities provide opportunities for the full range of age groups and abilities

Undertake plans of management and masterplans to reflect current community needs

Deliver projects that support whole-of-community use and incorporate universal design principles

Parks and Recreation

Parks and Recreation

Upgrade and enhance our parkland and recreational facilities

Provide sustainable infrastructure to support our parkland and recreational facilities by construction of new assets and renewal of existing assets

Provide open space facilities to meet community needs including playgrounds, outdoor and multipurpose courts, sportsgrounds, exercise equipment, dog off-leash areas

Provide aquatic facilities to meet community needs and industry requirements

Civil Construction and Maintenance

Parks and Recreation

Parks and Recreation

Support safe use of beaches through lifesaving services Parks and Recreation

Maintain our parks and public spaces to ensure the health and safety of the community *

Liaise with community and sporting clubs for open space bookings and events

3.1.2 Enhance our beaches and coastal areas through upgraded facilities

Continue to support and deliver on our Special Rate Variation project ‘Coastal Revitalisation’

Upgrade and enhance our beaches and coastal area facilities

Parks and Recreation

Parks and Recreation

Plan and design for the implementation of Bathers Way at King Edward Park Assets and Projects

Ensure our ocean baths, beaches and coastal facilities are clean and inviting Property and Facilities

3.1.3 Plan, coordinate and deliver cultural and community infrastructure and programs

Develop and deliver a range of community events and programs in partnership to enhance social connections

Ensure Newcastle audiences have access to a diverse range of exhibitions and works of high quality

Provide library services where people gather through pop-up facilities and colocation Libraries and Learning

Attract exhibitions at Newcastle Museum including travelling exhibitions and community exhibitions

Maintain a balance of Museum audience engagement, targeted to a breadth of audience demographics

Develop ambitious exhibition projects that attract local, regional, state and national audiences

Museum

Museum

Art Gallery

Manage venues to meet community as well as financial objectives

Provide a range of public and educational programming in partnership with others, to meet community objectives

Civic Services

*Consistent wet weather has impacted the progress of this action.

Attract and/or present a diverse range of high-quality live performance work

Maximise occupancy and attendance at venues

Ensure our buildings are multi-functional and support whole-of-community use

Work proactively to achieve balanced programming – mix of genres, tell local stories, reflect the city’s identity

Provide diversified offerings to meet community and commercial needs. Provide quality of offerings, flexibility and service levels, value for money

Ensure our community and CN buildings are clean, inviting, damage- and graffiti-free

Civic Services

Civic Services

Property and Facilities

Upgrade of Wallsend Library and updated layout Libraries and Learning

Investigate opportunities to replace Library equipment to provide members with a modern and intuitive borrowing experience

Investigate opportunities for multi-modal online and self-service library hubs

3.2 Culture, heritage and place are valued, shared and celebrated

Delivery Program Objective

Civic Services

Civic Services

Operational Plan Action 2021/2022 Responsibility Status

3.2.1 Celebrate Newcastle’s history, cultural heritage and cultural diversity

Grow the city’s identity via its collections of art and artefacts, local history and architecture

Actively develop public programs targeted to a breadth of audience demographics

Build the city’s identity through the Art Gallery’s significant collection of works of art

Install robotic equipment and commence digitising materials

Investigate opportunities to preserve and protect Newcastle’s local history and heritage collection

Highlight local stories told through exhibitions, digital platforms and media

3.2.2 Increase collaboration with artists and practitioners in the cultural sector

Partner with local artists and organisations to grow arts and culture

Select and attract works of high calibre to Newcastle, build reputation of Newcastle in live performance sector

Expose local stories, both historic and contemporary, through cultural programming and build Newcastle’s cultural identity

Build on programming partnerships with professionals, education, youth, older people, people with disability, Indigenous culture, local and national practitioners

Present nationally recognised work, build local reputation nationally

Present Art Gallery exhibitions and programs that feature local artists and their stories

Art Gallery

Art Gallery

Libraries and Learning

Libraries and Learning

Libraries and Learning

Civic Services

Civic Services

Art Gallery

3.3 Safe and activated places that are used by people day and night

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

3.3.1 Collaborate with local groups and services to address crime and safety

Provide CN facilities that are safe, welcoming and inclusive

Protect, promote and control the risk to public health associated with local business activities

Participate in community sector networks that work towards community safety across the LGA

Conduct regular inspection programs of food businesses, skin penetration premises and public swimming pools and monitor regulatory compliance for premises with water cooling systems (legionella)

Community, Strategy and Innovation

Regulatory, Planning and Assessment

Develop public places that are safe, welcoming and inclusive

Deliver park improvement projects that integrate safer-by-design principles

Parks and Recreation

3.3.2 Plan for a night-time economy characterised by creativity, vibrancy and safety, that contributes to cultural and economic revitalisation

Implement policy and strategic initiatives to encourage more diverse night-time venues

Apply crime prevention through environmental design principles for all new and replacement infrastructure

Support projects to increase and enhance venue diversity, support public space activation and plan for future initiatives

Assets and Projects

Community, Strategy and Innovation

Key Performance Indicators

Annual measures Results

Increase community (%) that feel overall safe in Newcastle LGA

(Mean score of 4.07 and 77% strongly agree that they feel safe in their local neighbourhood) (Mean score of 3.53 and 53% strongly agree that they feel safe in the Newcastle CBD/city centre)

Source: CN Liveability and Wellbeing Survey, 2022 (base data, first time survey was conducted)

Increase community (%) who agree that upgrades to coastal facilities have enhanced our beaches and coastal areas (target 87%)*

Maintain community satisfaction with the following: (currently 3 stars)

- Public parks (3.7 in 2021, 3.7 in 2022)

- Ocean baths and facilities (3.8 in 2021, 3.6 in 2022)

- Playground equipment available (3.7 in 2021, 3.6 in 2022)

- Open spaces (3.7 in 2021, 3.7 in 2022)

- Number of community events (3.7 in 2021, 3.7 in 2022)

Source: CN Community Satisfaction Survey July 2022

Increase promotion and awareness of the city’s Indigenous cultural heritage

* Satisfaction with ocean baths and facilities mean score has declined from 3.8 in 2021 to 3.6 in 2022 (66% in 2021, 57% in 2022) (Source: CN Community Satisfaction Survey July 2022)

* Satisfaction with beaches and beach facilities mean score has declined from 4.0 in 2021 to 3.7 in 2022 (77% in 2021, 60% in 2022) (Source: CN Community Satisfaction Survey July 2022)

Upgrades to coastal facilities

Several issues have significantly affected community satisfaction with our ocean baths and facilities across 2021/2022. Water quality decreased at the baths due to higher attendance, temperature increases, poor ocean water quality and low pump efficiency. In addition, the baths were closed several times due to inclement weather events, sometimes unexpectedly. CN is responding to these issues as part of the upgrade project underway at Newcastle Ocean Baths through a significant investment of $14.5 million in 2022/2023, including improved public domain spaces, shade, seating and lifeguard facilities. Further, Merewether Ocean Baths have since received new pumps to facilitate consistent water quality.

For further information, see our website.

Lambton Library refurbishment

In March 2022, major refurbishment was completed on Lambton Library to reclaim its former glory and provide Newcastle Libraries members with an improved and brand-new way of accessing library services. The library went from only being open to the public 11 hours per week to being open 7 days per week, 7am to 9pm.

Piloting new technology, library members over 16 can access the library building using their library card within these hours, providing more access to the community to borrow or return items; use the PC and printing services; or simply access the space for study or meetings.

Feedback from the community has been extremely positive and usage of the space has dramatically increased with over 9,900 visitors through the doors since reopening. Loans have increased by 62% and PC and Wi-Fi usage increased by 160%.

Several new programs and activities were launched as part of the reopening and have shown what a flexible community space the library now is.

Key highlights include:

• Newcastle Repair Café – an innovative Newcastle Libraries initiative, aligning with our focus on sustainability and the circular economy, featured a series of workshops aiming to teach skills to fix broken or damaged items instead of throwing them away. A pilot program was delivered monthly from March-June 2022, with 675 people attending across the 4 events

• Newcastle Seed Library - Following the successful launch of the Newcastle Seed Library at Wallsend Library in October 2020, additional outlets were established at the Digital Library (November 2021) and Lambton Library (March 2022). This initiative has been expanded due to its popularity with over 1,700 seed packets borrowed since the Seed Library first opened, as locals have embraced the opportunity to borrow seeds for free, teach children about the life cycle of plants and learn how to save seeds.

• Memory Room – a program tailored for people living with dementia and their families and carers is facilitated by an art therapist, holding workshops aiming to encourage conversation, laughter and connection. Two morning tea sessions were held at Lambton Library to promote the program and the memory kits are available for loan to library members.

• Lambton Library hosted the book launch of Mila and Ivy by local author Katrina McKelvey, which was well attended by families and school groups.

• The Tale Trail – an outdoor reading signage adventure trail in Lambton Park was also launched as part of the reopening.

Inclusive Community

A thriving community where diversity is embraced, everyone is valued and everyone has the opportunity to contribute and belong.

Digital inclusion - 2%

Early literacy - 36% Informed and connected - 9% Lifelong learning - 30% Stronger and more creative - 12% Personal development - 5% Economic and workforce - 6%

Disability Inclusion Action Plan 2021-2025

Newcastle Libraries Strategy 2019-2029

Aboriginal Employment Strategy 2021

Aboriginal Heritage Management Strategy 2018-2021

Reconciliation Action Plan 2018-2021

Attendance

4.1.2 Support initiatives and facilities that encourage social inclusion and community connections

Support and encourage programs and events by community groups and not-for-profit groups

Advocate and liaise with groups in relation to community building bookings and events Property and Facilities

Develop Community Wellbeing Strategy (subject to name change)

Continue Community Sector Network Analysis program to support the networks in their information share and collaborations

Community, Strategy and Innovation

Community, Strategy and Innovation

Facilitate the western suburbs place-based community support program Community, Strategy and Innovation

Facilitate the Youth Employment and Support Initiative under the Newcastle Youth Charter

Facilitate the Access and Inclusion Advisory Committee to provide advice to CN on matters of inclusion and access, within both the business and the city

Community, Strategy and Innovation

Community, Strategy and Innovation

Represent and include people with disability in our storytelling and activities, and enable equal access to venues and programs

Ensure open spaces and facilities are multi-functional and support whole-of-community use

Deliver Disability Inclusion Action Plan (DIAP) 2020-2024

Support, develop and present work by people with disability, and groups that suffer social disconnection or disadvantage

Civic Services

Upgrades to community facilities to improve accessibility Property and Facilities

Facilitate ‘Count Us In’ 2021-2022 Festival of Inclusion Community, Strategy and Innovation

Deliver key strategic initiatives of the DIAP that progress CN as an inclusive business and deliver inclusion outcomes in the community

Expand the scope and audience of the Lean In Newy platform

Continue to provide capability for community members to support local charities, groups and businesses

4.1.3 Improve, promote and facilitate equitable access to services and facilities

Develop a Social Infrastructure Strategy that provides for the funding, planning and delivery of social infrastructure in a strategic and coordinated way, particularly in the context of a growing and increasingly diverse population

Provide equal access to all persons to venues

Develop a Social Infrastructure Strategy

Community, Strategy and Innovation

Community, Strategy and Innovation

Community, Strategy and Innovation

Maintain current access audits and plans, take action on issues of unequal access

Civic Services

4.2 Active and healthy communities with physical, mental and spiritual wellbeing

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

4.2.1 Ensure people of all abilities can enjoy our public places and spaces

Ensure that a variety of parklands and recreational facilities are provided, accessible and distributed equitably across the city

New or renewed infrastructure will be delivered in accordance with Disability Standards where practical

Deliver recreation projects that improve accessibility Parks and Recreation

Continuously upgrade CN assets to meet the requirements of the Disability Discrimination Act

Assets and Projects

4.2.2 Improve access to formal and informal lifelong learning opportunities, facilities and services

Increase engagement with young people

Develop and deliver community programs, partnerships, information and learning programs designed to create wide opportunities for all

Actively invest in programming and communications targeted to young people including youth advisory

Target lifelong learning resources and programs to improve skills in financial literacies, health literacies, living sustainably and promoting wellbeing

Measure the impact of early childhood activities for libraries and childcare

Civic Services

Libraries and Learning

Libraries and Learning

Continue and expand adult learning volunteer program Libraries and Learning

Target lifelong learning for community governance workshops to support CN and community volunteer organisations

Actively develop public programs targeted to a breadth of audience demographics

Actively invest in education and exhibition programs within the Museum, engaging with identified groups

Facilitate digital and face-to-face environments that increase the capacity, education and connections of the community sector and key community stakeholders in addressing barriers that inhibit social inclusion and community connections

Support the Newcastle community sector with initiatives aimed at strategic development, collaborating, networking and information sharing

Facilitate the 2021 Community Academy for clubs, groups, voluntary organisations

Libraries and Learning

Art Gallery

Museum

Community, Strategy and Innovation

Community, Strategy and Innovation

Community, Strategy and Innovation

An integrated museum service providing opportunities for collaborative outcomes and strong stakeholder relationships

Enhance relationships within and external to CN to promote the Museum Museum

4.2.3 Promote recreation, health and wellbeing programs

Support and encourage use of recreation and leisure opportunities

Promote awareness of the requirements of the Companion Animals Act with respect to the ownership of companion animals

Provide website and social media updates to encourage use of recreation

Continue the existing Responsible Pet Ownership program and have 3–4 community events per year in collaboration with RSPCA and other stakeholders

Parks and Recreation

Transport and Compliance

Key Performance Indicators

Annual measures Results

Deliver a minimum of 4 targeted lifelong learning resources and programs

Increase the number of education and exhibition programs with identified groups

Maintain the number of community projects funded annually through grants and sponsorship programs

Increase the number of education and exhibition programs with identified groups

Maintain the number of local Aboriginal stories on display in the Museum

Inclusive training delivered in a targeted manner to CN staff and as part of employee inductions

Increase the availability of accessible and adoptable housing

At CN, we love animals! Reg cl 217(1)(f) Companion Animals Guidelines

Our ranger team consists of 6 rangers and a senior ranger who work 365 days per year, keeping pets and residents around the city safe. They use a variety of community-focused education and regulatory initiatives to achieve their responsibilities in accordance with the guidelines of the Companion Animals Act 1998

Newcastle LGA has one of the largest pet ownership areas in the state with just over 100,000 companion animals, and we continue to grow. Rangers reunited 180 pets with their owners this year and conducted a total of 120 proactive patrols throughout the LGA, including hotspot locations and regulation of our 18 off-leash parks and Bathers Way.

Our regulatory actions involved responding to and investigating complaints regarding dog attacks, nuisance dogs and cats, barking dogs and the regulation of declared dangerous, menacing and restricted dogs to ensure dog owners are complying with the control requirements under the Companion Animals Act 1998. This year there were 529 pets transported to CN’s animal management facility. If seized animals are not claimed by their owners, the animals are then transferred into the care of the RSPCA for adoption and rehoming. There were 298 dog attacks reported to CN during the 2021/2022 financial year.

Ranger services provide 24/7 coverage to the LGA. Throughout the year, rangers responded to 350 companion animal-related requests and conducted 120 proactive patrols of CN’s parks and reserves, including Bathers Way. During these proactive patrols, rangers have been trialling ranger dog ‘Bella’, a 2-year-old golden retriever, on foot patrols along Bathers Way and CN parks/reserves. It has been very well received within the community and a considerable amount of positive feedback has been given by members of the public.

Rangers and Bella attend Bathers Way for morning foot patrols from Merewether to Bar Beach most days, and afternoon park patrols are conducted with Bella 3 afternoons per week at Lambton Park and Acacia Avenue Reserve. During these patrols, rangers engage with dog owners and educate people about being responsible pet owners. Having Bella during patrols has resulted in people being more willing to engage and have a conversation with the ranger team.

CN’s companion animal funds have been used for desexing and vaccinating unwanted pound animals for rehoming and placing advertisements on social media for lost pound animals.

Our Disability Inclusion Action Plan 2021-2022

Disability Inclusion Act 2014, s 13(1)

In February 2022 Council adopted our Disability Inclusion Action Plan (DIAP) 2022-2026. CN’s initial DIAP (2016-2019) included 57 actions across 18 objectives. We achieved significant progress in multiple areas across the organisation, with 55 of the 57 actions completed or progressing towards completion and the remaining 2 completed by means other than the DIAP. CN’s DIAP 2022-2026 includes 35 actions across 13 objectives and 4 focus areas.

We have made the following progress against 4 focus areas:

Positive attitudes and behaviours

• Hosted an open invitation meeting of the Access Inclusion Advisory Committee for the public to attend and meet the new Advisory Committee

• Delivered an Inclusive Conversations Forum on Unpacking Vulnerability in the Newcastle context, which was developed using an inclusive platform to enhance online accessibility

• Undertook Library services focused on disability inclusion training and planning

• Held public exhibition of Draft DIAP 2022-2026, including creating promotional videos with Auslan embedded within the video and a standalone version (Respective links: https://youtu.be/2FdyyqfRDdU and https://youtu.be/o57ogUUxraY)

• Engaged members of the Access Inclusion Advisory Committee, people with lived experience of disabilities, employers, senior managers and disability service providers to promote the DIAP public exhibition period, comment on disability inclusion and promote inclusive events

• Worked with external stakeholders to assist, develop and support their DIAP actions

• Created a new community/voluntary services capacity-building program called NewConnects with a module on Access and Inclusion and held pilot sessions of the program for refinement. Full rollout in 2022/2023

Liveable communities

• Delivered new accessible park infrastructure

• Improved our lift capability at City Hall

• Consulted with the Access Inclusion Advisory Committee regarding inclusive events

• Presented at the Accessible and Inclusive Tourism Conference for the Asia-Pacific regarding accessible tourism opportunities in Newcastle

• Planned for accessible and inclusive features to be delivered via New Annual, a significant cultural program

• Delivered inclusive programs via our Libraries, Museum, Art Gallery and other programs

• Delivered approximately $7 million on Local Centre upgrades in the public domain to increase accessibility and hub connectivity

• Commenced community consultation and engagement related to the Principal Pedestrian Network, a mapped network of existing and future pedestrian routes that support activity and accessibility into and around key destinations such as neighbourhood and retail centres, schools, parks and transport stops

• Delivered West End Streetscape project, which includes increased accessibility features, completed East End Public Domain Project (Stage 1), including new shared paths, and commenced Newcastle Ocean Baths upgrade - delivered new, safer cycleway connectivity on Hunter Street West and Queens Wharf

• Continued working with Variety, the Children’s charity, to develop the flagship Livvi’s Place inclusive regional playground and waterplay area in Foreshore Park

• Provided a grants stream specifically related to social inclusion to encourage grant applications related to disability inclusion

• Provided a grants program via CN’s Count Us In Program to assist small organisations and other individuals in hosting inclusive events and activities. Examples included accessible fishing at the Hunter Wetlands, inclusive drumming workshops, Families Supporting Families inclusive disco, health and nutrition workshops for people with disabilities and art workshops for the Deaf community

Employment

• Developed an internal Disability Employment Network with a specific dedicated communication channel

• Commenced a monthly communication program to facilitate, inform and promote inclusion across the organisation

• Provided disability awareness and Auslan training for staff, flexible working arrangements and carer's leave provisions

• CN's People and Culture Staff, including those involved in recruitment and training, attended the Hunter Disability Expo 2022 and the Count Us In Newcastle Business Breakfast

• Supported the Art of Digital Storytelling program to enable people with disabilities to learn new digital skills for employment

Systems and processes

• CN, via our Disability Inclusion Action Plan 2022-2026, is committed to WCAG 2.1 AA for website accessibility. This commitment will improve accessibility for 3 major groups: users with cognitive or learning disabilities, users with low vision and users with disabilities on mobile devices

• Our progress towards more accessible content relies on training more staff to create accessible content and ensure information and Communication Technology (ICT) systems procured by CN are considered in terms of accessibility for people with disabilities, for both staff and community

• Delivered resources and support on how to create inclusive content

• Established a Customer Experience team that is required to consider access and inclusion across its work program

• Provided Customer Service staff with training opportunities related to disability inclusion and accessing information

• Our newly adopted CSP, Newcastle 2040, includes an overlapping theme of inclusion, ' a place for everyone', that is interwoven across 4 themes

• Delivered the Disability Inclusion Action Plan 2022-2026 and the CSP Newcastle 2040 in multiple formats, increasing accessibility

Local Strategic Planning Statement 2020 Heritage Strategy 2020-2030

Aboriginal Heritage Management Strategy 2018-2021 Affordable

How we performed

Total Initiatives 83%

Total Key Performance Indicators 88%

of initiatives completed or on track KPI Performance

Action Performance

Monitor 3 | 17%

On Track 15 | 83%

O Track 0 | 0%

No Targets Set 0 | 0%

of KPIs completed or on track

Monitor 1 | 12%

On Track 7 | 88%

O Track 0 | 0%

No Targets Set 0 | 0%

5.1 A built environment that maintains and enhances our sense of identity Delivery Program Objective Operational Plan Action 2021/2022 Responsibility Status

5.1.1 Protect, support and promote our unique built and cultural heritage

Ensure compliance with environmental planning regulations

Undertake investigations into alleged breaches of planning laws, fire safety and development consents. Promote awareness of policy, procedure and laws to encourage voluntary compliance

Regulatory, Planning and Assessment

Plan for and maintain quality and amenity of venues

Deliver Capital Works Program, forward planning, maintenance program and asset management for our Civic assets

Commence implementation of the Heritage Strategy for Newcastle

Civic Services

Regulatory, Planning and Assessment

Make venues available to the public via programmed activities

Provide community access to our Civic venues through tours and open days

Civic Services

5.1.2 Ensure our suburbs are preserved, enhanced and promoted, while also creating opportunities for growth

The land use pattern will reinforce mixed-use centres, educational nodes, opportunities for technology-based businesses, supported by integrated transport *

Implement the actions identified for 2021/2022 in the Local Strategic Planning Statement*

*Action wording has been adjusted to better reflect CN's service delivery.

Regulatory, Planning and Assessment

5.1.3 Facilitate well-designed and appropriate scale development that complements Newcastle’s unique character

Protect and enhance heritage buildings, streetscapes, views and key features, as well as encouraging building innovation

In the assessment of Development Applications ensure development is consistent with the principles in CN’s Local Strategic Planning Statement, including ensuring development addresses public spaces and is scaled for the pedestrian to provide vibrant and activated public spaces

Regulatory, Planning and Assessment

5.2 Mixed-use urban villages supported by integrated transport networks

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

5.2.1 Plan for concentrated growth around transport and activity nodes

Improve safety and comfort of active transport networks

Promote active transport

Advocate to the NSW Government for lower speed limits Transport and Compliance

Provide information about our cycling infrastructure through website updates, publication of project information and hard copy and online publication of cycling maps

Initiate and support events that encourage bike riding, such as National Ride2Work Day, NSW Bike Week, Biketober, local discovery rides

Transport and Compliance

Transport and Compliance

Promote integrated, sustainable, long-term planning for Newcastle

Implement the priority actions in the Greater Newcastle Metropolitan Plan 2036

Implement the actions in the Wickham Masterplan to deliver on the vision to create a diverse and dynamic mixed-use neighbourhood

Regulatory, Planning and Assessment

Regulatory, Planning and Assessment

5.2.2 Plan for an urban environment that promotes active and healthy communities

Raise fire safety awareness of all property owners and managers, tenants and business operators

Promote and encourage voluntary compliance with fire safety regulations through submissions of Annual Fire Safety Statements and through the Fire Safety Statement Program

Regulatory, Planning and Assessment

5.3 Greater diversity of quality housing for current and future community needs

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

5.3.1 Ensure sufficient housing diversity to meet community needs, including affordable and adaptable housing options

Promote fire safety in medium to high density boarding houses

Annual compliance inspections of registered and assisted boarding houses, as well as premises being used as unauthorised boarding houses to ensure compliance with fire safety and planning legislation

Regulatory, Planning and Assessment

Implement the actions identified for 2021/2022 in the Local Housing Strategy

Implement the actions identified for 2021/2022 in the Local Housing Strategy *

Facilitate affordable living Implement Affordable Living Plan

5.4 Sustainable infrastructure to support a liveable environment

Regulatory, Planning and Assessment

Regulatory, Planning and Assessment

Delivery Program Objective Operational Plan Action 2021/2022 Responsibility Status

5.4.1 Advocate for implementation of energy and resource efficiencies in new developments

Improve energy and resource efficiency in new developments

Use strategy documents in the Development Control Plan to guide new developments which set minimum planning requirements

Regulatory, Planning and Assessment

5.4.2 Plan, provide and manage infrastructure that continues to meet community needs

Implement best practice asset management to deliver sustainable services

Continue to establish the city centre as a technology enabled innovation precinct

Prioritise renewal of infrastructure to deliver desired levels of service

Installation of Smart City Infrastructure to support future city needs

*Action wording has been adjusted to better reflect CN's service delivery.

Key Performance Indicators

Assets and Projects

Community, Strategy and Innovation

Annual measures Results

Diversify housing type and tenure across the LGA to provide for a range of housing needs

Increase community (%) who are satisfied with the quality of heritage conservation (target 56%)*

Increase community % who agree there is a good mix of housing types (large and small single dwellings, apartments, units) in their local suburb **

Proportion (%) of houses within 400m of a public transport stop (91% CN GIS data 2022)

Increase % of Development Applications notified in accordance with the Development Control Plan

Increase % of Development Applications that have information available on the website that complies with the GIPA

80% of food premises satisfactory on first food inspection for the year

Increase community (%) who agree there is sufficient land available for different types of businesses to establish and grow

* Satisfaction with heritage conservation has declined from 54% in 2021 to 40% in 2022 (Source: CN Community Satisfaction Survey July 2022)

** 33% of respondents agree there are diverse housing options for everyone across Newcastle (Source: CN Liveability and Wellbeing Survey January 2022) (baseline data)

Smart

Smart City Strategy 2017-2021

Economic Development Strategy 2021-2030

Events Plan 2016-2019

Newcastle Destination Management Plan 2021-2025

Newcastle Libraries Strategy 2019-2029

How we performed

Total

Initiatives 97%

of initiatives completed or on track

Action Performance

Monitor 1 | 3%

On Track 32 | 97%

O Track 0 | 0%

No Targets Set 0 | 0%

Total Key Performance Indicators 100%

of KPIs completed or on track

KPI Performance

Monitor 0 | 0%

On Track 5 | 100%

O Track 0 | 0%

No Targets Set 0 | 0%

6.1 A vibrant, diverse and resilient green economy built on educational excellence and research

Delivery Program Objective Operational Plan Action 2021/2022 Responsibility Status

6.1.1 Recognise and strengthen Newcastle’s role as a regional capital and hub for industry, education, health, business, personal, tourism, port and logistics services

Embrace digital platforms to broaden audiences for culture

Support a strategic approach to government relations advocacy that demonstrates the case for investment at each step

Promote the lifestyle and cultural values of Newcastle as a place to work, invest and live

Utilise digital platforms to improve access to the Art Gallery and collection

Develop policy statements and business cases

Art Gallery

Community, Strategy and Innovation

Commence implementation of the Economic Development Strategy for Newcastle

6.1.2 Attract new business and employment opportunities

Deliver a training/skills program that supports the transition of skills in the Newcastle LGA. Deliver a campaign that highlights the breadth of economic opportunities available in Newcastle

Strengthen existing commercial and activity centres, and service and employment centres

Continued implementation of NewSkills program and New Move campaign

Continue to deliver the Local Centres Public Domain Program to foster new growth in Local Centres

Community, Strategy and Innovation

Community, Strategy and Innovation

Assets and Projects

6.2 A culture that supports and encourages innovation and creativity at all levels

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

6.2.1 Support and advocate for innovation in business, research activities, education and creative industries

Increase support for and engagement with local artists and cultural practitioners

Support development of local artists and cultural practitioners through collaborations and professional mentoring

Art Gallery

Support the United Nations Sustainable Development Goals Libraries and Learning

Promote informed citizenship and foster safe digital practices Libraries and Learning

Actively develop the local innovation ecosystem’s capacity to nurture, retain and attract innovative entrepreneurs and enterprise to generate economic growth

Build capacity in understanding, engagement and interaction with innovation to enable communities and businesses at all levels to participate meaningfully in our future city and economy

Support the growth of the live music and creative industries sectors

6.2.2

Deliver programming that supports the incubation and acceleration of scaling innovative enterprise

The Living Lab is established and CN is actively engaged with partners and internal stakeholders

Establish a community lab and innovation hub that provides and connects communities and business with the knowledge, tools and resources required to innovate

Policy and planning to enable, enhance and support live music

Support and advocate for the small business sector

Deliver a small business register that enables effective communication with all local businesses; enable and foster local business networks across all business precincts in Newcastle; provide internal and external stakeholders with strategic information regarding economic, industry and business activity

Establish and implement small business register; continue and strengthen role of Business Improvement Associations

Community, Strategy and Innovation

Community, Strategy and Innovation

Community, Strategy and Innovation

Community, Strategy and Innovation

Community, Strategy and Innovation

6.3

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

6.3.1 Facilitate events and festivals that attract visitors and support the local economy

Maintain a diverse program of events to appeal to a broad audience that build on Newcastle’s assets

Deliver Event Sponsorship Program

Deliver Major Events Program

Identify and attract major events

Deliver and support Grants and Sponsorship Program

Build capacity within the community to write grant applications

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Community, Strategy and Innovation

Community, Strategy and Innovation

Create highest sustainable level of activation possible in all venues

Deliver events and activations at all venues Civic Services

Provide additional activation and support during large-scale events

Provide activation and support for tourism industry and local providers

Civic Services

Civic Services

Build cultural tourism by presenting events that celebrate the city and contribute to its identity

Increase promotion, awareness and attendance of events

Develop ambitious exhibitions that attract local, regional, state and national audiences

Implement communications and marketing to increase visitation to our What’s On website

Art Gallery

Major Events and Corporate Affairs

6.3.2 Work with the tourism sector to further develop Newcastle as a visitor and event destination

Implement Destination Management Plan

Continue leadership role in developing the visitor economy

Continue leadership role in developing and implementing key strategic plans and actions including the Destination Management Plan

Continue to work with industry and state government to promote Newcastle as a leisure destination to out-of-region audiences through targeted research, campaigns and communications - intra and interstate to remain focus

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Major Events and Corporate Affairs

A thriving city that attracts people to live, work, invest and visit

Continue to work on researching and promoting sector infrastructure issues, including accommodation and conference facilities

Analysis of Fort Scratchley visitation figures and CRM

Work with our community, business sector and government to identify and facilitate key infrastructure projects

Continue to identify signature events and experiences for the Newcastle community and our visitors

Maintain digital consumer assets including Visit Newcastle website and Business Events website as well as print promotions such as City Guide, self guided itineraries and maps

Collect visitation statistics to Fort Scratchley to assist in marketing as a distinct and significant cultural tourism destination

Continue to support the development of Newcastle Airport and expansion of national and international routes

Promote Newcastle as a destination for business, association and professional conferences and events through dedicated business events promotional activities

Develop Visitor Services Strategy

Major Events and Corporate Affairs

Museum

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Civic Services

6.3.3 Work with businesses, planners and government at all levels to facilitate key infrastructure to support business growth

A vibrant and growing local economy with increased diversification, employment opportunities and economic resilience; better-informed decision-making within CN and among external stakeholders

Facilitating revitalisation projects that encourage improved facilities in our city and Local Centres

Establish and implement new datasets of relevant information related to economic activity and population profiles in Newcastle

Deliver the East End and West End public domain plans including improvements at Foreshore and Pacific Park

Community, Strategy and Innovation

Assets and Projects

Key Performance Indicators

Annual measures

Increase the number of visitors to Newcastle *

Maintain economic values of grants provided by the Events Sponsorship Program *

Increase the number of visitors to visitnewcastle.com.au

Maintain the number of major events held in Newcastle *

15% increase in engagement at all innovation programs, events and meetups provided by the ecosystem throughout the city across a 4-year horizon

10% growth in the number of enterprise scaling innovation for national and global markets across a 4-year horizon

Investment into innovative enterprise increases by 2% year-on-year

Local SMEs engaging with the innovation ecosystem increases by 2% year-on-year

Results

* These indicators have not been considered due to COVID-19.

Open and Collaborative Leadership

City of Newcastle

Newcastle 2040 (Community Strategic Plan)

Delivering Newcastle 2040 Resourcing Newcastle 2040

Customer Experience Strategy 2020-2025

Open and Transparent Governance Strategy 2017 Information and Communication Technology Strategic Plan 2018-2020

Asset Management Strategy 2022-2032

Aboriginal Employment Strategy 2022-2025 Long-Term Financial Plan 2022-2032

Workforce Development Strategic Plan 2022-2026

Attendance numbers and programs were impacted by COVID-19 restrictions during 2021/2022.

How we performed

Total Initiatives 91%

of initiatives completed or on track

Action Performance

Monitor 8 | 8%

On Track 95 | 91%

O Track 1 | 1%

No Targets Set 0 | 0%

Total Key Performance Indicators 100%

of KPIs completed or on track

KPI Performance

Monitor 0 | 0%

On Track 4 | 100%

O Track 0 | 0%

No Targets Set 0 | 0%

7.1 Integrated, sustainable long-term planning for Newcastle and the region Delivery Program Objective Operational Plan Action 2021/2022 Responsibility Status

7.1.1 Encourage and support long-term planning for Newcastle, including implementation, resourcing, monitoring and reporting

Implement the Integrated Planning and Reporting (IPR) framework

Provide extensive education and strategic framework related to the CSP to staff and newly elected councillors

Complete CN’s IPR requirements including quarterly reporting against the Operational Plan 2021/2022, development of the Operational Plan 2022/2023 and the Annual Report 2020/2021

Complete CN’s IPR requirements to develop a new Workforce Management Plan as required every 4 years

Community, Strategy and Innovation

Community, Strategy and Innovation

People and Culture

Ensure strategy development is consistent across the organisation and is in line with our CSP priorities

Build awareness and capabilities around IPR and strategic planning with a corporate online hub and dashboard

Community, Strategy and Innovation

7.1.2 Ensure long-term financial sustainability through short-, medium- and long-term financial planning

Review and incorporate the financial strategies underpinning all short- and medium-term plans into the LTFP

Ensure the management of CN’s budget allocation and funding alternatives is compliant with our policy, relevant legislation and corporate strategies to ensure the long-term financial sustainability of the organisation while delivering high-quality services and assets to the community

Ensure the management of CN’s budget LTFP alternatives is compliant with our policy, relevant legislation and corporate strategies to ensure the long-term financial sustainability of the organisation while delivering high-quality services and assets to the community

Ensure management of CN’s investment portfolio is prudent and compliant with our policy, relevant legislation and corporate strategies

Finance

Finance

Finance

Effectively and efficiently manage financial operations, systems and information

Ensure the rates and charges for the financial year are levied and collected in accordance with relevant legislation, while also incorporating rates assistance provisions

Ensure timely and accurate management of accounts payable, logistics, purchasing and financial authorisations to provide both internal and external customers with a high level of service

Finance

Finance

7.2.1 Conduct CN business in an open, transparent and accountable manner

CN’s corporate governance, legislative compliance and policy framework is well understood and embedded into strategic objectives, empowering staff and the elected Council to make evidence-based decisions

Deliver a review of CN’s governance framework Legal

Implement a delegations management system at CN Legal

Ensure staff understand their governance obligations Legal

Deliver a revised fraud and corruption prevention framework Legal

Implement a legislative compliance management tool Legal

Complete Council-term review of policies and implement annual policy review program

Legal

Legal City of Newcastle

Ensure councillors understand their obligations as elected representatives Legal

Provide a clear line of communications between members of the public and councillors

7.2 Considered decision-making based on collaborative, transparent and accountable leadership

Provide open and accessible government information as well as a commitment to the protection of privacy

Deliver a revised Privacy Management framework Legal

7.2.2 Provide timely and effective advocacy and leadership on key community issues

Improve reputation and trust Protect and enhance corporate reputation through media releases

Manage on-budget delivery of CN marketing programs including major events, project-specific, facilities and corporate marketing

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Provide accessible and inclusive communications

Use a range of methods and channels to ensure broad reach

Develop dedicated team of marketing professionals including internal graphic design service

Implement guidelines for accessible, clear and easy-to-read graphic design and publishing

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Major Events and Corporate Affairs

7.2.3 Establish collaborative relationships and advocate for local needs with all stakeholders

Develop partnerships and networking with community, government and business

Work with partners to further explore the United Nations Sustainable Development Goals and how they align to the Newcastle community

Community, Strategy and Innovation

7.3 Active community engagement in local planning and decision-making Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

7.3.1 Provide opportunities for genuine engagement with the community to inform CN’s decision-making

Increase opportunities for community input into CN’s decision-making processes

Conduct genuine community engagement for project plans and strategy

Develop targeted engagement strategies to ensure feedback from hard-to-reach groups is incorporated in CN decision-making

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Increase profile of community engagement as an integrated function of CN

Increase engagement with hard-to-reach groups

Expand engagement with the community through improved use of digital platforms and communication regarding CN projects

Develop and implement communications campaigns using a range of channels and media to reach community and stakeholders with key information

Deliver an expanded engagement program for CN including increasing Have Your Say panel membership, education and awareness of key initiatives, and providing a range of opportunities for people to provide feedback through digital and traditional methods

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Major Events and Corporate Affairs

7.3.2 An informed community through clear and consistent communications

Increase CN’s digital and social media profile and encourage information sharing online

Develop a Social Media Style Guide that aligns with Corporate Brand Strategy

Develop and deliver digital marketing strategy to increase CN’s online profile and presence

Advise, implement and deliver effective communication plans and products to promote activities and services

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Enhance digital platforms

Oversee a website revamp project to improve customer service and access to CN information and news

Implementation of marketing strategic projects including Smart Cities campaign, launch of internal graphic design as costed service, establishment of What’s On webpage

Major Events and Corporate Affairs

Major Events and Corporate Affairs

Compliance with record-keeping standards and legislation, providing open and accessible government information and a commitment to the protection of privacy and confidentiality

Continue to develop a strong information/ records management culture Legal

Deliver a revised records management program Legal

Continue to deliver digitisation of hard copy records Legal

Providing advice on the proactive publication of information Legal

7.4 A local government organisation of excellence

Delivery Program Objective

Operational Plan Action 2021/2022 Responsibility Status

7.4.1 Continuous improvement in service delivery based on accountability, transparency and good governance

Develop a culture of continuous improvement across CN

Develop and promote an organisational excellence framework to increase the efficiency and effectiveness of service delivery across the organisation

Undertake a comprehensive review of all CN advertising expenditure and placement to identify and outline a framework for cost savings and improved processes

Community, Strategy and Innovation

Major Events and Corporate Affairs

Provide assurance to CN employees and the community that risks are identified and managed effectively to achieve organisational priorities and strategic objectives

Mature CN’s Enterprise Risk Management framework and continue to embed into decision-making

Legal

Provide assurance that risks are identified and managed effectively to achieve organisational priorities and strategic objectives

Continue to embed a risk-aware culture integrated with CN strategy Legal

Implement and deliver an emerging risk program Legal

Implement CN’s revised Business Continuity framework and deliver the annual test of CN’s Business Continuity Plans

Ensure CN’s insurance coverage appropriately protects CN’s risk exposures and claims are managed fairly and timely

Legal

Legal

Deliver an audit program aligned to strategic and key operational risks Legal

Embed legal processes into CN strategy and decision-making

Provision of high-quality and timely legal advice on high-risk matters aligned to CN’s strategy

Provide high-quality and timely procurement advice supporting the delivery of CN’s capital works projects and value for money to CN

Legal

Legal

Embed tendering and contracts management processes into CN strategy and decision-making

Ensure accountability for public money and high-level services

Effectively and efficiently manage depot and fleet operations, systems and information

Provide high-quality and timely procurement advice and reduce legal risks associated with contracts management

Ensure external audits of our financial reports are carried out in accordance with accounting standards

Provide continued improvement, support and management of CN procedures required to manage the operational works depot and provide the facilities to support the services delivered to the community

Manage the operational fleet and plant to provide safe, fit-for-purpose and legislatively compliant assets

Legal

Finance

Depot Operations

Depot Operations

Implement effective and efficient systems

Provide a Human Resource Information System (HRIS) that meets the business needs of the users by delivering comprehensive functionality, valuable reporting, increased efficiency and improved risk management, remaining relevant with a robust self-service function

People and Culture

Provide assurance regarding risk management, governance and controls to CN and the Audit and Risk Committee, contributing to the achievement of strategic objectives

Accurate digital collection management data and locational information

Deliver an audit program aligned to strategic and key operational risks Legal

Conduct monthly collection management record auditing Museum

7.4.2 Provide services that deliver on sustainable community service expectations

Ensure Asset Management Strategy and Plans capture community service expectations

Implement the Asset Management Plan

Community, Strategy and Innovation

7.4.3 Provide the

community

with responsive customer service

Provide our customers with simple and convenient ways to access and do business with CN

Continue to provide high-quality customer service delivery to the community via phone and counter channels

Evaluate and realign customer service team structure and resources to enable an outward-looking customer experience culture/focus

Provide regular and meaningful communications around customer experience improvement initiatives and customer satisfaction/success indicators to both internal and external customers

Customer Experience

Customer Experience

Customer Experience

Focus our customer service around the quality of service

Transform the way we deliver services to flip the power from the organisation to the customer to build lifelong trust

Create and maintain a high level of customer satisfaction through all services provided at the Museum

Continue to provide accessible, high-quality customer service delivery to the community via phone, counter and digital channels

Evaluate and realign customer-focused positions and resources to enable an outward, organisation-wide focus on customer experience

Provide regular and meaningful communications around customer experience improvement initiatives and customer satisfaction/success indicators to both internal and external customers

Build a culture of empathy and understanding for our internal and external customers while growing our service delivery capabilities

Museum

Customer Experience

Customer Experience

Customer Experience

Customer Experience

7.4.4 Maintain a high-quality workforce that is responsive to the needs of CN and the community

Attract and retain a high-quality, committed workforce

Review, analyse and recommend appropriate activities and strategies for Employee Value Proposition focusing on attraction and retention

Complete salary system review which includes a progression framework, job evaluation tools and recognition of critical roles in collaboration with the parties to the City of Newcastle Enterprise Agreement (2019)

Review, analyse and implement improved activities to build CN’s reputation as an employer of choice

City of Newcastle

Ensure cultural diversity in candidate and employee population

Implement Diversity and Inclusion Strategy by recommending appropriate activities and strategies for diversity and inclusion

Design of Aboriginal Engagement Strategy (AES) 2021-2024

People and Culture

People and Culture

People and Culture

People and Culture

People and Culture

Invest in the capabilities of our people

Strengthen the role and effectiveness of leaders in supporting injured workers through education, empowerment and accountability for the important role our leaders play

Develop opportunities to enhance injured workers to recover in a sustainable way

People and Culture

People and Culture

Review leadership and cultural programs in line with Culture Strategy, emerging leader competency and capabilities requirements

Establish an engaged workforce that delivers a unique employee experience, and makes people feel more connected to each other and to the vision and purpose of the organisation

Facilitate a culture of Cooperation, Respect, Excellence and Wellbeing

Research, design, develop and recommend Leadership Capability framework that clearly defines key competencies and behaviours at CN

Design an engagement and culture strategy that articulates the activities that will build engagement and culture aligned with CN’s strategy and vision

Implement the Health and Wellbeing Strategy through amplifying and embedding existing wellbeing initiatives and identifying opportunities and partnerships to enhance the breadth and efficacy of the wellbeing offerings

Develop opportunities for Work Health and Safety (WHS) system ease of user access. Enhance WHS reporting to inform key decisions in safety and wellbeing such as funding of wellbeing initiatives

Continue to develop a culture underpinned by safety where our employees feel their wellbeing is valued and their safety is CN’s first consideration

People and Culture

People and Culture

People and Culture

People and Culture

People and Culture

Develop an automated system for managers and employees to access, complete and manage centralised reporting of learning and professional development needs

Research, design, develop and recommend Performance and Development framework including integration with systems to automate processes and provide central online source of performance information

People and Culture

7.4.5 Support the community and organisation through improved IT services that meet community needs

Deliver simple and intuitive local government services that are fit for the digital age via outstanding customer and employee digital experiences

Commence delivery of the digital transformation of CN services via the Customer Service Management Platform, targeting high-impact services first

Establish a consistent and accessible user experience across primary CN digital channels (website and mobile apps)

Information Technology

Information Technology

Establish customer-focused digital government KPIs Information Technology

Replace high-impact manual and inefficient processes with redesigned digital processes Information Technology

Establish industry-standard development practices to provide governance and secure coding oversight to digital assets launched by CN

Establish a sustainable, high-performing organisation that leverages technology to enable a modern and agile workforce and translates data into actionable insights to optimise business operations

Transform CN by delivering on strategically aligned digital priorities within the IT capital works program by providing IT product management and IT portfolio management within an agile environment

Set a strong foundation in information and communication technology governance, weaving into all areas of CN as a reliable business partner and facilitating new opportunities for technology transformation

Information Technology

Embed change management into the delivery of IT projects Information Technology

Consolidate Geospatial Platform leveraging partners, managed services and hosting solutions

Deliver broader application of geospatial capabilities across CN, community and stakeholders

Information Technology

Information Technology

Enhance Digital Twin including Remotely Piloted Aerial System capabilities Information Technology

Continue to be a geographic information systems leader through active participation in spatial communities

Information Technology

Continue to deliver IT product management across CN Information Technology

Continue to deliver IT portfolio management across CN Information Technology

Deliver agile capability across CN Information Technology

Data ownership and governance model Information Technology

Review OneCouncil implementation Information Technology

Establish integration framework Information Technology

Deliver security and governance upliftment Information Technology

Continue ICT strategic vision and direction Information Technology

Deliver ICT architectural design and technology sustainability Information Technology

Continue to provide customers with end-to-end service delivery, end user computing and service desk support

Information Technology

Proactively identify and exceed customer expectations of the future through driving agility and connectivity, and ultimately supporting the evolution of Newcastle into one of the leading local governments nationally

Implement smart city technology foundation

Define the enterprise data architecture framework and roll out across CN

Define and implement data governance, ownership and stewardship specific for CN. This will ensure our data assets are maintained at a high level of quality

Build, maintain and enhance enterprise reporting, dashboards and analytics to allow for meaningful insights and evidence-based decision-making

Perform data analysis and provide recommendations to decision-makers

Build and maintain the enterprise data platforms that support data management, reporting and dashboard

Continue to lead and champion the value of data and promote the correct use of CN data assets

Key Performance Indicators

Information Technology

Information Technology

Information Technology

Information Technology

Information Technology

Information Technology

Information Technology

Annual measures Results

Maintain in-person contact survey rating of 74% *

Increase social media followers

Community (%) who agree City News is informative in updating about what CN is delivering in our city **

Community (%) awareness of CN’s regular newsletters **

Community (%) satisfied with CN’s performance **

Community (%) who agree that CN’s information is easy to access from our website **

Increase community awareness of Delivering Newcastle 2040 document

Improve awareness of CN's brand

* No survey completed due to COVID-19

** Survey question was not asked due to COVID-19; 2018/2019 data has been used

Our corporate governance framework

• Encourages robust and effective decision-making through processes, practices and policies

• Ensures clears lines of accountability

• Gives the community assurance that we are held to account in terms of the expenditure of public money

• Includes a robust risk management system.

Corporate governance is one of the cornerstones of any good business. At CN, we are proud of our strong corporate governance framework, which has existed in a formal way for over 10 years. We are focused on continuous improvement and maturing our framework to meet current requirements and community expectations.

CN’s Corporate Governance Lighthouse model

CN’s Governance Lighthouse principles are based on the ASX Corporate Governance Principles and Recommendations and the Audit Office of New South Wales model.

CN has adapted these to our functions and activities to ensure our corporate governance is of the highest standard.

Key Stakeholder Rights

We focus our customer experiences to create a smart, liveable and sustainable global city that is customer-centric.

City of Newcastle

Key stakeholder management program

17.

Risk Management

16. CEO and management sign-off of internal controls

15.

Risk management program

We regularly review and update opportunities for significant and meaningful citizen engagement based on equity, inclusion and connection. We recognise that this is an important part of local democracy, fostering community cohesion, pride of place and participation in civic life.

We are developing a Local Social Strategy to continue to guide future access to information to keep the community informed and engage with the community on key issues and matters of significance in the LGA. We continue to promote open and transparent governance and our key functions, policies and practices are published on CN’s website.

See more information about our proactive release program on page 188, committees on page 175, Public Voice sessions on page 175 and community engagement on page 64.

Our enterprise risk management framework is integral to CN, providing assurance that we are operating effectively and efficiently. Our senior leaders provide oversight and guidance in mitigating our strategic risks and managing our operational risks and control measures at the first line. Our internal Governance and Risk (Executive) Committee provides second-line assurance and reports to an Independent Audit and Risk Committee.

Our Enterprise Risk Management Policy sets out our commitment to creating a positive organisational culture that promotes risk management acceptance, communication and management of appropriate risk throughout the organisation. Our approach to risk is integrated into the organisation’s core business and embedded within planning and decision-making processes.

See more information about CN’s enterprise risk management on page 184.

Remuneration

14. Remuneration is fair and responsible

Our organisational structure and roles and responsibilities are linked to delivering CN’s strategic objectives.

We ensure that our remuneration for the CEO and senior officers is fair and reasonable and we disclosure total remuneration in our annual report. The remuneration structure meets all legislative requirements and follows best practice in local government.

In February the elected Council unanimously endorsed our CEO’s performance through a process that is overseen by a CEO Performance Review Panel, independent assessment, and receiving annual performance reviews with the outcomes publicly reported in open Council.

See more information about senior staff remuneration on page 227. Disclosure 13. Continuous disclosure 12. Annual report

We embrace the opportunity to engage with our community to ensure our planning and reporting is informed, relevant and responsive to community needs. Our strong integrated planning and reporting program not only meets legislative requirements but provides snapshot and ongoing reports on progress with respect to the principal activities detailed in our Delivery Program. These activities contribute, in the long term, to our CSP.

Our traffic light system promotes transparent disclosure of positive and negative information to demonstrate significant changes to the organisation. Key reporting is published on our website and includes:

• Council meetings including Executive Monthly Performance Reports

• Quarterly performance reports and financial review

• Six-monthly performance reports

• Annual reports

• General Purpose Financial Statements

• End of Term reports.

Structure 5. Key governance committees

CN has a robust financial governance framework, including financial management policies and budget guidelines to support appropriate financial planning and management to ensure delivery of organisational and community service and long-term financial sustainability.

Our monthly reporting to the elected Council and the community includes income, operating and capital statements, debtor reports, works programs, councillor expenses and investment compliance.

Our financial records are overseen by our independent Audit and Risk Committee and include public presentation of the General Purpose Financial Statements detailing audited financial position, which the elected Council receives and adopts, complying with appropriate accounting standards.

We have no findings identified by the audit by the Audit Office of NSW.

Our internal audit function is recognition of the organisation’s commitment to continuous improvement and we are sector leaders in assurance mapping.

CN’s independent Audit and Risk Committee facilitates and responds constructively to reviews, findings and recommendations and has overseen improvements to corrective actions, holding the organisation to account for performance and conformance.

See more information about our financial reporting on page 206 and more information about internal audit on page 186.

Legislative compliance is a critical component of CN’s corporate governance framework. This provides assurance that CN is meeting its obligations and managing legislative compliance risks effectively.

We are leaders in our Corruption Prevention Framework, expanding on the Audit Office Fraud Control Improvement Kit and the Australian Standards to ensure a comprehensive system that guides all corruption prevention management activities and incorporates our Fraud and Corruption Prevention Policy, Fraud and Corruption Control Plan, Fraud Risk Register and reporting on fraud or corruption, including our Public Interest Disclosures Policy.

In addition, our Ethical Behaviour Framework ensures public confidence in the integrity of CN through our Codes of Conduct, Disclosures of Interests of Designated Persons, management of conflicts of interest, and gifts and benefits disclosures.

See more information about our Public Interest Disclosures on page 183, and more information about the Code of Conduct for Councillors on page 161.

CN’s strategic advisory committees and standing committees align with CN’s strategic objectives and provide broad opportunities for community and stakeholder engagement for greater diversity of input into matters on which the elected Council will be making decisions.

See more information about our committees on page 175 and our Audit and Risk Committee on page 186.

Our community is made up of people with diverse experiences and perspectives and our inaugural Inclusion, Diversity and Equity Strategy is a significant step towards improving our culture. Along with our Disability Inclusion Action Plan and programs such as Count Us In Newcastle, CN is committed to further enhancing access and inclusion for the benefit of our entire community.

We regularly report on our achievements against this, and other plans, as part of our continuous disclosure and updates on progress against our Delivery Program.

Our Newcastle 2030 CSP, 4-year Delivery Program, annual Operational Plan, supporting strategies and plans are developed with community input and accessible on our website.

Our Budget 2021/2022 guides our leadership and decision-making.

Our Ethical Behaviour Framework, including the appropriate authorisation to perform a function or exercise decision-making powers, supports our evidence-based decision-making, safeguarding our processes and behaviours to ensure we deliver and act in an ethical way and meet community expectations of probity, accountability and transparency.

See more information about Our Budget 2021/2022 on page 14.

Code of Conduct

CN has adopted Codes of Conduct that apply to staff, councillors, Council committee members, delegates of Council and Council advisors. These are based on the Model Code of Conduct for Local Councils in NSW, which has been prescribed under the Local Government (General) Regulation 2021. The Codes represent the highest level of CN policy and are a key component of our governance framework. They set the minimum standards of conduct and assist CN officials to:

• Understand and comply with the standards of conduct that are expected of them

• Fulfil their statutory duty to act honestly and exercise a reasonable degree of care and diligence

• Act in a way that enhances public confidence in local government.

CN reports annually to the Office of Local Government on complaints received and managed under the Code of Conduct for councillors.

City of Newcastle

Accountability and leadership

Governing body

A popularly elected Lord Mayor and 12 councillors make up the elected Council. The people who live in or own property in CN’s LGA are eligible to vote for who they want to be on Council.

CN’s councillors are responsible for electing the Deputy Lord Mayor from among the councillors. Councillor Declan Clausen was elected as Deputy Lord Mayor for the term of Council 2021-2024.

Council elections are held every 4 years in NSW; however, due to COVID-19, elections were postponed and the current councillors were voted into office on 4 December 2021.

Newcastle LGA – wards

The Newcastle LGA is divided into 4 wards, with each ward represented by 3 councillors who are elected for a 4-year term (this term will be shorter due to the 2021 election being delayed due to COVID-19).

Ward 1

Carrington Cooks Hill (part) Islington Maryville Mayfield Mayfield East Mayfield West Newcastle Newcastle East Newcastle West (part) Stockton The Hill Tighes Hill Warabrook Wickham

Ward 2

Adamstown Adamstown Heights Bar Beach Broadmeadow

Cooks Hill (part) Hamilton Hamilton East Hamilton South Kotara (part) Merewether Merewether Heights Newcastle West (part) The Junction

Ward 3

Birmingham Gardens Callaghan Georgetown Jesmond Hamilton North Kotara (part) Lambton New Lambton New Lambton Heights North Lambton Rankin Park Wallsend (part) Waratah Waratah West

Ward 4

Beresfield Black Hill Elermore Vale Fletcher Hexham Lenaghan Maryland Minmi Sandgate Shortland Tarro Wallsend (part)

Councillors

who held office from July 2021 to December 2021

Council also thanks those councillors no longer holding office for their contributions to CN:

• Matthew Byrne (ALP) – 2017 to 2021

• Jason Dunn (ALP) – 2012 to 2021

• Kath Elliott (IND) – 2017 to 2021

• Brad Luke (LIB) – 2008 to 2021

• Allan Robinson (IND) – 2012 to 2021

• Andrea Rufo (IND) – 2012 to 2021

• Emma White (ALP) – 2017 to 2021

Role of Councillors

Under the Local Government Act 1993, councillors have a responsibility to:

• Be an active and contributing member of the governing body

• Make considered and well-informed decisions as a member of the governing body

• Participate in the development of the IPR framework

• Represent the collective interests of residents, ratepayers and the local community

• Facilitate communication between the local community and the governing body

• Uphold and represent accurately the policies and decisions of the governing body

• Make all reasonable efforts to acquire and maintain the skills necessary to perform the role of a councillor.

A councillor represents residents and ratepayers, provides leadership and guidance to the community, and facilitates communication between the community and CN.

Lord Mayor Nuatali Nelmes is the 14th Lord Mayor of Newcastle and has served for 7 years, returning for a third consecutive term as the Lord Mayor of Newcastle following a general election held on 4 December 2021.

The Lord Mayor previously served as a councillor for 6 years from 2008.

Nuatali holds a Bachelor of Business with a double major in Industrial Relations/Human Resource Management and Marketing from the University of Newcastle, and is a Graduate of the Australian Institute of Company Directors and the Harvard Bloomberg Leadership Initiative. She worked in small business and recruitment before being elected to Council in 2008.

During her time as councillor she also worked on community climate adaptation programs with the United Workers Union. Nuatali has continued to build on her first-term success that delivered progressive financial sustainability while protecting local jobs and services, creating momentum for positive change through consistent hard work, stability and collaboration.

Lord Mayor Nuatali Nelmes has ensured that CN has:

• Shifted to 100% renewable energy from 1 January 2020 (reducing CN’s carbon footprint by 77%)

• Delivered a 15,000-panel, 5MW City-owned solar farm at Summerhill Waste Management Centre, which is slashing our electricity bills and saving ratepayers

• Avoided austerity and secured our city’s financial sustainability without cutting local jobs and services

• Responded promptly to the COVID-19 global pandemic with a targeted, locally led Community and Economic Resilience Package, and $116 million record stimulus infrastructure program

• Leveraged the record development investment into our city to deliver positive outcomes for our all Novocastrians

• Committed Newcastle as a Welcome City that embraces diversity in all its forms

• Saved Blackbutt and delivered a complete upgrade and adventure playground

• Created more apprenticeships and traineeships and invested in fit-for-purpose facilities for our staff

• Delivered more than $6.5 million in playground upgrades

• Invested in flood mitigation in Wallsend, including a commitment of more than $20 million to rebuild vital infrastructure

• Developed a long-term strategy to combat decades of erosion at Stockton

• Delivered the first new library in over 14 years

• Committed to the United Nations Sustainable Development Goals

• Built partnerships with our community, business and governments locally, nationally and internationally. Since 2014, Nuatali has used the now strong financial position to ensure that CN has invested in programs and projects that are important to the people of Newcastle, including:

• $105 million into our local buildings, structures and places

• $65 million into improving our waste management services

• $77 million into upgrading our stormwater network and on environmental initiatives like our Street and Park Tree Planting Program

• $10 million into city centre revitalisation

• $13 million into upgrading our cycleways

• $30 million on coastal revitalisation, including the delivery of our iconic Bathers Way shared path Nuatali represents Newcastle on the ICLEI (Local Governments for Sustainability) Oceania Regional Executive Committee and is the chair of the Global Covenant of Mayors Oceania committee. Statewide, Nuatali was also elected as a Regional Director for Local Government NSW in December 2021. Regionally, Nuatali is Chair of the Hunter Joint Organisation Standing Committee for the Greater Newcastle Metropolitan Plan Implementation and is a Board Member for Newcastle Airport, Greater Newcastle Aerotropolis and associated partnership boards.

Nuatali is also chair of CNs Asset Advisory Committee and previously served on the Board of the Hunter Westpac Rescue Helicopter for 4 years as well as on the Board of Northern Settlement Services and the Hunter Writers Centre.

The Lord Mayor is only the second female Lord Mayor of Newcastle after popular 1970s-era mayor Joy Cummings, and she is the youngest Lord Mayor of Newcastle. Nuatali was raised and educated in Newcastle, is married with three children and has enjoyed a representative sporting career in basketball.

Declan Clausen was first elected to Council at a by-election in 2015 and is a representative of the Australian Labor Party.

He has served continuously as the City’s Deputy Lord Mayor since September 2017 and has been re-elected to serve for the duration of the current Council term.

Declan is an energetic and committed Novocastrian who is passionate about sustainability, equality and the development of the city.

He holds a Masters in Sustainable Urban Development with Merit from the University of Oxford (UK), a Bachelor of Engineering (Environmental) with Honours I from the University of Newcastle, is a Graduate of the Australian Institute of Company Directors, and has completed the Bloomberg Harvard City Leadership Initiative at Harvard University.

Outside of his role on Council, Declan is the Executive Officer at Hunter Water Corporation, and a Non-Executive Director of Active Super.

Years of service - 7.

Membership on CN Committees

Chairperson, Strategy and Innovation Advisory Committee

Deputy Chairperson, Asset Advisory Committee

Alternate Member, Audit and Risk Committee

Membership on External Committees

Non-Executive Director, Newcastle Art Gallery Foundation

Dr John Mackenzie is a policy research consultant with over 15 years’ experience in academic, government and consulting roles.

He brings to Council expertise in social research, impact assessment, community engagement and evaluation.

John has worked around the country on policy initiatives that bring communities together to find solutions to complex, divisive and intractable natural resource management problems, such as water allocation in the Murray Darling Basin and Indigenous water rights in Cape York and the Kimberley.

Years of service - 3.

Membership on CN Committees Member, Audit and Risk Committee

Member, Liveable Cities Advisory Committee

Member, Public Art Advisory Committee

Membership on External Committees

Member, Hunter and Central Coast Joint Regional Planning Panel

John Church was first elected to Council in 2017 and was elected for a second consecutive term in December 2021.

He is a born-and-bred Novocastrian with a career background in media and small business and holds a Masters in Business Administration.

John is married to Lynne with 3 children and is passionate about this city and community.

Years of service - 3.

Membership on CN Committees: Member, Liveable Cities Advisory Committee

Membership on External Committees

Member, Salvation Army Red Shield Committee and Advisory Board

Member, Australian Institute of Company Directors

City of Newcastle

Carol Duncan is an experienced media and local government professional with extensive broadcast journalism experience across Australia, and a casual academic in the School of Humanities, Social Sciences and Creative Industries at the University of Newcastle.

A resident in Newcastle since 1993, Carol has served on the HMRI and Newcastle Art Gallery Foundations and is the founder of the Lost Newcastle community history group of some 70,000 members.

Carol has been recognised by the Walkley Foundation, the NSW Premier’s Office and the NSW Cancer Council for her work as a journalist. She is also a member of the Australian Institute of Company Directors.

She is committed to the continued development of Newcastle as a city of opportunity for health, education, arts and culture.

Carol is a member of the NSW Public Libraries Association and an alternate member on the Hunter and Central Coast Regional Planning Panel.

Membership on CN Committees

Chair, Community and Culture Advisory Committee

Chair, Public Art Advisory Committee

Member, Audit and Risk Committee

Membership on External Committees

Member, NSW Public Libraries Association

Alternate Member, Hunter and Central Coast Regional Planning Panel

Jenny has owned and operated businesses as a Company Director for over 25 years and is employed as the Site Manager, Electrodry Storage Solutions.

Her expertise is in small business and community economic development working with Business Chamber of Commerce groups and the NFP sector for over 15 years.

Jenny has worked in the charity sector for over 3 years, raising funds for homeless services with Hunter CEOs for the annual Vinnies CEO Sleepout, and is passionate about community safety.

Jenny is a proud mother of 2 adult children and grandmother of 4 beautiful grandchildren, all of whom give her valuable insight and life experience to be able to perform her councillor duties with a depth of understanding and compassion.

Membership on CN Committees

Member, Community and Culture Advisory Committee

Member, Asset Advisory Committee

Membership on External Committees

President, Hunter Business Lions Club Treasurer, Figtree Community Garden Association

Member, Newcastle Music Festival Committee

Charlotte McCabe is a primary school teacher and community organiser. She has worked closely with several community groups in Newcastle on issues such as coal dust and coal terminal issues, offshore gas, protecting urban character, improving street safety and improving federal environmental laws.

She has been the community spokesperson for Protect our Coast Alliance and for the Tighes Hill Community Group.

Charlotte is passionate about positioning Newcastle and the Hunter as a global leader in the clean, sustainable industries of the future.

Membership on CN Committees: Deputy Chair, Strategy and Innovation Advisory Committee

Member, Guraki Aboriginal Advisory Committee

Member, Youth Council (Advisory Committee)

Peta Winney-Baartz was first elected in 2017.

Peta is a proud Novocastrian, raising her 4 children locally.

She is an educator with over 25 years’ experience in the family/youth sector.

Peta sits on the Board of Hunter Homeless Connect and is passionate about helping people.

She works closely with many local organisations and advocates for all.

Peta is particularly driven to engage young people and make sure they are heard.

Years of service - 5.

Membership on CN Committees

Chair, Infrastructure Advisory Committee

Member, Guraki Aboriginal Advisory Committee

Member, Public Art Advisory Committee

Membership on External Committees

Member, Fort Scratchley Historical Society Incorporated

Member, Hunter and Central Coast Regional Planning Panel

Member, Hunter Sports Centre Incorporated

Alternate Member, Newcastle City Traffic Committee

Membership on CN Committees

Deputy Chair, Community and Culture Advisory Committee

Co-Chair, Access Inclusion Advisory Committee

Membership on CN Committees

Member, Infrastructure Advisory Committee

Deahnna Richardson is a proud Wiradjuri woman born on Wiradjuri Country, and has lived on Awabakal and Worimi Country since 2005. She is the first Aboriginal woman ever elected to the City of Newcastle Council.

Deahnna is passionate about ensuring that First Nations voices are heard and included in our community. She believes in fairness, justice and equality and is committed to ensuring that the communities in Ward 4 are vibrant, thriving and inclusive, with amenities and infrastructure that meet their needs.

Deahnna holds a Bachelor of Laws, a Bachelor of Commerce with a major in Economics and a Diploma of Legal Practice from the University of Newcastle. She was admitted as a solicitor by the Supreme Court of NSW in 2017 and is currently employed as a NSW public servant, and is a Public Service Association delegate to Hunter Workers. Deahnna lives in Wallsend with her partner Beau and their 2 children.

Membership on CN Committees Deputy Chairperson, Infrastructure Advisory Committee

Member, Guraki Aboriginal Advisory Committee

Member, Youth Council (Advisory Committee)

Membership on External Committees

Member, Newcastle City Traffic Committee

Dr Liz Adamczyk is committed to the leadership and continued development of Newcastle as an inclusive, caring and vibrant city.

Liz is a lecturer in Geography and Planning with expertise in social, economic and environmental justice. She has worked in the non-profit sector to tackle homelessness and disadvantage and in local government to increase environmental sustainability. She is a passionate musician inspired by Newcastle’s diverse and unique performance spaces.

Liz holds a Bachelor of Science (Architecture), Bachelor of Development Studies (Urban and Regional Development) Honors 1, the University Medal, and a PhD (Human Geography).

Her expertise has been sought as a plenary speaker for SOAC, the Job Insecurity Senate Select Committee, and HW and ACTU Secure Jobs forums.

Liz lives in Wallsend and understands the ambitions and challenges residents face. She will fervently pursue opportunities to continue to increase amenity and accessibility across our city, particularly in Ward 4.

Membership on CN Committees

Member, Access Inclusion Advisory Committee

Deputy Chair, Liveable Cities Advisory Committee

Chair, Affordable Housing Working Party

Membership on External Committees

Hunter and Central Coast Regional Planning Panel

Alternate Member, Hunter Water Customer and Community Advisory Group

Australasian Cities Research Network (ACRN) Executive, Hunter Workers (HW)

Hunter Workers Women’s Committee (HWWC)

Newcastle Branch Committee, National Tertiary Education Union (NTEU)

Callum Pull was first elected to Council in December 2021 and became Newcastle’s youngest ever Councillor.

Callum represents Ward 4 which includes Beresfield, Tarro, Kooragang Island and the city’s western suburbs.

He is a proud member of the Liberal Party of Australia, and believes in the founding principles of Menzies’ Liberal Party.

Callum is committed to building a fair society and a strong and diverse economy that harbours new industries and creates new opportunities for generations to come.

He is currently studying a Bachelor of Communication at the University of Newcastle.

Membership on CN Committees

Member, Strategy and Innovation Advisory Committee

Member, Youth Council (Advisory Committee)

Alternate Member, Audit and Risk Committee

Membership on External Committees

Alternate Member, Hunter and Central Coast Regional Planning Panel

Alternate Member, Hunter Water Customer and Community Advisory Group

Role of Councillors

Under the Local Government Act 1993, councillors have a responsibility to:

• Be an active and contributing member of the governing body

• Make considered and well-informed decisions as a member of the governing body

• Participate in the development of the IPR framework

• Represent the collective interests of residents, ratepayers and the local community

• Facilitate communication between the local community and the governing body

• Uphold and represent accurately the policies and decisions of the governing body

• Make all reasonable efforts to acquire and maintain the skills necessary to perform the role of a councillor.

A councillor represents residents and ratepayers, provides leadership and guidance to the community, and facilitates communication between the community and CN.

The administrative body

The Administration is organised into 5 Directorates, each with a range of responsibilities.

The Chief Executive Officer (CEO) leads the administrative arm of CN. Reporting to the elected Council, the CEO is responsible for the efficient and effective operation of CN, and for overseeing CN’s staff to enact the decisions of the elected Council.

The Elected Council and The Administration

Council’s structure (as depicted below) requires the elected members and the administrative body to have a strong and interconnected working relationship to successfully deliver the vision of the community. CN is proud of its achievements in 2021/2022 and at the heart of this is the effective working relationship led by CN’s Lord Mayor, Deputy Lord Mayor and CEO. Council’s

Council meetings

The elected Council conducts its business at open and publicly advertised meetings (details are available on CN’s website), generally held on the third and fourth Tuesdays of the month. Meetings are live-streamed and accessible via the CN website. Business papers and minutes are also available on CN’s website.

In addition, when members of the public have raised issues or concerns in respect of a Development Application that is to be determined by the elected Council at a Development Applications Committee, they, and the applicant for the DA, may be provided with an invitation to personally address the elected Council.

Council meetings are conducted in accordance with an adopted Code of Meeting Practice. The elected Council publicly exhibited and adopted an updated Code of Meeting Practice in June 2022. The Code of Meeting Practice applies to Council meetings, extraordinary Council meetings and Committee of Council meetings. The object of the Code is to provide for the convening and conduct of meetings.

The Code of Meeting Practice covers:

• Reminding councillors of their oath or affirmation of office, and of their obligations under the Act and CN’s Codes of Conduct to disclose and appropriately manage conflicts of interest

• Adopting and publicly advertising the dates and times of Council meetings

• Provision of notice of Council meetings and means by which councillors can add items to the Council meeting agenda

• The timeframes and form for the issuing of agendas and business papers by the CEO to councillors and the public

• Approval of minutes at the next Council meeting and the signing of minutes by the Lord Mayor

• Quorum at meetings and voting on items of business, including the requirement to vote by division and record the voting by individual councillors on planning matters

• The attendance of the public at meetings, except where meetings must be closed to the public in accordance with the Act.

Public participation in Council meetings

Meetings known as Public Voice and Public Briefings provide an opportunity for members of the public to present their concerns or views on matters of strategic significance and within the decision-making powers of Council. Being a dedicated meeting means councillors have time to engage with and ask questions to ensure they understand the matters prior to voting on them; these sessions are conducted in accordance with CN’s Public Voice and Public Briefing Policy.

Strategic Advisory Committees

Strategic Advisory Committees are an essential part of CN’s corporate governance. Each committee has clear objectives and alignment to CN’s CSP. These objectives are documented and published in a Terms of Reference document (available on CN’s website along with minutes and other relevant information about the committees).

The Strategic Advisory Committees are led and chaired by councillors (as listed in their bios on pages 164-168) and have community and stakeholder members with experience and skills relevant to the committee.

The committees provide expert recommendations to the elected Council but these recommendations are still required to be approved by the elected Council at an ordinary Council meeting to be enacted.

Throughout 2021/2022, CN’s Strategic Advisory Committees included:

• Community and Culture Advisory Committee

• Infrastructure Advisory Committee

• Liveable Cities Advisory Committee

• Strategy and Innovation Advisory Committee.

In addition, CN has a number of ongoing committees, known as standing committees, including:

• Access and Inclusion Advisory Committee

• Asset Advisory Committee

• Guraki Aboriginal Advisory Committee

• Public Art Advisory Committee

• Youth Council.

Strategic Advisory Committees submit annual reports to the elected Council each February reporting on the previous calendar year. These reports are available on the CN website.

Councillor attendance at meetings

Regulation cl 217(1)(a1)

July–December 2021 (includes provisions for those councillors who held office prior to the election held in December 2021. Note: Cr Byrne resigned effective from August 2021 and Cr Elliott was suspended from office by the Office of Local Government for leaking confidential materials for part of this period).

No. Ordinary

Councillor

No. Committees

No. Extraordinary (including Council meetings and Committee meetings) Total Meetings 5 8 2 15

Absent Attended Absent Attended Absent Attended Absent Attended

Cr Byrne 0 1 0 1 0 1 0 3

Cr Church 0 5 0 8 0 2 0 15

Cr Clausen 0 5 0 8 0 2 0 15

Cr Duncan 0 5 0 8 1 1 1 14

Cr Dunn 0 4 1 7 0 2 2 13

Cr Elliott 0 4 2 3 0 2 2 9

Cr Luke 0 5 2 6 0 2 2 13

Cr Mackenzie 0 5 0 8 0 2 0 15

Lord Mayor, Cr Nelmes 0 5 0 8 1 1 1 14

Cr Robinson 1 4 0 8 1 1 2 13

Cr Rufo 1 4 2 6 0 2 3 12

Cr White 0 5 0 8 0 2 0 15

Cr Winney-Baartz 0 5 0 8 0 2 0 15

January–June 2022 (includes provisions for those councillors elected in December 2021)

Councillor

No. Ordinary No. Committees

Total Meetings

6 8 14

Absent Attended Absent Attended Absent Attended

Cr Adamczyk 0 6 0 8 0 14

Cr Barrie 0 6 0 8 0 14

Cr Church 0 6 2 6 2 12

Cr Clausen 0 6 0 8 0 14

Cr Duncan 0 6 0 8 0 14

Cr Mackenzie 0 6 0 8 0 14

Cr McCabe 0 6 2 6 2 12

Lord Mayor, Cr Nelmes 0 6 2 6 2 12

Cr Pull 0 6 0 8 0 14

Cr Richardson 0 6 0 8 0 14

Cr Wark 1 5 0 8 1 13

Cr Winney-Baartz 0 6 0 8 0 14

Cr Wood 0 6 0 8 0 14

City of Newcastle

Councillor fees and expenses

Regulation cl 217(1)(a1)

Councils are required to provide facilities to assist councillors to carry out their duties. CN has adopted a Councillor Expenses and Facilities Policy, which outlines the circumstances where CN will reimburse or pay for a councillor’s expenses to support their civic duties. The following councillor expenses are the combined total for the Lord Mayor and 12 councillors. The reporting of these expenses is in line with the Local Government (General) Regulation 2021.

Financial Year 2021/2022 $ $

July–December 2021 (includes provisions prior to the election held in December 2021)

January–June 2022 (includes provisions post-election held on 4 December 2021 and a change to councillor representation)

Total

Councillor fees 212,711 284,196 496,907

Official business 1,119 1,119 Overseas visits (for official business)

Professional development (incl. Councillor Induction Program) - 15,006 15,006

Australian Institute of Company Directors course fees -

Annual conference 14,111 14,111 Council meeting expenses * 5,874 19,614 25,488 Incidental expenses 235 604 839

Communication devices - 44,401 44,401 Communication expenses 6,336 6,748 13,114 Accompanying person 68 68 Other office supplies and facilities 50 3,112 3,162 Total 225,236 388,978 614,214

* Includes $17,432 of costs not included in the audited financial statements, as these were provided in-house.

Overseas visits

Regulation cl 217(1)(a)

No overseas travel was undertaken during 2021/2022.

Our governance

Councillor professional development

Regulation cl 186

Under section 232 of the Local Government Act, councillors have a responsibility 'to make all reasonable efforts to acquire and maintain the skills necessary to perform the role of a councillor'.

In 2021/2022, CN coordinated:

• Pre-election candidate sessions – these are to ensure prospective candidates are aware of what will be expected of them if elected (these are not mandatory but are encouraged)

• Induction program – this aims to equip councillors with the information they need to perform their role effectively over the first few months and has a particular focus on building positive, collaborative relationships between councillors and with staff

• Councillors also participated in professional development through:

- Eight workshop evenings July-December 2021 (former Council term) that covered a variety of topics including, but not limited to, updates on planning laws/instruments, financial and corporate planning

- Nine workshop evenings were held from January-June 2022 (current Council term) that covered a variety of topics including, but not limited to, updates on planning laws/ instruments, financial and corporate planning

- Their enrolment in professional development courses.

A professional development program developed in conjunction with councillors has commenced, including a pilot councillor mentoring program where experienced returning councillors are acting as mentors for newly elected councillors. All councillors with the exception of Councillors John Church and Callum Pull are participating in the program.

The below tables list the number of monthly councillor workshops and additional professional development courses attended by councillors:

July–December 2021 (includes provisions for those councillors who held office prior to the election held in December 2021)

Councillors who participated in a professional development program

Monthly councillor workshops Additional individual training or other activities

Councillor Provided (number of events) Participated in

Cr Byrne p 8 1 n/a

Cr Church p 8 0 n/a

Cr Clausen p 8 8 n/a

Cr Duncan p 8 8 n/a

Cr Dunn p 8 1 n/a

Cr Elliott p 8 5 n/a

Cr Luke p 8 7 n/a

Cr Mackenzie p 8 8 n/a

Lord Mayor, Cr Nelmes p 8 8 n/a

Cr Robinson p 8 1 n/a

Cr Rufo p 8 5 n/a

Cr White p 8 2 n/a

Cr Winney-Baartz p 8 8 n/a

January–June 2022 (includes provisions for those councillors elected in December 2021)

Councillors who participated in a professional development program

Monthly councillor workshops

Councillor Induction Program (including In-house Councillor Induction Program activities)

Councillor Provided (number of events) Participated in Provided (number of events) Participated in

Additional individual training or other activities (including external Councillor Induction Program activities)

Cr Adamczyk p 9 9 4 4 2

Cr Barrie p 9 9 4 4 1

Cr Church p 9 3 4 2 0

Cr Clausen p 9 9 4 4 1

Cr Duncan p 9 9 4 4 1

Cr Mackenzie p 9 8 4 4 1

Cr McCabe p 9 7 4 3 2

Lord Mayor, Cr Nelmes p 9 6 4 3 1

Cr Pull p 9 8 4 3 0

Cr Richardson p 9 9 4 4 3

Cr Wark p 9 7 4 4 2

Cr Winney-Baartz p 9 9 4 4 2

Cr Wood p 9 9 4 4 3

Reports of wrongdoing - Public Interest Disclosures

Public Interest Disclosures Act 1994, s 31

Public Interest Disclosures Regulation 2011, cl 4

CN has an internal reporting Public Interest Disclosure Policy, which is developed in accordance with the Public Interest Disclosures Act 1994 (PID Act). The PID Act sets out the system under which people working within the NSW public sector can make reports about the wrongdoing of other workers in the NSW public sector (such as all CN officials).

During 2021/2022, the following disclosures were made under the Policy:

Number of public officials who made Public Interest Disclosures 0

Number of Public Interest Disclosures received 0

Of Public Interest Disclosures received, the number primarily about: Corrupt conduct

Maladministration

Serious and substantial waste Government information contravention

0 0 0 0

Number of Public Interest Disclosures finalised N/A

Details on how CN met its obligations in 2021/2022:

The Policy:

• Incorporates the relevant provisions of the PID Act and the NSW Ombudsman’s Model Internal Reporting Policy – Public Interest Disclosures 2013

• Encourages and facilitates the disclosure of wrongdoing by providing a framework for receiving, assessing and dealing with disclosures of wrongdoing in accordance with the PID Act and ensuring CN complies with the PID Act

• Clearly defines the roles and responsibilities of the CEO, Lord Mayor, Disclosures Coordinator, Disclosures Officers and CN Officials

• Identifies 32 Disclosures Officers from diverse work areas and locations across the organisation who support people making a disclosure.

Our Chief Executive Officer has acted to ensure staff are aware of the Policy by:

• Ensuring in-house training is provided to staff by way of an eLearning module or face-to-face education sessions

• Making our Policy and supporting documentation, including a factsheet and frequently asked questions, available to staff on our intranet

• Arranging for regular messages containing Public Interest Disclosure information to staff via our staff e-newsletter

• Creating awareness about the Policy and the protections available under the PID Act for people who make a disclosure

• Incorporating information about the Policy to new staff as part of its induction program.

Enterprise Risk Management (ERM)

Risk management is an integral part of CN’s governance and risk framework. It provides assurance to our employees and to the community, including:

• Acknowledging risk is inherent in all activities and processes

• Ensuring ERM is essential for the efficient and effective governance of the organisation in its delivery of services to the community

• Integrating risk management into decision-making processes improves our capacity to adapt to change and to achieve CN’s long- and short-term objectives

• Minimising the effect of negative risk and optimising opportunities

• Accepting that we cannot eliminate risk but

rather that we manage our risks within a documented and agreed risk appetite.

CN’s approach to risk is aligned to the Australian Standards for Risk Management (as depicted in the diagram below), integrated into our core business and embedded within planning and decision-making processes.

CN has a strong risk culture to enable us to deliver our vision and purpose, with all staff being responsible for the proactive identification, escalation and management of risk.

Risk owners and managers are CN’s first line of defence, as they own and manage the risks and are responsible for internal controls. CN’s internal Governance and Risk (Executive) Committee functions as CN’s second line, providing a governance and risk compliance and oversight

function on behalf of the CEO and Executive Leadership Team. Internal audit is CN’s third line, providing an independent risk assurance function, reporting to an independent Audit and Risk Committee.

Internal audit

Effective Audit and Risk Committees are critical in local government to help deliver trust and confidence in financial reporting and risk management. In the past 12 months, CN’s independent Audit and Risk Committee has focused its efforts on ensuring the right balance of risk, trust and opportunity as we build a strong foundation for governance priorities of the future.

The Audit and Risk Committee provides independent assurance and oversight on:

• CN’s control framework, including the effectiveness of controls

• Risk management, recognising that this is an integral part of CN

• Reviews that assess the effectiveness of CN’s policies, guidelines and controls

• External accountability, including reviewing CN’s financial governance and reporting legislative compliance

• The Forward Internal Audit Plan to ensure it considers the broader risk management plan

• Fraud and corruption – receiving and reviewing CN’s Fraud and Corruption Control Plan

As at 30 June 2022, members of the committee include:

• Stephen Coates (Independent Member and Chair)

• Vivek Chopra (Independent Member)

• Greg McKenna (Independent Member)

• Cr Carol Duncan (Councillor Member)

• Cr John Mackenzie (Councillor Member).

As per best practice, the CEO is invited to all committee meetings. Other attendees include the Director Governance and Chief Financial Officer, Manager Legal, Manager Finance, Audit Coordinator, Risk and Audit Manager and the Audit Office of NSW, as well as representatives from both our internal and external audit providers.

Internal audit is a key contributor to ensuring CN undertakes continuous reviews of the effectiveness of its risk management framework, internal controls and governance processes. The reviews are undertaken in collaboration with Service Units to add value and improve CN’s operations. During 2021/2022, CN outsourced 45% of internal audits and managed the remainder in-house. Outsourcing internal audits ensures a high level of independence and autonomy from CN’s management and enables specialised knowledge and skills to be procured to conduct audits.

The reviews assess the effectiveness of CN’s policies, guidelines and controls. Action items to develop and improve the associated governance, risk management and control processes are established and agreed. The implementation of these agreed audit actions is monitored by CN’s Audit Coordinator and regularly reported to the committee.

In the past 12 months, the audit function reviewed, provided assurances and recommended control and efficiency improvements across the following diverse operations:

Audit Completed by

Roads and Maritime Services Drives 2020/2021 CN

Quality Assurance Assessment Internal Audit Institute of Internal Auditors

Payment Card Industry Data Security Standard Reassessment CN Assurance Mapping CN

Contract Compliance CN

National Heavy Vehicle Accreditation Scheme CN

Reserves Management Centium

COVID-19 Grants Management Prosperity Purchasing and Procurement < $250,000 CN Project Management (in progress 30 June 2022) Prosperity

Cloud-Based Systems and Outsourced Management Agreements IT (in progress 30 June 2022) Centium

Open and transparent access to information

Government Information (Public Access) Act 2009, s 125(1) Government Information (Public Access) Regulation 2018, cl 8, Schedule 2

1. Review of proactive release program – Clause 8(a)

Under Section 7 of the GIPA Act, agencies must review their programs for the release of government information to identify the kinds of information that can be made publicly available. This review must be undertaken at least once every 12 months.

Under Section 7 (3) of the Act, the agency must provide details of the review and details of any information made publicly available as a result of the review.

CN undertook the following initiatives as part of the review of its proactive release program for the reporting period:

• Increased use of social media to share information and interact with our community.

• Various e-newsletters covering a range of areas including: the Community Sector News (for subscribers and applicants who have lodged more than one development application in the last 3 years); food safety sent to food businesses; ‘Natural Connections’ (rehabilitating our environments) and information about Newcastle 500 Supercars event

• An increase in information available on CN’s website that is relevant to changed timeframes of works contracts and works that have been completed in our city

• COVID-19 information – dedicated section on CN’s website to provide timely and accurate updates, Rapid Response Community Grants, Community Recovery Grants, and community distribution partnership of Personal Protective Equipment with Resilience NSW

• My Community Directory, hosted on CN website, a database and search engine of community contacts, services and activities

• Community engagement and published public exhibitions for feedback on CN’s dedicated Have Your Say webpage, including:

CN’s strategies and plans, including the Newcastle 2040 CSP, Delivering Newcastle 2040 2022/2023, Fees and Charges 2021/2022,

Annual Report 2020/2021, End of Term Report 2017/2021; updated CN’s strategies on the website to include Newcastle 2040 informing strategies and supporting strategies

Parks, recreation and public spaces projects and plans (Lambton off-leash dog areas, National Park Plan of Management, Gregson Park Masterplan, Harbour Foreshore Masterplan – preliminary concept, Georgetown Local Centre, Kotara Local Character Study, Local Social Strategy, Newcastle After Dark - Phase 2 Trial)

Coastal management and planning (Love Our Coast survey regarding coastal visitation and values, Stockton Coastal Management Plan, Newcastle Ocean Baths upgrade)

CN facilities, services and programs, including surveys to measure customer satisfaction and /or to assist with reporting to the community Transport planning including Wallsend proposed parking changes, Cycling and Parking Plans, walking and cycling on Wharf Road (Foreshore Masterplan), consultation related to development of Pedestrian Access and Mobility Plan projects, Local Area Traffic Management projects, cycleways projects (The Junction to Merewether cycleway), and other traffic and parking projects

• Our customer service charter was placed on the CN website; this includes the addition of our customer TRuST principles

• Web content has been uplifted so key call driver pages are easily accessible including Pets and Animals, Parking and Contact Us

• Increase of e-services with forms, enquiries and payment available through our website

• Reports – quarterly and six-monthly performance reports on our achievements; Annual Report 2021/2022 highlights, with a brief video and infographic

• Tourism – release of information about initiatives and actions in the Destination Management Plan, development and distribution of visitor information collateral and sharing of data and research to support the visitor economy, use of social media to engage visitors with local history and science at Newcastle Museum and Fort Scratchley, promotion of Newcastle venues (upcoming events, booking information) and use of the visitor website (www.visitnewcastle.com.au)

• City events – program updates about New Annual Cultural Festival as well as major events hosted in Newcastle, NAIDOC Week, Youth Week, Seniors Week, beach and water safety programs

• Promotion of Open Space projects and plans: Islington Park off-leash area; Harbour Foreshore Masterplan concept; Dixon Park fencing of playground; various playgrounds across the LGA; new and renovated facilities (such as playgrounds, dog parks, sporting facilities), including dedicated letterbox drops to nearby residents and businesses

• Trees – Q&A in relation to street and park tree replacement planting

• Landcare volunteer promotional and community engagement events delivered as part of the environment education program

• Environmental rehabilitation – project planning information and community consultation for stormwater projects delivered over several platforms, such as CN webpage and social media

• Stockton – monthly updates to the website, Stockton Works update, foreshore rehabilitation works and sandscraping activities, onsite signage, suburb-wide letterbox drops and onsite meetings with residents to share information about emergency erosion works and long-term planning through the Coastal Management Plan

• Smart city and innovation initiatives – Newcastle City app, public events (such as the IQ series) and workshops

• Information about funding programs – Economic, Art and Community Grants and Sponsorships

• Regulatory, Planning & AssessmentDevelopment Activity Map recording the location and details of all DAs and Complying Development Certificates determined from an interactive map; online Development Contributions Register relating to approved development; exhibitions on proposed legislative changes and important planning documentation; Public Notices for designated, integrated and nominated integrated development, outdoor trading applications and road naming proposals

• Updates are also provided after each Council meeting via our website and social media channels collating items on the agenda and social media posts during the meeting as decisions are made

• Art Gallery - exhibition and program information and Art Gallery expansion updates released via website and social media, surveys to capture data from our outreach programming, social media channels have continued to grow with Instagram and Facebook

• Civic Services - operation of Civic Theatre website, which provides details of all coming attractions and forthcoming performance events of significance, launch event conducted digitally, technical and booking information published online for information of ticket purchasers and venue hirers.

2. Number of access applications received – Clause 8(b)

During the reporting period, CN received a total of 65 formal access applications (including withdrawn applications but not invalid applications).

3. Number of refused applications for Schedule 1 information – Clause 8(c)

During the reporting period, CN refused a total of one access application because the information requested was information referred to in Schedule 1 of the GIPA Act. Of those applications, one was refused in full, and zero were refused in part.

Statistical information about access applications – Clause 8(d) and Schedule 2

2. Number of access applications received – Clause 8(b)

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

During the reporting period, CN received a total of 65 formal access applications (including withdrawn applications but not invalid applications).

Access granted in full

Access granted in part

3. Number of refused applications for Schedule 1 information – Clause 8(c)

Access refused in full Information not held

Information already available

Refuse to deal with application

Refuse to confirm/deny whether information is held

Application withdrawn Total

Media 0 1 0 0 0 0 0 0 1

During the reporting period, CN refused a total of one access application because the information requested was information referred to in Schedule 1 of the GIPA Act. Of those applications, one was refused in full, and zero were refused in part.

Members of Parliament 0 0 0 0 0 0 0 0 0

Private sector business 8 7 1 2 0 2 0 1 21 Not-for-profit organisations or community groups

Members of the public (application by legal representative)

2 2 0 0 0 0 0 1 5

8 9 0 0 0 3 0 1 21

Members of the public (other) 7 13 2 1 0 5 0 0 28

Total 25 32 3 3 0 10 0 3 76

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

Table B: Number of applications by type of application and outcome*

Access granted in full

Personal information applications**

Access applications (other than personal information applications)

Access applications that are partly personal information applications and partly other

Access granted in part

Access refused in full Information not held Information already available

Refuse to deal with application

Refuse to confirm/deny whether information is held

Application withdrawn Total

0 0 0 0 0 0 0 0 0

23 26 3 3 0 10 0 3 68

2 6 0 0 0 0 0 0 8

Total 25 32 3 3 0 10 0 3 76

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

**A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

Table C: Invalid applications

Reason for invalidity

Number of applications

Application does not comply with formal requirements (Section 41 of the Act) 72

Application is for excluded information of the agency (Section 43 of the Act) 0

Application contravenes restraint order (Section 110 of the Act) 0

Total number of invalid applications received 72

Invalid applications that subsequently became valid applications 64

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

Number of times consideration used*

Overriding secrecy laws 0

Cabinet information 0

Executive Council information 0 Contempt 0

Legal professional privilege 0 Excluded information 1

Documents affecting law enforcement and public safety 0

Transport safety 0 Adoption 0

Care and protection of children 0 Ministerial code of conduct 0 Aboriginal and environmental heritage 0

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

Number of occasions when application not successful

Responsible and effective government 10

Law enforcement and security 3

Individual rights, judicial processes and natural justice 30

Business interests of agencies and other persons 10

Environment, culture, economy and general matters 1

Secrecy provisions 0

Exempt documents under interstate Freedom of Information legislation 0

Total 54

Table F: Timeliness

Number of applications

Decided within the statutory timeframe (20 days plus any extensions) 58

Decided after 35 days (by agreement with applicant) 12 Not decided within time (deemed refusal) 3

Total 73

Table G: Number of applications reviewed under Part 5 of the Act (by type of review and outcome)

Decision varied Decision upheld Total

Internal review 1 1 2

Review by Information Commissioner* 2 0 2 Internal review following recommendation under Section 93 of Act 0 2 2

Review by Anti-Discrimination Tribunal 0 1 1 Total 3 4 7

*The Information Commissioner does not have the authority to vary decisions but can make recommendation to the original decision-maker. The data in this case indicates that a recommendation to vary or uphold the original decision has been made.

Table H: Applications for review under Part 5 of the Act (by type of applicant)

Number of applications for review

Applications by access applicants 3

Applications by persons to whom information the subject of access application relates (see Section 54 of the Act) 1

Total 5

Table I: Applications transferred to other agencies under Division 2 of Part 4 of the Act (by type of transfer)

Number of applications transferred

Agency – initiated transfers 4

Applicant – initiated transfers 0 Total 4

External functions delegated by Council

Regulation cl 217(1)(a6)

CN does not have any current delegations in place to external bodies.

Anti-slavery

Act s 428(4)(c)

CN has not had any issues raised by the Anti-slavery Commissioner during 2021/2022 concerning the operations of the Council.

Modern Slavery Act

Act s 428(4)(d)

CN has included the following statement in its Procurement Policy: CN will ensure it complies with its obligations under the Commonwealth Modern Slavery Act 2018 and any other Modern Slavery legislation that may come into effect. CN will undertake ongoing due diligence to minimise or eliminate the risk of Modern Slavery occurring in its supply chain. As part of its due diligence, CN will undertake an annual risk assessment of all CN suppliers. CN will not participate in any Procurement with a supplier that is found to be engaging in Modern Slavery.

In addition, CN’s Statement of Business Ethics was updated in April 2022 to include the following: Suppliers and contractors must comply with the requirements under the Modern Slavery Amendment Act 2021 (Cth) and all related legislation including the Modern Slavery Act 2018 (NSW). Council will not participate in any procurement with a supplier or contractor that is found to be engaging in modern slavery. City of Newcastle

Partnerships in which Council held a controlling interest

Regulation cl 217(1)(a7)(a8)

Newcastle Airport Pty Ltd

CN is proud to jointly own Newcastle Airport Pty Ltd (a company limited by shares) with Port Stephens Council (PSC), making us the largest Australian airport remaining in public ownership, with any distribution returned to the communities it serves.

The airport is serviced by all the major domestic airlines that provide services to the major destinations along the east coast of Australia. It significantly contributes to the domestic and international growth of business and tourism to our region and surrounds.

In May 2021, the Federal Government announced $66 million in funding for upgrading the airport’s runway to international standards. Further to this, in April 2022, the Federal Government announced that Newcastle Airport will receive $55 million in funding to significantly expand and upgrade its international passenger terminal.

The airport is governed by a Board of Directors comprising both independent and shareholder-nominated directors, including our Lord Mayor and CEO.

CN and PSC hold a Head Lease agreement with the Department of Defence for 28 hectares of land to the south of Williamtown RAAF Base. An agreement also exists with RAAF to provide landing and take-off rights, services and use of airport infrastructure.

Statewide Mutual

CN is a member of Statewide Mutual (the Mutual). The Mutual started in 1993 as a joint venture with 96 members forming a ‘self-insurance mutual’ covering public liability and professional indemnity insurance. Membership has now expanded to 113 member councils.

The Mutual is a discretionary mutual providing cover and innovative practices to the management of Local Government Insurance to its member councils’ major insurable risk. Using this model, the Mutual ensures the protection of members through stable premiums, cost containment and spread of risk.

Hunter Joint Organisation Group Entities

The Hunter Joint Organisation and its group entities are the hub for local government collaboration, strengthening our communities by being the local voice on regional strategic issues in the Hunter and delivering tailored local government solutions. For over 60 years, local government in the Hunter has found significant benefit in working together through positive cooperation and resource sharing.

Participating councils include Cessnock City Council, Dungog Shire Council, Lake Macquarie City Council, Maitland City Council, MidCoast Council, Muswellbrook Shire Council, City of Newcastle, Port Stephens Council, Singleton Council and Upper Hunter Shire Council. There are 4 key entities that operate as part of the current enterprise offering:

Hunter Joint Organisation, a statutory body under the Local Government Act 1993 (NSW), established in 2018 to identify, advocate for and collaborate on regional strategic priorities for the Hunter. The Hunter Joint Organisation’s statutory mandate includes identifying key regional strategic priorities, advocating for these priorities, and building collaborations around these priorities with other levels of government, industry and community.

Arrow Collaborative Services Limited and its wholly owned subsidiary Hunter Councils Legal Services Limited are companies limited by guarantee under the Corporations Act 2001 (Cth) and established to improve the quality and efficiency of local government services throughout the Hunter Region. These organisations offer tailored local government services through 5 divisions: Local Government Training Institute, Local Government Legal, Regional

Procurement, Screen Hunter (which, under delegation from member councils, licences film production on Council-owned and -controlled land), and the Regional Policy & Programs Division (which delivers on the strategic priorities of the Hunter Joint Organisation, including the Hunter and Central Coast Regional Environment Program, on behalf of both Hunter Joint Organisation member councils and Central Coast Council).

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

CN has representation on each entity’s Board, and shares ownership and governance of the entities with the other 9 councils of the Hunter region.

Legislative context

Local councils work within the laws established by the NSW Parliament. The Local Government Act 1993 provides a legislative framework that gives councils broad powers to plan for and provide local community services and facilities. The Act is administered by the Minister for Local Government through the Office of Local Government.

In addition, local councils are entrusted to undertake functions under a range of laws, regulations and policies. Examples include:

• Building and development controls under the Environmental Planning and Assessment Act

• Environmental protection under the Protection of the Environment Operations Act

• Support for emergency management under the State Emergency and Rescue Management Act

• Animal control under both the Companion Animals Act 1998 and the Impounding Act

• The provision, maintenance and management of roads under the Roads Act.

Legal proceedings

Regulation cl 217(1)(a3)

Expenses incurred – general legal matters

During 2021/2022, the total legal expenses in relation to legal proceedings incurred by CN for general matters was $318,179.82. The amount of legal costs recovered by Council within 2021/2022 was $5,000.

NB: This section includes all of CN’s legal proceedings except proceedings relating to specialised areas of workers compensation and debt recovery, which are listed separately below.

Legal expenses covered by CN’s insurer

CN holds insurance coverage for legal expenses in a number of matters. CN’s insurer, through their legal panel, managed a number of court matters on CN’s behalf. CN pays a deductible relevant to the insurance policy on each matter.

Summary or result of legal proceedings – general legal matters

Local Court

Prosecutions and appeals

Legal proceedings in the Local Court include prosecutions by CN, usually concerning failure to obtain or comply with orders or development approvals issued by CN. Areas of prosecution range from unauthorised works to failure to comply with animal control orders or clean-up notices. Defendants may appeal any decisions made by the Local Court in relation to prosecutions.

Prosecutions: In 2021/2022 CN commenced one Local Court prosecution. This matter is yet to be finalised.

In addition, there were 4 Local Court prosecutions against CN. These matters are yet to be finalised.

Appeals: There were no appeals lodged with the Local Court.

Court-elected penalty notices

Legal proceedings in the Local Court also include enforcement of penalty notices. Court-elected parking penalty notices are dealt with by the police prosecutors (except in special circumstances where CN may deal with a matter directly – for example, if the defendant is a Police Officer). For all other court-elected penalty notices, CN will review and determine whether the matter should proceed in the Local Court or whether the penalty notice should be withdrawn.

In 2021/2022, CN was involved in 5 cases where:

• In 2 matters the Defendant was fined

• In 2 matters the proceedings were dismissed by the Court

• In one matter the proceedings were withdrawn by CN.

Supreme Court

Judicial Review is concerned with the legality of decision-making. This includes a request to the Supreme Court to review whether CN acted within the legal boundaries of its powers and functions.

NIL

Land and Environment Court

Class 1 appeals in the Land and Environment Court are related to environmental planning and protection appeals. This includes appeals on the merits only against refusals, or deemed refusals, of development consents or conditions of development consents.

Ten Class 1 appeals were ongoing in the Land and Environment Court against CN in 2021/2022:

• In 2 matters the appeal was upheld

• 3 matters were discontinued

• In 5 matters the proceedings are yet to be finalised.

NSW Civil and Administrative Tribunal (NCAT) Administrative Review

NCAT reviews administrative decisions made by government agencies. The decisions of CN and agencies we interact with may be subject to review by NCAT. Reviewable decisions include those relating to privacy, personal information and access to government information.

CN was involved in one NCAT matter in 2021/2022, which is yet to be finalised.

Expenses incurred – workers compensation

Legal costs expended undertaking litigation to recover workers’ compensation payments were $120,988.07 (excluding GST).

Summary or result of legal proceedings – workers compensation

Workers compensation legal expenses included $77,063.92 for legal preparation work and representation in 6 matters before the Personal Injury Commission (PIC), resulting in:

• 2 agreed settlements

• 2 determinations by the PIC (note: liability not in dispute, only level of impairment)

• One award in favour of CN

• One discontinued by other party. Expenses also included $43,924.15 for general legal advice on 21 individual workers compensation claims.

Other areas with legal proceedings expenditure included:

Expenses incurred – debt recovery

Legal costs expended undertaking litigation to recover overdue rates and charges were $118,640.40. The amount of legal costs recovered by CN within 2021/2022 was $68,099.96. The balance of legal costs not recovered to date will be recovered in a subsequent year based on agreed payment arrangements.

Summary or result of legal proceedings – debt recovery Local Court

All legal proceedings to recover both overdue sundry debts and rates and charges were instigated in the Local Court. CN commenced action in 146 instances. Of these, 55 required further legal action to resolve the outstanding debt. Resolution was by immediate payment of the debt or by an agreed payment arrangement based on the personal circumstances of the debtor.

Swimming pools inspections

Swimming Pools Act 1992 (SP Act), s 22F(2)

Swimming Pools Regulation 2018 (SP Reg) cl 23

Section 22F – Inspections carried out by local authority

(1) A local authority may charge the owner of premises a fee for carrying out an inspection under this Division being a fee that is no greater than the maximum fee (if any) prescribed by the regulations, but it may not charge a separate fee for issuing a certificate of compliance.

(2) A local authority that is a council must include in its annual report under Section 428 of the Local Government Act 1993 such information (if any) in relation to inspections under this Division as is prescribed by the regulations.

(3) An inspection by a local authority is to be conducted by an authorised officer and entry on to premises to carry out such an inspection is to be in accordance with Part 3.

Swimming Pools Regulation 1998

Clause 18BC – Council reporting requirements for inspections

For the purposes of Section 22F (2) of the Act, a local authority that is a council must include in its annual report under Section 428 of the Local Government Act 1993 the number of inspections under Division 5 of Part 2 of the Act that:

(a) were inspections of tourist and visitor accommodation; or (b) were inspections of premises on which there are more than 2 dwellings; or (c) resulted in the council issuing: (i) a certificate of compliance under Section 22D of the Act; or (ii) a certificate of non-compliance under clause 18BA of this Regulation.

Total inspections for (a) and (b) = 11

Total inspections for (c) (i) and (ii) = 179

Total inspections overall = 190

Works on private land

Reg cl 217(1)(a4) & Act s 67, 67(2)(b)

No resolutions were made concerning works carried out on private land during 2021/2022.

Section 7.11 contributions and Section 7.12 levies

Environmental Planning and Assessment Regulation

2021 div 4, Section 218A

Cl 35A of the Regulation includes the following matters to be included in annual reports of councils for development contributions:

• Total contributions expended: $5,370,339

• Total contributions received: $7,420,929. Acronyms:

• CP - Contributions Plan

• CN – Cycleway Network

• HSR – Hunter Street Revitalisation

• LATM – Local Area Traffic Management

• PDP – Public Domain Plan

• PPN – Principal Pedestrian Network

CP

Project ID (as identified in the CP) Project description

S7.12 Plan s7.12-001 CN – JMaud Street – University to City Centre Cycleway

S7.11 & S7.12 Plan

Kind of public amenity or service

Monetary amount expended from development contributions

Value of land dedication

Value of material public benefit provided

Contribution expended to date Temporary borrowing Project status

% of cost funded by contributions*

Cycleway network 40,532.00 – – 40,532.00 0 Underway 100%

OSR-003 & s7.12-005 HSR – Civic PDP Town centres public domain improvements

S7.12 Plan s7.12-005 HSR – East End PDP – Stage 2 (Foreshore)

S7.12 Plan s7.12-005 HSR – West End PDP – Stage 1 (Birdwood Park)

S7.11 Plan s7.12-003 LATM – Albert, Greenway, Church and Grey Streets, Wickham – Entry Realignments

S7.11 Plan s7.12-003 LATM – Chinchen St, Islington – Traffic Control Signals

S7.11 & S7.12 Plan

s7.12-003 LATM – Coane at Frederick St, Merewether – Intersection Upgrade

S7.12 Plan s7.12-003 LATM – Design and Construction of Traffic Calming Devices – Cooks Hill

S7.12 Plan s7.12-003 LATM – Design and Construction of Traffic Calming Devices – Tighes Hill

S7.12 Plan s7.12-003 LATM – Design and Construction Traffic Control Devices – Priority Projects

S7.12 Plan s7.12-003 LATM – Glebe Road and Park Avenue, Adamstown – Traffic Control Signals

S7.12 Plan s7.12-003 LATM – Mawson Street, Shortland – Road Humps and Pedestrian Refuge

S7.12 Plan s7.12-003 LATM – National Park Street, Merewether – Raised Pedestrian Crossing

Town centres public domain improvements

Town centres public domain improvements

Local area traffic management

Local area traffic management

Local area traffic management

Local area traffic management

Local area traffic management

11,581.71 – – 11,581.71 0 Underway 100%

72,774.62 – – 72,774.62 0 Underway 100%

4,412.56 – – 4,412.56 0 Complete 100%

38,953.50 – – 38,953.50 0 Complete 100%

27,340.22 – – 27,340.22 0 Underway 100%

18,020.53 – – 18,020.53 0 Underway 100%

1,824.33 – – 1,824.33 0 Underway 100%

1,640.77 – – 1,640.77 0 Underway 100%

Local area traffic management

Local area traffic management

3,405.67 – – 3,405.67 0 Underway 100%

99,607.13 – – 99,607.13 0 Underway 100%

Local area traffic management

7,978.84 – – 7,978.84 0 Complete 100%

250.88 – – 250.88 0 Complete 100%

Newcastle

CP

Project ID (as identified in the CP) Project description

S7.12 Plan s7.12-003 LATM – Parry Street and National Park Street Intersection, Newcastle West – Raised Crossings and Kerb Extensions

S7.12 Plan s7.12-003 LATM – Tauranga Road, New Lambton – Half Road Closure at Lambton Road

S7.12 Plan s7.12-003 LATM – Wood Street, Newcastle West – Intersection Improvements and One-Way Traffic

S7.12 Plan s7.12-005 Local Centre – Mitchell St Stockton Renewal

Kind of public amenity or service

Local area traffic management

Monetary amount expended from development contributions

Value of land dedication

Value of material public benefit provided

Contribution expended to date Temporary borrowing Project status

% of cost funded by contributions*

42,334.79 – – 42,334.79 0 Underway 100%

Local area traffic management

Local area traffic management

24.51 – – 24.51 0 Underway 100%

8,960.18 – – 8,960.18 0 Underway 100%

Town centres public domain improvements

S7.12 Plan s7.12-005 Local Centres – Joslin St Kotara Town centres public domain improvements

S7.12 Plan s7.12-005 Local Centres – Llewellyn St Merewether

S7.12 Plan s7.12-005 Local Centres – Orchardtown Rd New Lambton

S7.12 Plan s7.12-005 Local Centres – Shortland

S7.12 Plan s7.12-005 Local Centres – Wallsend

S7.12 Plan s7.12-002 PAMP – Bridge Street, Waratah – Raised Pedestrian Crossing

S7.12 Plan s7.12-002 PAMP – Brunker Road, Broadmeadow – Raised Pedestrian Crossing

S7.12 Plan s7.12-002 PAMP – Christo Road, Waratah – Footpath

S7.12 Plan s7.12-002 PAMP – Denison Street, Hamilton – Kerb Ramps

S7.12 Plan s7.12-002 PAMP – Design and Construction – PPN Projects

S7.12 Plan s7.12-002 PAMP – Design and Construction of Kerb Ramps

Town centres public domain improvements

Town centres public domain improvements

Town centres public domain improvements

Town centres public domain improvements

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

1,295,880.00 – – 1,295,880.00 0 Underway 43%

11,555.12 – – 11,555.12 0 Complete 100%

9,630.13 – – 9,630.13 0 Complete 100%

405,876.85 – – 405,876.85 0 Underway 100%

52,000.00 – – 52,000.00 0 Underway 7%

93,637.85 – – 93,637.85 0 Underway 100%

14,922.97 – – 14,922.97 0 Underway 100%

6,267.66 – – 6,267.66 0 Complete 100%

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

45,375.89 – – 45,375.89 0 Complete 100%

195.00 – – 195.00 0 Complete 100%

21,380.96 – – 21,380.96 0 Underway 100%

12,167.98 – – 12,167.98 0 Underway 100%

CP

Project ID (as identified in the CP) Project description

S7.12 Plan s7.12-002 PAMP – Frederick Street at Berner Street, Merewether – Raised Pedestrian Crossing

S7.12 Plan s7.12-002 PAMP – Hannell Street, Maryville – Footpath

S7.12 Plan s7.12-002 PAMP – Hawthorne Street, Beresfield – Footpath

S7.12 Plan s7.12-002 PAMP – Hobart Road, New Lambton – Intersection Upgrade at Wallarah Road

S7.12 Plan s7.12-002 PAMP – Jubilee Road, Elermore Vale – Footpath

S7.12 Plan s7.12-002 PAMP – Lexington Parade, Kotara – Footpath

S7.12 Plan s7.12-002 PAMP – Maryland Drive near Grange Avenue, Maryland – Pedestrian Refuge

S7.12 Plan s7.12-002 PAMP – McCaffrey Drive, Rankin Park – Footpath

S7.12 Plan s7.12-002 PAMP – Newcastle Road, Lambton – Footpath

S7.12 Plan s7.12-002 PAMP – Tourle Street at Maitland Road, Mayfield – Raised Pedestrian Crossing

S7.12 Plan s7.12-002 PAMP – Traise Street, Waratah – Footpath

S7.12 Plan s7.12-002 PAMP – Wallarah Road, New Lambton – Raised Pedestrian Crossing

S7.12 Plan s7.12-002 PAMP – Wilkinson Avenue, Birmingham Gardens – Raised Pedestrian Crossing

S7.12 Plan s7.12-002 PAMP – Young Road, Lambton – Pedestrian Refuges, Intersection Realignments and Kerb Ramps

Kind of public amenity or service

Pedestrian accessibility and mobility network

Monetary amount expended from development contributions

Value of land dedication

Value of material public benefit provided

Contribution expended to date Temporary borrowing Project status

% of cost funded by contributions*

9,043.32 – – 9,043.32 0 Underway 100%

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

47,529.83 – – 47,529.83 0 Underway 100%

28,704.83 – – 28,704.83 0 Underway 100%

15,000.28 – – 15,000.28 0 Complete 100%

879.35 – – 879.35 0 Underway 100%

826.37 – – 826.37 0 Underway 100%

216,996.60 – – 216,996.60 0 Complete 100%

22,946.12 – – 22,946.12 0 Underway 100%

193,856.18 – – 193,856.18 0 Underway 100%

872.73 – – 872.73 0 Complete 100%

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

Pedestrian accessibility and mobility network

6,322.02 – – 6,322.02 0 Underway 100%

4,031.54 – – 4,031.54 0 Underway 100%

18,472.86 – – 18,472.86 0 Underway 100%

13,079.19 – – 13,079.19 0 Complete 100%

CP

Project ID (as identified in the CP) Project description

Kind of public amenity or service

S7.12 Plan s7.12-002 PAMP/LATM Minor Works Pedestrian accessibility and mobility network

S7.11 Plan OSR-001 Concept Masterplan – Foreshore Park

S7.11 Plan OSR-002 Sportsgrounds – Floodlighting Renewal

S7.11 Western Corridor

S3 Western Corridor District Sport & Recreation Facility Master Plan

S7.12 Plan s7.12-011 Art Gallery – Public Amenities Upgrade

Parks & playgrounds network embellishment

Sporting grounds and recreation facilities network improvements

Monetary amount expended from development contributions

Value of land dedication

Value of material public benefit provided

Contribution expended to date Temporary borrowing Project status

% of cost funded by contributions*

3,075.88 – – 3,075.88 0 Complete 100%

25,935.71 – – 25,935.71 0 Underway 100%

81,534.71 – – 81,534.71 0 Complete 100%

Social Infrastructure 109,090.90 – – 109,090.90 0 Underway 100%

Cultural spaces embellishment

S7.12 Plan s7.12-008 Fenced Off-Leash Dog Areas Open space and recreation facilities embellishment

S7.12 Plan s7.12-007 Lambton Swimming Centre – Staged Facility Upgrade and Replacement

1,163.58 – – 1,163.58 0 Complete 100%

107,785.85 – – 107,785.85 0 Complete 100%

Leisure centre infrastructure 17,040.64 – – 17,040.64 0 Underway 100%

S7.12 Plan s7.12-005 Wickham Public Domain Plan Town centres public domain improvements

S7.12 Plan s7.12-005 HSR – East End PDP (Hunter St Mall)

Town centres public domain improvements

204,469.59 – – 204,469.59 0 Underway 100%

1,866,776.70 – – 1,866,776.70 0 Complete (Stage 1) 45%

S7.12 Plan s7.12-004 Transport Stop Upgrade Bus shelters 16,371.69 – – 16,371.69 0 Complete 4%

S7.11 Plan PA-001 Plan Preparation and Administration Plan preparation and administration

10,000.00 – – 10,000.00 0 Complete 4%

* % of costs funded by contributions is interpreted as being the % of the annual spend being from contributions rather than over the entire life of the project. Project status is classed as either underway or completed.

Planning agreements

Environmental Planning and Assessment Act 1979, s7.5(5)

Planning Agreements (PA) in force 1 July 2021–30 June 2022:

1. Newcastle Urban Rail Transformation Program

Parties

Date of Execution

Land to which the PA relates

CN and Hunter Development Corporation 24/04/2018

Lot 2 DP 1226145

Lot 2 DP 1226551

Lot4 DP 1226551

Lot 6 DP 1226551

Description Embellishment of open space to create a new Civic Link, Darby Plaza and expanded Foreshore Park

Dedication of the above-mentioned open space, including buildings within Maintenance and restoration of heritage buildings and facilitates; adaptive reuse of Newcastle Station and Signal Box

Remediation works to be carried out in accordance with a Remediation Action Plan

Widening of Civic Lane

Funding of an affordable housing project on a specified site with a fallback position of a minimum of 10% of total residential development as affordable housing

The Planning Agreement has been finalised

2. 73–79 Railway Lane Wickham Planning Agreement

Parties

Date of Execution

Land to which the PA relates

CN and 22 Park Avenue Pty Ltd 23/04/2021

Lot 110 DP 1018454 and Lot 11 DP 1106378, known as 73–79 Railway Lane, Wickham NSW

Description Proposed alterations and additions to an approved mixed use development (residential building and commercial premises) on the Land as described in Development Application DA2018/00773, lodged 25 July 2018

The Planning Agreement is executed and operating

Definitions:

Executed means the planning agreement has been entered into and signed by General Manager (CEO) on behalf of Council and the Developer.

Operating means the planning agreement is active and requires the payment of monetary contributions, dedication of land or provision of material public benefits.

Note: When all obligations of the planning agreement have been met by the developer, the Planning Agreement is considered to be concluded.

CN has developed a new online development contributions register that is updated every 24 hours and captures 5 years’ worth of relevant application information. It can be found on our website

Newcastle

Summary

Where did our money come from?

This year, our main source of income (other than rates) was from user charges and fees of $88 million, down by $7 million due to the impact of COVID-19 for the second year. The impact was felt across multiple areas of CN’s services, including:

• Reduction in ticket sales from the Civic Theatre

• Reduced Newcastle Airport dividend

• Reduced income from investments

• Reduced parking meter revenue

• Reduced parking infringement notices.

Income from rates and charges contributed $199 million or 56% of total revenue.

Federal and State Government grants and contributions assist us to provide facilities and services in the community. This year we received $49 million or 14% of total income (including capital and operational).

Total operating income $354 million

Rates and Annual Charges 56%

User Charges and Fees 25%

Grants (Operating) 9%

Grants (Capital) 5%

Other Revenue 2%

Interest and Investment Revenue 1%

Other Income 2%

How does our financial performance compare with previous years?

The financial result for 2021/2022 reflects the continued investment CN has made to support the community transition from the COVID-19 pandemic. In August 2021 the Council unanimously adopted a Lord Mayoral Minute to re-initiate CN's Community and Economic Resilience Package and boost the works program to $100 million. This is estimated to have created 100 new jobs in the LGA and increased total economic output by more than $27 million. The adopted budget for 2021/2022 was a surplus of $1.2 million before these measures were implemented, forcing the budget into a savings-funded deficit.

Prior to COVID-19, CN had produced net operating surpluses for 6 consecutive financial years. This reflects a positive pattern of financial performance and CN's commitment to long-term financial sustainability, and ultimately provided the capacity to support the community through this unprecedented health emergency. The adopted budget for 2022/2023 is a return to surplus of $1.3 million.

Operating result before capital ($’000) 2021/22 2009/10 2019/20 2013/14

2008/09 2010/11 2011/12 2012/13 2014/15 2015/16 2016/17 2017/18 2018/19 2020/21

Impacted by COVID-19

Where was the money spent?

Our total operating expenditure of $349 million contributed towards our services to the community such as community and cultural facilities including libraries, Newcastle Art Gallery, Civic Theatre, The Playhouse, community centres, Newcastle Museum, waste management, parks, recreation, sporting and our beaches.

Our focus over the past year in response to COVID-19 was to support our community and local economy.

Total operating expenses $349 million

Employee Benefits – 35% Materials and Contracts – 30% Other Expenses – 15% Depreciation and Amortisation – 17% Borrowing Costs – 1% Net Losses from Assets – 2%

Expenditure on our capital works program has doubled over the past 11 years. Our goal is to balance infrastructure renewal with revitalisation projects to meet the higher community expectations that come with sustained growth.

We delivered $100.6 million in capital works projects, including:

• Local Centre renewal of:

- James Street Plaza, Hamilton

- Joslin Street, Kotara

- Llewellyn Street, Merewether

- Shortland

• East End Hunter Street Sub-Stage 1

• National Park basketball courts

• Watkins Street Cycleway, The Junction to Merewether

• Dixon Park Surf Club upgrade

• Yangan Drive, Beresfield, road reconstruction

• Barrie Crescent, Stockton, protection structures

• Street tree planting

• National Park Number 1, redevelopment

Capital works program ($’000) 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Financial performance measures

These key metrics are used to evaluate our overall financial condition and were also used as a basis for assessing us as financially fit for the future.

Operating performance ratio

-0.64%

Own source operating revenue ratio

Unrestricted current ratio

Debt service cover ratio

OLG Target >0% 5.00x

OLG Target >2x

Impacted by COVID-19

Operating performance ratio

86.23% OLG Target >60% 3.36% OLG Target <10%

Rates and annual charges outstanding

Debt services ratio

This ratio measures CN’s achievement of containing operating expenditure within operating revenue. It is important to distinguish that this ratio focuses on operating performance. Capital grants and contributions, fair value adjustments and reversal of revaluation decrements are excluded.

Own source operating revenue ratio

This ratio measures fiscal flexibility and the degree of reliance on external funding sources such as operating grants and contributions. CN’s financial flexibility improves the higher the level of its own source revenue.

Unrestricted current ratio

The unrestricted current ratio measures CN’s ability to meet its obligations (current liabilities) using current assets.

1.95x OLG Target >1.5x 6.05 months OLG Target +3mths

Cash expense cover ratio

This ratio measures the availability of operating cash to service debt including interest, principal and lease payments.

Rates and annual charges outstanding

This ratio assesses the impact of uncollected rates and annual charges on liquidity and the adequacy of recovery efforts.

Cash expenses cover ratio

This liquidity ratio indicates the number of months a council can continue paying for its immediate expenses without additional cash inflow.

Long-Term Financial Plan (LTFP)

The Long-Term Financial Plan (LTFP) is integral to CN’s strategic planning process and commitment to evidence-based decision-making. It is one component of CN’s Resourcing Strategy that underpins Newcastle 2040. The LTFP for 2022/2023 was adopted by Council in June 2022 to align with our CSP.

The LTFP outlines the financial implications of delivering the community’s aspirations as contained in Newcastle 2040. It assesses the funds and resources required to meet community expectations and deliver upon CN’s other strategic documents: 4-year Delivery Program, Operational Plan, Workforce Development Strategic Plan (WDSP), Asset Management Strategy (AMS) and Asset Management Plan (AMP).

The LTFP ensures that CN maintains financial sustainability into the future and effectively mitigates financial impacts and challenges, including population growth and the changing needs across the city.

CN is committed to achieving our financial goals and objectives and utilises the LTFP as a financial decision-making tool to support those goals and objectives. It strengthens our ability to identify financial and strategic opportunities and provides transparency in forecasting CN’s future financial sustainability based on the plans, strategies and initiatives endorsed by Council.

As a base, CN mandates and applies the principles of sound financial management as outlined in the Local Government Act 1993 (Section 8B):

(a) Council spending should be responsible and sustainable, aligning general revenue and expenses.

(b) Councils should invest in responsible and sustainable infrastructure to benefit the local community.

(c) Councils should have effective financial and asset management, including sound policies and processes for performance management and reporting, asset maintenance and enhancement, funding decisions and risk management practices.

(d) Councils should have regard for achieving intergenerational equity, including ensuring policy decisions are made after considering their financial effects on future generations and that the current generation funds the cost of its services.

A key focus of the 2021/2022 Budget was to continue the path of financial sustainability, deliver the many essential services expected of local government and invest $90.4 million in our city through our capital works program, all while delivering a modest surplus for 2021/2022.

The LTFP has 4 objectives to ensure CN’s financial sustainability:

Maintain a net operating surplus

Each financial year, the budget has a net operating surplus before capital grants and contributions. This should be controlled through strong financial governance and budget management.

Renew and maintain assets within a sustainable range

The funding allocated to the annual asset renewal program will be programmed to be aligned to the equivalent level of depreciation per asset class. Funding will also be applied to asset maintenance programs to the levels required in the Asset Management Plans.

Maintain a strong cash and liquidity position

This also involves maintaining reserves in line with internal policies. This assists with generating revenue and ensures we have sufficient assets to cover liabilities.

Financial legacy

We aim to ensure that considered financial decision-making creates and safeguards the financial legacy of CN. This legacy is founded on prudent and responsible fiscal management.

Works program summary

OLG Capital Expenditure Guidelines City

Portfolio/Program

Capitalised Expense $,000 Operational Expense $,000 Total $,000

City Wide Services 21,403,020 9,244,827 30,647,847

Aquatic Centres 2,577,786 1,107,588 3,685,374

Art Gallery 1,581,445 563,496 2,144,941

Civic Venues/Civic Services 682,121 84,564 766,686

Libraries 771,652 368,423 1,140,075

Museum/Historic Fort Scratchley 32,099 28,976 61,075

Recreation Parks, Sporting Facilities and Open Spaces 4,220,277 4,531,423 8,751,701

Waste Management 11,537,639 2,560,356 14,097,994

Environment 1,988,155 5,041,704 7,029,859

Bushland and Watercourses 422,579 1,404,670 1,827,249

Coast, Estuary and Wetlands 1,565,576 2,030,422 3,595,998

Street and Park Trees 1,606,612 1,606,612

Fleet 3,493,999 10,586 3,504,585

Fleet Replacement 3,493,999 10,586 3,504,585

Information Technology 111,891 5,138,595 5,250,486

Core Systems Development & Maintenance 90,775 3,822,702 3,913,477

Digital Enablement 21,116 1,103,117 1,124,233

Integrated Data & Systems – 212,776 212,776

Infrastructure & Property 527,865 996,473 1,524,338

Buildings – Council Support Services – 181,676 181,676

Caravan Parks and Commercial Properties 27 27

Community Buildings 189,796 341,513 531,310

Public Toilets 65,570 267,208 332,778

Retaining Walls 272,499 206,048 478,547

Priority Projects 10,118,961 5,190,571 15,309,532

Blackbutt Reserve 275,352 123,663 399,015

City Centre Revitalisation 2,924,725 2,391,533 5,316,258

Coastal Revitalisation 3,906,714 430,659 4,337,373

Urban Centre Revitalisation 3,012,170 2,244,715 5,256,885

Roads 11,012,030 5,588,545 16,600,575

Bridges 389,157 360,761 749,918

Footpaths 1,064,492 579,685 1,644,176

Road Rehabilitation 4,540,725 2,307,818 6,848,542

Road Resurfacing 4,371,416 2,115,666 6,487,082

Roadside Furniture 646,241 224,615 870,856

Portfolio/Program

Capitalised Expense $,000 Operational Expense $,000 Total $,000

Stormwater 3,065,987 1,802,968 4,868,955

Flood Planning 147,846 147,846

Stormwater System 3,065,987 1,655,122 4,721,109

Strategic 1,170,692 3,261,761 4,432,454

CX Strategy 859,867 859,867

Economic Development 1,800 958,472 960,272

Smart City 1,168,892 1,129,920 2,298,812

Strategic Plans 313,502 313,502

Transport 2,730,521 8,653,291 11,383,812 Cycleways 1,195,178 801,345 1,996,523

Local Area Traffic Management (LATM) 410,510 220,237 630,747 Parking Infrastructure 214,767 6,927,989 7,142,756 Parking Meter Replacement – – –

Pedestrian Access and Mobility Plan (PAMP) 910,066 703,720 1,613,786

Grand Total 55,623,121 44,929,320 100,552,441

Asset management planning

$2.5 billion infrastructure and natural asset portfolio

27 Service Asset Plans

CN’s asset management planning has been strengthened through the delivery of a 10-year Asset Management Strategy and plans for 27 asset-based services. The Asset Management Policy, Strategy and Plans are integral documents in the Local Government IPR framework, informing the LTFP and WDSP. Our asset management goals are to proactively manage our assets from a lowest whole-of-life cost perspective in accordance with recognised industry practice, while meeting agreed levels of service and continuing to improve our asset management systems.

The following 12 service asset management principles guided our 2021/2022 planning and delivery process.

Key strategic principles

1. Service delivery expectations will be aligned with available funding so that the sustainable management of all required supporting assets is achieved.

2. Identify the levels of funding required to achieve a sustainable capital works program and assess the implications of different funding levels on levels of service.

3. A community consultation process consisting of service outputs, service levels and sustainable service costs will be developed and implemented.

4. Service Asset Plans will forecast demand and its effects on service delivery.

5. Adjust resources and invest in building capacity to deliver works programs.

6. Future organisational structures should focus on services provided rather than traditional approaches of grouping similar business units.

7. Maintenance required to minimise lifecycle cost is fully funded and reportable by service.

8. Renewal required to reduce and maintain the infrastructure backlog is fully funded and reportable by service.

9. New services and/or assets will only be approved where the full lifecycle cost of doing so has been evaluated and appropriate supporting budget allocations made.

10. Assets will be disposed of if they are not required to support service delivery.

11. Asset data and service information will be captured and improved.

12. Planning for future delivery of services will incorporate environmental sustainability.

CN manages over $2.5 billion of built and natural assets to deliver 27 core asset-based services to the community. In addition to these assets, our services are supported by information technology, fleet and plant. Each asset contributes to meeting community needs, from park benches to our large local road network. Community services rely on well-planned, well-built and well-maintained infrastructure, which is achieved through planned asset management. The level of service is determined by the current quality, functionality, capacity, utilisation, location, accessibility and environmental performance of each of the services. CN’s current average levels of service are represented using a general 1–5 star rating system, as shown in the table below.

Star rating General Standard of Key Service Attributes

 

Basic quality standard. Low community usage, limited functionality.  

Average quality standard and presentation. Moderate community usage and functionality.   Good quality standard and presentation. Medium–high community usage. Fit for purpose. Maintained and presented in good condition.  

Very good quality standard. High community usage, functionality and capacity. Maintained and presented in very good condition. Services LGA community and beyond. 

Excellent quality standard. Very high community usage, functionality and capacity. Maintained and presented in excellent condition. High profile; delivers important economic benefits and services beyond the LGA and regional community. Table 1: Star rating system

City of Newcastle

Our levels of service are defined using customer and technical performance measures. Customer performance measures describe attributes of the service from a customer viewpoint: how the customer receives or experiences the service. Technical levels of service support customer measures and are used internally to measure the performance of the service. A summary of our service star ratings are shown below:

As part of our commitment to continuous improvement, a review of asset management planning was undertaken throughout 2021/2022. This resulted in the adoption of an updated asset management framework in 2022 that included new:

• Asset Management Policy

• Asset Management Strategy

• Service Asset Management Plan.

Special Rate Variation

Special Rate Variation Guidelines 7.1

2012 SRV

In 2012, CN successfully applied for a Section 508(2) special rate variation (SRV) of 5% above the rate cap for one year. The variation occurred in the 2012/2013 financial year, increasing the base rate charge. The 2012 SRV was granted for works of a capital nature for specific projects, such as the below.

Since its introduction in July 2012 the special rate has raised $59.7 million, with $7.5 million being raised this year. This revenue is placed in a restricted reserve to fund the projects outlined in the 2012 SRV application only.

Over $12 million was spent this financial year on the top 4 priority projects, with the majority of funding being used for Hunter Street and coastal revitalisation. In total, $84.9 million has been spent to date on these capital projects, which is $25.2 million more than the SRV has raised.

2012 SRV projects

2012 SRV priority projects City centre revitalisation Revitalising our coast

Upgrading Blackbutt Reserve

Providing new cycleways Improving our swimming pools Modernising our libraries Expanding our Art Gallery

Total spend to 30 June 2022 ($’000) Actual

City centre revitalisation 10,763 Coastal revitalisation 50,683 Blackbutt Reserve 5,902 Cycleways 13,676 Other 3,473 Total 84,497

2012 SRV Priority Projects

70,000,000 60,000,000 50,000,000 40,000,000 30,000,000 20,000,000 10,000,000 0

Actual2012/13 Actual2013/14 Actual2014/15 Actual2015/16 Actual2016/17 Actual2017/18 Actual2018/19 Actual2019/20 Actual2020/21 Actual2021/22

Cumulative Income

Cumulative Expense

2015 SRV

The 2015 SRV was approved by the Independent Pricing and Regulatory Tribunal (IPART) in May 2015 and has raised $199.6 million over the 7 years to 30 June 2022. These funds were used to maintain another year of financial sustainability and a balance of infrastructure renewal and revitalisation projects.

Our strong financial sustainability and SRV 2015 have played a significant role in our recovery from COVID-19. These foundations allowed us to support our community and local business through this uncertain time. Even with the impact of COVID-19, we achieved a capital works spend of $100.6 million, all funded without borrowing.

2020/2021 was our fifth and final year of the 2015 SRV.

IPART determination

IPART’s determination has enabled CN to achieve financial sustainability, maintain and enhance existing services, and fund a program of asset renewal and some new capital expenditure.

Works program ($0’000)

2015 SRV introduced 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Funds have been applied to maintain and enhance existing services and associated assets, of which a total of $10.9 million has been spent in 2021/2022 and over $51 million has been spent since the introduction of the 2015 SRV.

Project

2016-2021 ($,000) Actual

Increased operating expenditure 5,472

Restoration/renewal of City Hall 14,642 Road/footpath renewals 4,055

Total asset renewal 18,697

Online DA tracking system

Road and pedestrian traffic improvements 10,173

Accelerated Hunter Street revitalisation 3,215

Accelerated Blackbutt Reserve upgrade 2,256

Implement Cycling Strategy and Action Plan 6,845

Newcastle revitalisation projects 284

Total asset upgrades 22,773

Total expenditure 41,470

City of Newcastle

Contracts Awarded

Regulation cl 217(1)(a2)(i), (ii)

During the 2021/2022 financial year we awarded contracts/work valued over $150,000, as detailed in the following table:

Contractor Name

Description of Goods, Works or Service

Contract Sum or Estimate* (ex. GST) Contract Sum or Estimate* (inc. GST)

Lloyd Group Pty Ltd Bathers Way at Shortland Esplanade Construction $14,246,515 $15,671,166

Daracon Contractors Pty Ltd Newcastle Ocean Baths Upgrade $12,987,952 $14,286,747

Awarded to a panel of 4 companies Heavy Road Patching & Repairs (2 years) $8,000,000* $8,800,000*

Awarded to a panel of 12 companies Minor Civil Works (2 years) $6,000,000* $6,600,000*

Awarded to a panel of 6 companies In-house Design Services Panel (3 years) $6,000,000* $6,600,000*

NSW Land and Housing Corporation Provision of Social and Affordable Housing (LAHC) $5,005,325 $5,505,858

Awarded to a panel of 39 companies Hire of Trucks, Plant and Equipment (2 years) $4,700,000* $5,170,000*

Aqua Energy Group Pty Ltd SWMC Leachate Collection System Upgrade $3,615,237 $3,976,761

Awarded to a panel of 7 companies Asphaltic Concrete Services (2 years) $3,000,000* $3,300,000*

Dept of Regional NSW –Primary Industries Ironbark Creek Construction Stage 5B $2,332,842 $2,566,126

Aqua Energy Group Pty Ltd SWMC Emergency Leachate Capacity Upgrade – Capital Works

Awarded to a panel of 2 companies Fire Protection, Testing and Repair Services (3 years)

$2,047,680 $2,252,448

$1,500,000* $1,650,000*

ESRI Australia Pty Ltd Esri Enterprise License Agreement (3 years) $1,446,855 $1,591,540

Nexon Asia Pacific Pty Ltd Provision of Network and Hosting Services $1,060,227 $1,166,250

Smith & Tzannes Pty Ltd Newcastle Art Gallery Expansion –Tender Documentation

$905,180 $995,698

Nexon Asia Pacific Pty Ltd Provision of End-User Computer Services $869,200 $956,120

Fortec Australia Pty Ltd Bridge Repair – Yangan Drive, Beresfield $862,288 $948,517

Environmental Earth Sciences International Pty Ltd

SWMC Environmental Monitoring Network Expansion $688,040 $756,844

Eire Constructions Pty Ltd Construction Works at Mitchell Street, Stockton $644,141 $708,555

Ground Stabilisation Systems Pty Ltd

Braye Park Inland Cliffline Rehabilitation Works – Stage 1 $638,085 $701,893

Contractor Name

Description of Goods, Works or Service

Karuah East Quarry Pty Ltd Rock Sourcing for Various Stockton Seawall Projects

Contract Sum or Estimate* (ex. GST)

Contract Sum or Estimate* (inc. GST)

$600,000* $660,000*

Awarded to a panel of 5 companies Supply of Sand and Rock Dust (2 years) $600,000* $660,000*

Awarded to a panel of 4 companies Supply Precast Concrete Materials (2 years) $600,000* $660,000*

Awarded to a panel of 4 companies Supply of Base and Subbase Materials (2 years) $600,000* $660,000*

Interflow Pty Ltd Citywide Trenchless Technology Rehabilitation Works 2021–2022 $581,263 $639,389

Court Craft (Aust) Pty Ltd Newcastle Netball Courts Resurfacing $569,394 $626,333

Statewide Civil Pty Ltd Allowah Street – Retaining Wall Works $554,527 $609,980

A. Prince Consulting Pty Ltd LGA Waste Audit Program (3 years) $551,818 $607,000

Mott MacDonald Australia Pty Limited Wickham Public Domain Plan –Urban Design $517,655 $569,420

Technology One Pty Ltd Application Managed Services $503,252 $553,577 Statewide Civil Pty Ltd Buchanan Street – Stormwater & Watermain Works $469,416 $516,358

CA Technology P/L (CAMMS) CAMMs Enterprise Software License $467,080 $513,788 D&P Fencing Contractors Supply Only and Supply & Installation of Road Safety Barriers (2 years)

$454,545* $500,000*

Awarded to a panel of 3 companies Traffic Management Services (3 years) $454,545* $500,000*

Dannenberg Civil Pty Ltd Mitchell Street, Stockton – Queen Street & Crown Street Intersection Works

Macquarie Engineers Pty Ltd SWMC Stormwater Ponds Discharge Controls – Installation

$435,608 $479,169

$419,555 $461,510

CountryTell Management Pty Ltd Telecommunications Fixed Services (3 years) $409,031 $449,934

Haskoning Australia Pty Ltd Nelson Street & Boscawen Street Bridges – Design $408,091 $448,900

Think Startup (T/A) Customer Service Training $390,365 $429,401

Audit Office of New South Wales Financial Audit for 2020/2021 $383,818 $422,200

Bluefit Pty Ltd

Beresfield Swim Centre Turnstile Attendant/Cashier Services (2 years)

$381,497 $419,647

Stabilised Pavements of Australia Pty Ltd Insitu Stabilisation Pavement at Enterprise Drive, Beresfield $377,422 $415,164

Awarded to a panel of 3 companies Road Pavement Crack Sealing Services (2 years) $363,636* $400,000*

Contractor Name

Awarded to a panel of 2 companies

Description of Goods, Works or Service

Internal Audit (Outsourced Services) Panel (3 years)

Contract Sum or Estimate* (ex. GST)

Contract Sum or Estimate* (inc. GST)

$360,000* $396,000*

SMEC Australia Pty Ltd Construction QA and Environmental Consultant Works at SWMC $355,836 $391,420

Australian Watersides and Leisure Pty Ltd

Lambton Pool Waterslide Replacement $353,770 $389,147

Artwork Transport Pty Ltd Art Gallery Expansion – Artwork Decanting $353,541 $388,895

Telstra Provision of Telecommunication Expense Management Solution $304,156 $334,572

RTC Construction NSW Pty Limited Alder Park Storage Facility $290,915 $320,006

Skelcon Pty Ltd City Hall Bar Refurbishment $277,999 $305,799 Webcoda Pty Ltd Webcoda Software Support and Maintenance Service (3 years) $264,142 $290,556

Green Cloud Consulting Pty Ltd OneCouncil Software – FIN/SCM Migration to CiA Version $255,000 $280,500

Canvas Events Marketing PR Pty Ltd Event Management Services –Various Events in 2021/2022 $254,202 $279,622

Innomate Pty Ltd Audio Visual Software Works and Ancillary Services (1 year) $250,996 $276,096

Awarded to a panel of 12 companies Ecological Advice – Various Disciplines – Standing Offer Arrangement (3 years)

$250,000* $275,000*

Urbis Pty Ltd Prepare Draft Broadmeadow Place Strategy $238,590 $262,449

The Missing Link Security Pty Ltd Okta Software Licensing and Implementation Services (1 year) $236,304 $259,934

Note: * means the amount is an estimate with some estimates based on historical expenditure.

Stormwater levies and charges

Regulation cl 217(1)(e)

In 2021/2022, CN received a total of $2.06 million in Stormwater Management Service Charge (SMSC) funds. CN also dedicated the annual baseline amount of $640,000. These 2 funding sources explicitly allocated $2.68 million to eligible stormwater projects.

The Stormwater Portfolio commenced with 33 drainage and flood planning projects, 27 of which were eligible to have the SMSC applied. The program was adjusted throughout the year to accommodate projects carrying over from the previous financial year, resulting in 7 projects being removed from the program.

CN’s final Stormwater Portfolio investment totalled $4.87 million, consisting of 30 eligible SMSC projects valued at $4.74 million. The Stormwater System Program implemented 14 construction projects (9 completed), 7 projects progressed through planning and design, and citywide environmental protection services were performed.

CN’s total stormwater asset renewal, upgrade or creation across the capital works program totalled 2,293m of pipes (556m relined), 143 pits (including 9 infiltration pits), 25m of swales, one headwall and 2 stormwater quality improvement devices (SQIDs).

Within the Stormwater Portfolio, CN also delivered the 2021/2022 Flood Program, which delivered multiple monitoring, investigation and interagency collaboration projects. Some key highlights include:

• Continuation of the Throsby, Styx and Cottage Creek Flood Study Update

• Ongoing delivery of citywide LGA flash flood alert system

• Continuation of Low Lying Land Strategy

• Flood safety community education undertaken in partnership with the SES

• Continuation of the Hunter River house pad cumulative infill study.

Notable Projects 2021/2022 Outcome

Citywide Trenchless Pipe Relining Program

556m of pipelines were successfully relined around the city, extending the remaining life and improving flow efficiencies of the assets.

Various headwallsrehabilitation A deteriorated headwall and steep gully at Lookout Road New Lambton Heights were rehabilitated using natural channel principles to address scour issues and integrate into the surrounding landscape.

Church Street Newcastle drainage renewal 120m of drainage renewal and upgrades were completed, reducing blockage risk and maintenance demand.

Corlette Street The Junction Stage 2 drainage improvements

70m of drainage renewal and upgrades were completed, extending from the previously completed Stage 1 works and improving drainage capacity at the southern end of the street.

South Beaumont Street drainage renewal 70m of drainage renewal and upgrades were completed, reinstating a damaged system and avoiding tree impacts.

Howell Street Kotara culvert upgrade 24m of large-sized twin cell culverts were completed. The remainder of the project will be completed in 2022/2023.

Smith Street Merewether drainage improvements

Glebe Road The Junction drainage renewal

Buchanan St Merewether drainage construct rehab

Construction works commenced to improve overland flows during large storm events. The remainder of the project will be completed in 2022/2023. 184m of new drainage will be installed.

Construction works commenced for the renewal and upgrade of stormwater assets. The remainder of the project will be completed in 2022/2023. 335m of new pipeline will be installed to improve drainage capacity in the street.

Construction works commenced for the renewal and upgrade of stormwater assets. The remainder of the project will be completed in 2022/2023. 207m of new drainage will be installed to improve drainage capacity in the street. These works complement the previously completed Kilgour Avenue and Patrick Street stormwater projects.

University Drive Waratah catchment rehab –construction of shared pedestrian/cycleway bridge

Drainage Management and Condition Survey

Creeks and waterways –inspect erosion and sediment control

Construction works commenced for the replacement of an existing culvert with a shared path bridge to mitigate blockage and flooding of Boatmans Creek. The remainder of the project will be completed in 2022/2023.

Increased rainfall resulted in unprecedented demand for reactive maintenance and CCTV of the CN stormwater network. The program more than doubled, resulting in many issues being identified and resolved.

338 construction sites were proactively inspected for erosion and sediment control compliance.

42 sites were proactively audited by the Business Pollution Prevention Program.

169 reactive requests relating to pollution matters were resolved. Update existing flood studies to 2019 Australian Rainfall and Runoff (ARR) methodology

The Throsby, Styx and Cottage Creek Flood Study continued. The project delivered an additional survey of Waterdragon Creek to support the study and has developed an updated model using ARR 2019 methodology and 2021 Light Detection and Ranging technology. The model is currently in the calibration and validation phase.

Remuneration

Chief Executive Officer (CEO) and senior officers

Reg cl 217(1)(b)(i),(ii), (iii), (iv), (v) Reg, cl 217(1)(c)(i), (ii), (iii), (iv), (v)

During the 2021/2022 financial year, CN’s senior officers comprised:

Chief Executive Officer

City Wide Services

Art Gallery Museum Civic Services Libraries & Learning Waste Services Parks & Recreation

Governance Finance Legal Regulatory, Planning & Assessment

Infrastructure & Property Depot Operations Assets & Projects Civil Construction & Maintenance Property & Facilities

People & Culture

Strategy & Engagement

Major Events & Corporate Affairs Community, Strategy & Innovation Customer Experience Chief Information Officer

All figures stated are in line with relevant legislation that requires the following components to be reported: (i) The total of the values of the salary components of their packages

(ii) Total amount of any bonus payments, performance payments or other payments made to the CEO that do not form part of the salary component of the CEO (iii) Total amount payable by Council by way of the employer’s contribution or salary sacrifice to any superannuation scheme to which the CEO may be a contributor

(iv) Total value of any non-cash benefits for which the CEO may elect under the package (v) Total amount payable by Council by way of fringe benefits tax for any such non-cash benefits.

Chief Executive Officer: $495,375 (including superannuation) Senior officers x 22: $4,948,291 (including superannuation)

Total $5,443,666

Fringe benefits tax for non-cash benefits: $33,267

Fringe benefits tax (FBT) includes costs associated with parking, entertainment expenses, senior executive services relocation expenses and FBT associated with motor vehicle private usage.

City of Newcastle

Newcastle Airport

Key milestones

September 2021

Replacement of airside lighting with LED, reducing the airport’s electricity usage.

October 2021

BAE Systems Australia sign 34-year lease extension and pre-commitment to expand presence at Astra Aerolab.

November 2021

Qantas announces new direct route to Adelaide, commencing March 2022

Newcastle Airport named Major Airport of the Year 2021 by Australian Airports Association (AAA)

Victoria reopens border with NSW allowing for unrestricted travel between the states

Astra Aerolab stage 1 pocket parks commissioned including new picnic and exercise area, green space and seating, and preservation of Aboriginal Keeping Place

99kWh solar installed on the NTL Hangar, producing 3.9% of electricity needs in FY21/22 and reducing the airports carbon footprint by more than 75 tonnes.

December 2021

Queensland reopens border for interstate travellers after being closed for five months

Flights to Brisbane and Gold Coast resume

Jetstar recommence direct seasonal service to Cairns.

January 2022

Appointment of Principal Design Consultant (PDC) Cox Architecture for Terminal Expansion Project.

February 2022

FlyPelican sign new lease at Newcastle Airport, bringing maintenance facility and base operations under one roof and creating 15 new jobs

Lee de Winton and Neil Hart appointed as new nonexecutive Directors

Bonza announce new direct routes between Newcastle and The Whitsundays and Sunshine Coast

The Hunter Global Summit brings together leaders to boost collaboration and advocacy across the region to capitalise on international opportunities arising from the airport’s airfield upgrade

Leading defence contractor HENSOLDT Australia establish new office within Newcastle Airport aviation precinct.

March 2022

$100m debt facility secured to support the growth of the airport

First Qantas flight to Adelaide.

April 2022

Deputy Prime Minister Barnaby Joyce announces $55 million in funding for an upgraded and expanded terminal

Airport PAX return to pre-Covid numbers.

May 2022

Ambassador team celebrates 14 years of service, coinciding with National Volunteer Week Airport leaders visit Singapore to discuss the region’s aspirations with key hub airlines.

June 2022

Jetstar’s second seasonal service to Cairns begins Enabling works begin in Short Stay Car Park 2 to add extra parking spaces, the first step in Newcastle Airport’s expansion

30 roles recruited in FY21/22, supporting our continued growth

12 months Lost Time Injury (LTI) free NAPL generated 142.2 tonnes of waste in FY21/22, of which 86 tonnes (65.5%) were diverted from land fill.

Newcastle

Legislative checklist

Requirement

CN’s achievements in implementing its delivery program

Act Reference

Section

Page no.

Local Government Act 1993 (Act) s 428(1) Our performance 92

CN’s achievements in implementing CSP over the previous 4 years Act s 428(2) Overview 16

CN’s audited financial reports Act s 428(4)(a) Our financials attachment

Statement detailing the action taken by the council in relation to any issue raised by the Anti-slavery Commissioner

Statement of steps taken to ensure that goods and services procured by and for the council during the year were not the product of modern slavery withing the meaning of the Modern Slavery Act 2018

Act s 428(4)(c) Our governance 194

Act s 428(4)(d) Our governance 194

Environmental upgrade agreements entered into by CN Reg cl 186 Our performance 105

Report on activities funded via a SRV of general income Special Rate Variation Guidelines* 7.1 Our financials 219

Amount of rates and charges written off during year Local Government (General) Regulation 2011 (Reg), cl 132

Information about councillor induction training and ongoing professional development

Details, including purpose of overseas visits by councillors, CN staff or other persons representing CN

Payment of expenses of and the provision of facilities to councillors in relation to their civic functions

Our financials 215

Reg cl 186 Our governance 180

Reg cl 217(1)(a) Our governance 179

Reg cl 217(1)(a1) (i), (ii), (iii), (iiia), (iv), (v), (vi), (vii), (viii) Our governance 179

Contracts awarded Reg cl 217(1)(a2) (i), (ii) Our financials 222 Amounts incurred by CN in relation to legal proceedings Reg cl 217(1)(a3) Our governance 197

Resolutions made concerning work carried out on private land Reg cl 217(1)(a4) & Act s 67, 67(2)(b) Our governance 199

Total amount contributed or otherwise granted to financially assist others Reg cl 217(1)(a5) & Act s 356 Our performance 58

External bodies that exercised functions delegated by CN Reg cl 217(1)(a6) Our governance 194

Partnerships in which CN held a controlling interest (including whether or not incorporated)

Reg cl 217(1)(a7) Reg cl 217(1)(a8) Our governance 195

Equal Employment Opportunity management plan implementation Reg cl 217(1)(a9) Our organisation 82

Total remuneration package of CEO and senior staff Reg cl 217(1)(b)(i), (ii), (iii), (iv), (v) & Reg, cl 217(1)(c) (i), (ii), (iii), (iv), (v)

Our financials 227

Reg cl 217 (1)(d) (i),(ii),(iii),(iv) Our organisation 86 City

Requirement

Act Reference

Section

Page no.

Statement detailing stormwater management services provided Reg cl 217(1)(e) Our financials 225

Statement detailing coastal protection services provided Reg cl 217(1)(e1) N/A N/A

Activities in relation to Companion Animals Act 1988 and the Companion Animal Regulation 2018

Report on certain proposed capital works projects where a capital expenditure review has been submitted

Reg cl 217(1)(f) Companion Animals Guidelines* Our performance 127

OLG Capital Expenditure Guidelines* Our financials 214

Compliance with the Carers Recognition Act 2010 Carers Recognition Act 2010, s 8(2) N/A N/A

Implementation of CN’s Disability Inclusion Action Plan Disability Inclusion Act 2014, s 13(1) Our performance 214

Particulars of compliance with and effect of planning agreements in force during the year

Disclosure of how development contributions and development levies have been used or expended under each contributions plan

Details for projects for which contributions or levies have been used

Environmental Planning & Assessment Act 1979, s 7.5(5)

Environment Planning and Assessment Regulation 2021 cl 218A(1)

Our governance 205

Our governance 200

Reg 218A (2)(a),(b),(c),(d),(e),(f),(g) Our governance 200

Total value of all contributions and levies received and expended during the year Reg 218A(3)(a),(b) Our governance 200

Recovery and threat abatement plans

Environment Planning and Assessment Regulation 2000, cl 35A

Details of inspections of private swimming pools Swimming Pools Act 1992 (SP Act), s 22F(2) Swimming Pools Regulation 2018 (SP Reg) cl 23

Information included on government information public access activity

Information included on public interest disclosure activity

Government Information (Public Access) Act 2009, s 125(1) Government Information (Public Access) Regulation 2018, cl 8, Schedule 2

N/A N/A

Our governance 199

Our governance 188

Our governance 128

Glossary

ABS Australian Bureau of Statistics

ACON Community organisation that aims to create opportunities for people in our communities to live their healthiest lives

ADVOCACY The act of speaking or arguing in favour of something, such as a cause, idea, or policy. In the context of the Strategic Priorities it refers to another sphere of government or organisation delivering a service or outcome for the city.

AIAC Access and Inclusion Advisory Committee

ALP Australian Labor Party

AMP Asset Management Plan

AMS Asset Management Strategy

AR Augmented Reality

ASX Australian Securities Exchange Ltd

BENCHMARKING A process of comparing performance with standards achieved in a comparable environment with the aim of improving performance.

BIA Business Improvement Association

BIODIVERSITY The variety of all living things including plants, animals and microorganisms, their genes and the ecosystems of which they are a part.

CBD Central Business District

CEO Chief Executive Officer

COMMUNITY LAND Land classified as community land must be kept for use by the general community. All community land must be regulated by a Plan of Management, which may apply to one or more areas of land.

CN City of Newcastle

CP&D Community Planning and Development

CREW Cooperation, Respect, Excellence and Wellbeing

CROWN LAND Land that is owned by the NSW Government but managed on its behalf by Council.

CSC Customer Service Centre

CX Customer Experience

DA Development Application

DELIVERY PROGRAM A strategic document with a minimum 4-year outlook, which outlines the key strategies the organisation will undertake to achieve its desired outcomes. (Note: this is a legislative requirement.)

DIAP Disability Inclusion Action Plan

EDS Economic Development Strategy

EEO Equal Employment Opportunity

ELT CN’s Executive Leadership Team is led by the CEO and comprises 5 Directorates: Governance, Strategy and Engagement, People and Culture, Infrastructure and Property, and City Wide Services

EOTR End of Term Report

ERM Enterprise Risk Management

ESP Events Sponsorship Program

EV Electric Vehicle

FBT Fringe Benefits Tax

F&DV Family and Domestic Violence

FINANCIAL YEAR The financial year we are reporting on in this annual report is the period from 1 July 2021 to 30 June 2022.

FTE Full-time equivalent. In relation to staff numbers this refers to a figure that is based on the wages for full-time staff.

GIPA The Government Information (Public Access) Act 2009 (NSW), or GIPA Act, replaced freedom of information legislation.

GST Goods and Services Tax

HSR Hunter Street Revitalisation

IDE Inclusion, Diversity & Equity

IND Independent

IPART Independent Pricing and Regulatory Tribunal

IPR Integrated Planning and Reporting

LATM Local Area Traffic Management

LGA Local Government Area

LGBTQIA+ Lesbian, Gay, Bisexual, Trans, Queer, Intersex, Asexual

LIB Liberal Party of Australia

LTFP Long-Term Financial Plan

NAIDOC National Aborigines and Islanders Day Observance Committee

NCAT NSW Civil and Administrative Tribunal

NEWCASTLE 2030/2040 COMMUNITY STRATEGIC PLAN (CSP) The integrated CSP provides clear strategic direction for the long term, and identifies the main priorities, aspirations and future vision of the community.

OPERATIONAL PLAN A document with a one-year outlook that outlines the key activities to be undertaken to achieve the desired outcomes set out in the CSP. (Note: this is a legislative requirement.)

PAMP Pedestrian Accessibility and Mobility Plan

PARTNERING A structured approach to working together with other parties to achieve a mutually beneficial outcome.

PDP Public Domain Plan

PERFORMANCE The results of activities and progress in achieving the desired outcomes over a given period of time.

PID Act Public Interest Disclosures Act 1994

PPN Principal Pedestrian Network

PSC Port Stephens Council

RAAF Royal Australian Air Force

RAP Reconciliation Action Plan

RATE PEGGING The percentage limit by which a council may increase the total income it will receive from rates. The percentage is set each year by the NSW Minister for Local Government.

RISK MANAGEMENT A discipline for developing appropriate procedures to reduce the possibility of adverse effects from future events.

RSPCA Royal Society for the Prevention of Cruelty to Animals

SDGs Sustainable Development Goals

SES State Emergency Service

SLSC Surf Life Saving Club

SRV Special Rate Variation

SUSTAINABLE DEVELOPMENT Development that meets the needs of the present generation without compromising the capacity of future generations to meet their needs.

SWMC Stormwater Management Charge

TAFE Technical and Further Education

TARGET A goal to be reached by a specific date, which may be higher than the forecasted performance. It aims to continually improve performance.

TRuST Transparent, Respectful, Simple, Timely

UN United Nations

WDSP Workforce Development Strategic Plan

WHS Work Health and Safety

YEH Youth Entrepreneur Hub

YIPP Youth Industry Partnership Program

newcastle.nsw.gov.au