Wagga City Council Annual Report 2017-18

Annual
Report
2017/2018
Commitment
Statement of commitment to
Aboriginal Australians
The City of Wagga Wagga acknowledges and respects that Aboriginal people were the first
people of this land and the Wiradjuri people were the first regional custodians of the Wagga
Wagga Local Government Area. This recognition includes acceptance of the rights and
responsibilities of Aboriginal people to participate in decision making.
Council acknowledges the shared responsibility of all Australians to respect and encourage
the development of an awareness and appreciation of each other’s origin. In so doing, Council
recognises and respects the heritage, culture, sacred sites and special places of Aboriginal
people.
Council is committed to developing programs to improve the wellbeing of all City of Wagga
Wagga residents as well as facilitating reconciliation between Aboriginal and non-Aboriginal
people.
Council recognises that social justice and reconciliation are fundamental to achieving positive
changes. Council will continue to actively encourage Aboriginal and non-Aboriginal people to
work together for a just, harmonious and progressive society.
Council recognises that the richness of Aboriginal cultures and values in promoting social
diversity within the community.
2 WA G G A WA G G A C I T Y C O U N C I L ANNUAL REPORT 2017/18

Table of contents
Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Mayor and General Manager Message. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Vision and Values.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Integrated Planning and Reporting Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Our Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Our Councillors. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Our Organisation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Our Awards. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Snapshot of 2017/2018. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Community Leadership and Collaboration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Safe and Healthy Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
Growing Economy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Community Place and Identity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
The Environment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58
Disability Inclusion Action Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Financial Summary 74
Business Activity Reports. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79
Stormwater Levies and Charges. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Statutory Report 84
Government Information (Public Access) Act. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Public Interest Disclosures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Equal Employment Opportunity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Executive Team Remuneration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Councillor Expenses.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Overseas Visits. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85
External Bodies, Companies and Partnerships. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86
Council Contracts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88
Voluntary Planning Agreements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Environment Upgrade Agreements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Private Works.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Contributions, Grants and Donations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Legal Cost Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90
Rates and Charges (written off). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Special Rate Variation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Companion Animal Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92
Inspections of Private Swimming Pools.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
Appendix .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
ANNUAL REPORT 2017/18 WA G G A WA G G A C I T Y C O U N C I L 3

Introduction
Mayor and General Manager Message

Wagga Wagga is in the midst of an exciting period that will define both the growth and vision
of our city and villages for many years to come. The State Government has this year identified
Wagga Wagga as an area of “significant growth” that will swell to 100,000 residents under
their new 20-year plan for regional NSW. Under the plan, the region will have to create 14,000
additional jobs by 2038 in order to support a regional city of 100,000 people. Council is
developing and implementing the strategies and infrastructure required to meet these ambitious,
but achievable targets, and will continue to advocate for further investment in the city from both
the State and Federal Governments.
“The city continues to prove itself to be a fantastic destination for

short or long stays, with visitors able to use it as a base to explore
all that the Riverina region has to offer.”
Council is working through the milestones set out in the Community Strategic Plan 2040 – Wagga
View (CSP) and this financial year adopted key documents such the Wagga Wagga Integrated
Transport Strategy 2040 (WWITS), the Recreation, Open Space and Community Strategy 2040
(ROSC), a Revised Floodplain Risk Management Study and Plan, a Revised Crime Prevention Plan
and a new Graffiti Management Plan. These documents are setting the scene for the city and will
play a crucial role in ensuring sustainable growth in the region over the coming decades.
During the financial year a number of important projects were either finalised or commenced that
will provide vital facilities and create economic opportunities. These include:
• Main City Levee (Stage 1) – work has continued on the upgrade to the Main City Levee Bank
to fortify the local economy and provide peace of mind for residents
• Bomen Enterprise Area – the Bomen Enabling Roads project was completed which will further
support the potential development of the Riverina Freight and Logistics (RiFL) Hub
• Northern Sporting Precinct – a school has been announced for the northern growth area and
negotiations have taken place to integrate the school with the planned northern sporting and
recreation precinct.
• Equex Multi-Purpose Stadium – construction is well underway on the city’s new $9M mixed
use facility
• Active Travel Plan – $11.8M in funding has been provided and planning has commenced for
the construction of a network of cycle routes and end-of-trip facilities to reduce reliance on
private motor vehicles, and instead promote cycling as a legitimate mode of transport
• Riverside Precinct (Stage 2) – planning has commenced to further develop the Wagga Beach
precinct as a focal point and destination for residents and visitors, as well as creating linkages
to the city’s CBD and existing civic precinct
• Livestock Marketing Centre (LMC) Upgrades – major upgrades have been completed to
increase livestock capacity numbers, improve safety and support growth of the facility
• Civic Theatre Upgrade – the refurbishment of this significant cultural facility was completed

The city continues to prove itself to be a fantastic destination for short or long stays, with visitors
able to use it as a base to explore all that the Riverina region has to offer. Tourism is a vital part
of the city’s economy, with visitors spending approximately $353 million in local businesses
each year. Council and local businesses are working together to capitalise on the more than 1.3
million visitors to our city annually. This is reflected in the delivery of the second Wagga Wagga +
Surrounds Visitor Guide and Tourism Partner Program.
The entire community is encouraged to continue to become involved in the City of Wagga
Wagga’s decision-making processes to ensure we continue to progress and grow in line with
community expectations.
Thank you to Councillors and staff for their leadership, hard work and service during 2017/18 and
to you, the community, for your support.
Mayor of the City of Wagga Wagga General Manager

Councillor Greg Conkey OAM Peter Thompson

Vision and Values
Community vision, principles and priorities

As part of the Wagga View Community Strategic Plan 2040 the community adopted a vision for
the city;
“In 2040 Wagga Wagga will be a thriving, innovative, connected and inclusive community on the
Murrumbidgee. Rich in opportunity, choice, learning and environment, Wagga is a place where
paths cross and people meet.”
To ensure that we achieve the community vision in the future, it is necessary that we start
embedding elements of that vision into today’s planning. Four key words have been chosen by
the community to be used as guiding principles in planning for our future.
• Thriving
• Innovative
• Connected
• Inclusive
The document contains five strategic directions for the city based on the consultation undertaken.
The five strategic directions are:
• Community leadership and collaboration
• Safe and healthy
• Growing economy
• Community place and identity
• The environment
Council’s mission, vision and values

Our Mission
Contribute to a vibrant growing community by providing excellence in leadership, and delivery
of ‘best value’ infrastructure and services, supporting quality living in an improving sustainable
environment.
Our Vision
To be acclaimed by our community for our passion, professionalism and performance.
Our Values
• Trust
• Respect
• Innovation
• Teamwork

IPR framework
The Integrated Planning and Reporting framework opens the way for Council and our community
to have important discussions about funding priorities and service levels, how these shape our
local identity and how we can work together to create a more sustainable future.
Under NSW Government legislation, councils must prepare a number of plans that provide
details on how they intend to deliver works and services in the short and long term.
City of Wagga Wagga IPR Framework

State and Regional Plans
Community Strategic Plan
1
LEVEL
Long term plan that clearly defines

what we want as a community.
Resourcing
2
Strategies
Council Strategies
LEVEL
Internal instruments
Providing directions (how) we deliver:
 Long Term
social economic environmental civic leadership Financial Plan
 Asset Management
Plan
 Workforce Plan
Business Planning Process  Section 94
Divisional process informing resourcing Developer
and delivery Contributions
Community
Engagement
Delivery Program 4 years

3
LEVEL
Identifies the elected Council’s

priorities for their term of office. Policies,
operating
standards,
guidelines and
Operational Plan 1 year procedures
4
LEVEL
Identifies the projects, programs  Local Environment

and services to be delivered. Plan (LEP)
 Development
Control Plan (DCP)
Individual Performance and

Development Plan
Monitoring and reporting
Figure 1: IPR framework flowchart

These plans are based on the community’s priorities, which have been identified in the
Community Strategic Plan, and present a balanced approach to long and short term planning
that considers how the resources available to Council can be used to deliver our community’s
outcomes. These documents are:
Community Strategic Plan

The Wagga View Community Strategic Plan 2040 looks at where we want to be as a community
in 2040. It defines our community’s priorities and goals, and focuses on how we can achieve
these goals together. Wagga View is Council’s highest level plan and is used by Council,
stakeholders and other agencies to guide policy, establish service delivery and inform plans. The
Community Strategic Plan addresses community outcomes across five strategic directions:
• Community Leadership and Collaboration
• Safe and Healthy
• Growing Economy
• Community Place and Identity
• The Environment
Delivery Program and Operational Plan

The Delivery Program is Council’s four-year statement of commitment to the community from the
elected Council. It details the specific strategies that Council will implement to help achieve the
community’s priorities and goals as set out in the Community Strategic Plan.
The Operational Plan is reviewed and developed yearly. It details the specific actions, projects and
program Council will undertake under each of the strategies outlined in the Delivery Program. The
Operational Plan will also allocate responsibility and provide a detailed budget for each year.
Resourcing Strategies
The Resourcing Strategies consist of three components; the Long Term Financial Plan, the
Workforce Plan and the Asset Management Plan.
Long Term Financial Plan

The Long Term Financial Plan outlines the future finances of Council’s operations taking into
consideration key elements such as rate movements, service levels to our community, major
infrastructure, asset replacement and renewals as well as loans, cash reserves and the Revenue
and Pricing Policy.
Workforce Plan
The Workforce Plan aims to ensure Council’s workforce has the right skills, at the right time and in
the right quantities to ensure sustainable service delivery.
Asset Management Plan

The Asset Management Plan provides tools to assist Council’s decision making on infrastructure
funding needs, the impacts of budget decisions into the future and the resourcing requirements
needed to meet agreed levels of service delivery.
Annual Report
The Annual Report (this document) provides an overview of Council’s performance and activities
during 2017/18 and includes the audited financial statements for the year.
The activities and actions reported are based on objectives and performance targets identified in
the Combined Delivery Program and Operational Plan 2017/18.
The Annual Report is prepared in accordance with Section 428 of the Local Government Act
1993.

Our community
455km
from Sydney
Located on the banks
of the Murrumbidgee
River in the heart of 452km
from Melbourne
Wiradjuri Country,
Wagga Wagga is the
Location
centre of the Riverina 230km
from Canberra
area and is the largest
inland city in NSW.
64,416 4825
population of local sq km area
government area
Education&
employment Population Housing
76% 36.6% 76%

of homes had internet of population under 25 of homes had internet
connection connection
9.4%
34% of our population was born 34%
of the rental population overseas with top 5 countries of the rental population
pays between $200 being United Kingdom, India, pays between $200 and
and New Zealand, Philippines $300 per week.language
$300 per week. and China
0.7%
0.7% 6% of dwellings
of dwellings of the population coming from considered to be
considered to be countries where English was high density
high density not their first language
5.6%
of the population identify
themselves as Indigenous
or Torres Strait Islander.
4.9%
of the population in 2011
reported needing help in
their day-to-day lives due
to disability

About Wagga
Wagga Wagga is a vibrant city nestled in the heart of the Riverina on the banks of the
Murrumbidgee River. The largest city in inland New South Wales, Wagga Wagga encompasses
a total land area of 4,826 sq km and is perfectly situated about 455 kilometres south-west of
Sydney and 452 kilometres north-east of Melbourne, making it highly accessible.
Wagga Wagga offers a unique quality of life that is unparalleled in its natural beauty, housing
affordability, diverse employment opportunities and a wide offering of community infrastructure,
services and lifestyle activities. With a population of approximately 65,000 residents, Wagga
Wagga is a thriving and cosmopolitan city that supports a highly diverse and dynamic economy.
Without the reliance on a single sector, the city can maintain growth and prosperity. Wagga
Wagga has a total labour force of more than 32,000 people, with an unemployment rate of 5.7%,
well under the State and National averages.
Most of Wagga Wagga’s population live within the urban and suburban areas of the city; but
many residents also enjoy the village lifestyle of Collingullie, Currawarna, Galore, Humula,
Ladysmith, Mangoplah, Oura, Tarcutta and Uranquinty.
Wagga Wagga offers a diverse range of traditional and contemporary cultural experiences with art
galleries, museums, theatres and performance spaces. Alongside a thriving arts community there
are festivals and 650 events being held in the city each year, these range from community to large
scale visitor attraction events. Our streets blend heritage buildings, public artworks, sculptures
and gardens, providing a perfect environment for people to explore our vast range of shops,
award winning restaurants, microbreweries, authentic pubs and cafes.
Wagga Wagga is a city of tourism and enjoys over one million visitors annually who come to
explore everything we have to offer. Wagga Wagga boasts an active community with sport and
recreation being a central part of the lifestyle. Whether its water sports at Lake Albert, walking
and biking through our natural areas like the Riverside, the Wiradjuri Walking track, or enjoying
the more formal sporting codes and disciplines on offer, the high quality facilities across the city
cater for it all.
Having four distinct seasons, a warm community and wealth of character make Wagga Wagga an
ideal destination for residents and visitors all year round.

Our councillors
Councillor Greg Conkey Councillor Dallas Tout Councillor Vanessa Keenan

OAM (Mayor) (Deputy Mayor)
Councillor Vanessa Keenan was elected
Councillor Greg Conkey OAM was Councillor Dallas Tout was elected to Council in 2016.
elected to Council in 2012 and was to Council in 2012 and was elected
M: 0418 445 131
elected Mayor in September 2017. Deputy Mayor 2014 – 2016.
E: councillor.keenan@wagga.nsw.gov.au
M: 0417 467 760 M: 0427 448 525
E: councillor.conkey@wagga.nsw.gov.au E: councillor.tout@wagga.nsw.gov.au
Councillor Paul Funnell Councillor Yvonne Braid OAM Councillor Rod Kendall
Councillor Paul Funnell was elected to Councillor Braid OAM was elected Councillor Rod Kendall was elected to
Council in 2012. to Council in 2008, with a tenure as Council in 2004 and was elected Mayor
Deputy Mayor in 2012. in 2012 – 2015.
M: 0459 988 402
E: councillor.funnell@wagga.nsw.gov.au M: 0402 214 556 M: 0467 552 263
E: councillor.braid@wagga.nsw.gov.au E: councillor.kendall@wagga.nsw.gov.au
Councillor Tim Koschel Councillor Dan Hayes Councillor Kerry Pascoe
Councillor Tim Koschel was elected to Councillor Dan Hayes was elected to Councillor Kerry Pascoe was elected
Council in 2016. Council in 2016. to Council in 2004 and was elected
Mayor 2004 – 2009 and 2011.
M: 0400 721 880 M: 0447 231 080
E: councillor.koschel@wagga.nsw.gov.au E: councillor.hayes@wagga.nsw.gov.au M: 0408 692 306
E: councillor.pascoe@wagga.nsw.gov.au

Our organisation
Council’s current organisational structure is made up for four directorates – Community,

Financial, Commercial and Governance. These directorates are led by the executive
management team, consisting of the General Manager and three Directors. The executive
management team are responsible for managing the implementation of Council’s decisions.
Our organisational structure
Community
Governance Financial
Commercial
Governance Community Financial Commercial

• Audit, Risk and • Community Services • Finance • Project Management
Governance • Environment • Procurement Office
• Marketing and • City Compliance • City Strategy (PMO)
Communications • Information and • Operations
• Executive Support Customer Service • Technical and
• People and Culture Strategy
• Riverina Regional • Council Businesses
Library • City Development

Our People
Workplace
Diversity
(Permanent staff)
Permanent (423) Cadet / Graduate (7)
Casual (188) Apprenticerainees (2)
Temporary (46) Total workforce: 666

Figure 2: Total workforce summary

Introduction
Workplace Diversity
Women: 314
Aboriginal and Torres Strait

Islander people: 19
People from culturally or linguistically
diverse backgrounds: 17
People with a disability: 8
Figure 3: Workplace diversity (all staff)
It is important to note Equal Employment Opportunities (EEO) data is limited as it is not a

mandatory requirement and staff may elect not to disclose this information.
For more information on Council’s actions in relation to promoting, EEO see page 85.
Workforce age distribution

50
40
30
20
10
0
15 - 19 20 - 24 25 - 29 30 - 34 35 - 39 40 - 44 45 - 49 50 - 54 55 - 59 60 - 64 65+
Female staff Male staff

Figure 4: Workforce Age Distribution
(permanent staff only)

Our awards
RH Dougherty Award for Excellence in Communication,

Local Government NSW
Wagga View 2040 – Community Strategic Plan
Corporate Strategy
NSW 2017 Environmental Health Team of the Year Award,

Environmental Health Australia Industry Excellence Awards
Education and awareness programs including Council’s Scores on Doors program,
development of an illustrated book on needles and sharps and the ‘Be Sharp’ campaign
Environmental Health
Leo Kelly OAM Arts and Culture Award,

Local Government NSW
We Are Here: LGBTIQ stories exhibition
Museum
Best Exhibition Project From Small and Medium Museums Award,

Museum and Galleries NSW’s IMAGinE awards
Talking Machines exhibition
Museum
Sewerage Services Most Improved Large Local Water Utilities Award,

Sam Samra Awards
Making efficiencies in the sewerage network
Sewer Treatment
Commendation Award at Statewide

Mutual’s Risk Management Excellence Awards
A collaborative effort to better prioritise the renewal of assets
Asset Management
Excellence in the Environment Award for

Behaviour Change in Waste Management, Local Government NSW
“Don’t Dump, It’s Dumb” illegal dumping prevention campaign
Environmental
Highly Commended Multicultural Services -

Award at the NSW Public Libraries Association
Language Café program
Library
Natural Environment Protection and Enhancement Award,

Local Government NSW Environment Awards
The Marrambidya Wetland project
Environmental

Snapshot of
2017/18
Featured in this Annual Report are just a sample of

achievements and highlights of activities Council delivered
in 2017/18. These snapshots showcase a variety of
events, programs, services and projects that promote an
inclusive, connected, innovative and thriving Wagga Wagga
and deliver on the needs and expectations of the local
community, as outlined in the Community Strategic Plan.

What were we working towards?
Community Leadership and Collaboration
What does Council aim to deliver?
• Ensure transparency and accountability
• Plan long term for the future of the City
• Communicate with our community
• Ensure our community feels heard and understood
• Ensure efficient and effective processes
• Be easily accessible to all members of our community
Safe and Healthy Community

• Create safe spaces and places
• Promote safety and safe behaviours
• Be responsive to emergencies
• Monitor and enforce public health and safety
• Provide services and facilities that make recreation a part of everyday life
• Promote participation across a variety of sports and recreation
• Promote services that support the community
• Provide services that support the community
Growing Economy
• Ensure complete and accessible transport networks
• Encourage business investment to ensure the city is a leading centre for freight
and logistics
• Attract and support local businesses and industry
• Promote our city and villages
• Accommodate and provide support to visitors
• Provide a variety of events, festivals and activities
• Provide education and learning opportunities
• Provide career opportunities
• Encourage vibrant precincts
Community Place and Identity

• Promote a strong sense of place
• Value our heritage
• Provide services that contribute to a family friendly city
• Provide services and facilities that make us a centre for arts and culture
• Activate community spaces to promote connectedness
• Provide programs and activities to bring us together
The Environment
• Ensure sustainable urban development
• Provide healthy natural areas
• Look after and maintain community assets
• Create an attractive city
• Improve the facilities of our spaces and places
• Educate the community in sustainability
• Be proactive with waste management
• Minimise our impact on the environment

Community
leadership and
collaboration
In the Combined Delivery Program and Operational Plan, the Community

Leadership and Collaboration strategic direction centres on Council’s actions in
relation to strategic and long-term planning, reporting, governance and customer
service. It focuses on making Council’s processes more efficient and effective, and
outlines how Council communicates and consults with the community
Community Strategic Plan Objectives

• We have strong leadership
• We are informed and involved in decision making
• Council services reflect the needs of the community
Delivery Program Items 3885 1471

online transations contributions on
1.1 Ensure transparency and accountability Wagga View online
engagement platform
1.2 Plan long term for the future of the city
1.3 Communicate with our community
1.4 Ensure our community feels heard and understood
1.5 Ensure efficient and effective processes
1.6 Be easily accessible to all members of our community
1455 <5%
social media posts of rates were
with people engaging outstanding by 30
50,498 times June 2018
50 $1,292,786
editions of Council given in grants,
News published to contributions and
822 subscribers donations

Wagga Wagga Integrated
Transport Strategy adopted
The adoption of the Wagga Wagga Integrated Transport Strategy and Implementation Plan 2040
(WWITS 2040) at a Council Meeting in August 2017 means all levels of government, agencies and
industry can work strategically towards integrating our transport network.
Led by Council, WWITS 2040 not only plans for future economic and residential growth, but
will help drive that growth. It looks at ways to attract and forward plan for potential large-scale
infrastructure projects and identifies a number of short-term actions that can be taken to create a
connected, vibrant, healthy, safe and active city. From better connecting footpaths to improving
public transport corridors and removing trucks from the CBD, WWITS 2040 will help create
choices for people when it comes to getting around and reflects the needs and expectations of a
community that is growing at a rapid rate.
The strategy was created following an extensive community engagement process. Hundreds
of people, organisations and agencies made valuable contributions during the community
engagement campaign and most of the ideas in WWITS 2040 originated from these
contributions.
WWITS 2040 is wide reaching and addresses six key areas; integrated land use, parking, freight
and logistics, road network, active travel and public transport. Within these six areas is an
integrated approach to address a range of topics raised by the community, stakeholders and
industry experts. Strategies include, but are not limited to:
• Improving cycling infrastructure, corridors and networks
• Prioritising people over motor vehicles in the core of the city ...WWITS 2040 will
• Investigating innovative public transport initiatives for locals and visitors help create choices
• Implementing measures to increase the likelihood of the NSW Government duplicating the
Gobbagombalin Bridge for people when it
• Supporting development in the northern growth area through appropriate structure planning comes to getting
• Improve parking in the CBD and health precinct by implementing a pathway to build
multistorey car parks, providing better pedestrian access and working with local businesses to
around and reflects
investigate future paid parking options in key areas the needs and
• Preserving a corridor within local planning instruments for a heavy vehicle bypass expectations of a
• Prioritising Bomen as an intermodal hub connected to the Inland Rail Network
• Pathway for potential duplication of Glenfield Road and Pearson Street
community that is
• Working with RMS to improve the Olympic Highway and Old Narrandera Road intersection growing at a rapid
Council will now work with industry, local businesses, Federal Government and NSW Government rate.
to implement the strategy.

Community
leadership and
collaboration
Recreation, Open Space and

Community Strategy adopted
The Recreation, Open Space and Community Strategy and Implementation Plan 2040
(ROSC 2040) was adopted at a Council Meeting in April 2018. The strategy was developed in
ROSC 2040 conjunction with the Wagga View Community Strategic Plan 2040, Wagga Wagga Integrated
features 195 Transport Strategy and Implementation Plan and shows a blueprint for the future development of
Wagga Wagga’s community spaces.
funded and
unfunded ROSC 2040 features 195 funded and unfunded projects worth almost $98M. It considers
playgrounds, parks, sports facilities, pathways, community and cultural infrastructure, club
projects worth facilities, amenities and more. The strategy reflects the needs and expectations of the community,
almost $98M. while setting the framework for the creation of an active, safe, healthy and vibrant city that
enhances Wagga Wagga’s position as a leading regional city and lays out a plan for the city until
2040.
ROSC 2040 has been a significant undertaking for the community and Council as a whole. There
has been a substantial amount of community engagement throughout the process, which has
been invaluable in developing the final document.
Acknowledging the different needs within our community, a detailed analysis was undertaken to
develop separate plans within the strategy for the nine urban precincts and nine rural villages in
the Wagga Wagga local government area. The analysis focused on a range of factors, including
current and projected population, socio-economic indicators, car accessibility, internet access,
open space ratios, and presence of schools, childcare and medical centre facilities.
ROSC 2040 identified 51 major projects, across short, medium and long term timeframes. The
total value of these major projects is over $53M and ranges from the implementation of the Harris
Park Master Plan, to the expansion of multicultural services at Wagga Wagga City Library and the
development of a master plan for the Botanic Gardens Zoo to cater for existing users and future
growth. These recommended major projects will still need detailed business cases to confirm
project feasibility, cost estimates and consideration against other Council priorities to ensure the
community is getting the best outcome.

Annual Grants Program 2017/18
A number of community projects were made possible through Council’s 2017/18 Annual Grants
Program. The grants program aligns with the Wagga View Community Strategic Plan 2040, and
is part of Council’s commitment to helping create a strong, creative community. The Annual Grants
The grants were provided across six categories; Community Health and Wellbeing, Connected Program formed part
Rural and Urban Communities, Arts and Culture, Local Heritage, Events and Natural of about $1.2M in
Environment. Some of the successful projects included building refurbishments and upgrades,
contributions and
events, workshops and community programs.
donations provided
The Annual Grants Program allows Council to support a diverse range of projects that directly
benefit our community. by Council to the
You can view the full list of recipients and projects in Appendix 2, page 98.
community in
2017/18.
Grant category No. of projects Total amount received

Sporting and Cultural Facilities 7 $24,742.00
Community Programs and Projects 10 $22,220.00
Neighbourhood and Rural Villages 7 $16,267.09
Rural Halls 3 $23,300.00
Arts and Culture 10 $25,680.00
Local Heritage 4 $8,500.00
Events 15 $20,327.28
Natural Environment 3 $5,993.00
Total $147,029.37
Table 1: Annual Grants funding allocation by category.

Community
leadership and
collaboration
Community Survey
The community’s level of satisfaction with Council services and facilities has remained steady over
the past two years.
In 2017 residents from across the Local Government Area took part in the 2017 Community
Survey. The community survey is undertaken every two years by an independent research
provider and measures Council’s performance against the priorities identified in the Community
Strategic Plan (CSP).
The survey showed that 77 per cent of residents were at least somewhat satisfied with Council’s
overall performance, on par with the 2015 survey result of 80 per cent. Overall, there was at least
a moderate level of satisfaction with most of Council’s services and facilities.
20 of the 27 services and facilities tested received a mean score of three or more out of five. The
Wagga Wagga Art Gallery, Museum of the Riverina, Civic Theatre and Wagga Wagga City Library
77 per cent of were rated highly by the community, with a 97 per cent level of satisfaction. The survey results
residents were at help us plan for the future by allowing us to understand how we can better allocate resources,
and improve both service levels and strategic planning.
least somewhat
The key areas for improvement are: maintenance of local roads, financial management, long-term
satisfied with planning for Wagga Wagga, car parking and maintenance of footpaths. Council has focused
Council’s overall on its long term planning of these with the adoption of the Wagga Wagga Integrated Transport
performance... Strategy 2040 and Recreation and Open Space and Community Strategy 2040.
Visit www.wagga.nsw.gov.au/communitysurvey to view the full survey results.

Performance
Council’s performance in
implementing the Combined Delivery 38 3 5
Program and Operational Plan. ON TRACK NEEDS ATTENTION CRITICAL
Target Performance Status
We have strong leadership

1.1 Ensure transparency and accountability
1.1.1 Report to the community
Increase the reach of the reporting to your community web page 10% -15%
Comments: There has been approximately 15% decline in the visitation of the Reporting to our community webpage. Due to resourcing
in the corporate strategy, minimal promotion of the reporting documents has been undertaken. Next financial year Council will be
reviewing the design of the annual report and how we promote it on social media.
1.1.2 Provide internal audit services
Completion of audit program 100% 90%
1.1.3 Perform records management
48 boxes 69 boxes
Number of physical record day boxes destroyed
destroyed destroyed
Completion of E-Learning Module 100% 100%
1.1.4 Process requests for information
Respond to all Government Information Public Access requests within 20 working days 100% 100%
1.1.5 Report on the City of Wagga Wagga’s financial position and performance
Process and distribute cost statements within three business days 100% 100%
Achieve an unqualified audit report 100% 100%
1.1.6 Achieve budget control
All unfunded expenses to have a budget variation approved within three months of the
100% 100%
expenditure
1.2 Plan long term for the future of the city

1.2.1 Perform ongoing promotion of the Community Strategic Plan
Increase the number of community partners who endorse the Community Strategic 4 community -
Plan partners
Comments: Council has been working on the re-branding of the online consultation platform, Your Say changing it to Wagga View, to
more effectively communicate progress against the Community Strategic Plan. A focus on communication, rather than increasing a
number of community partners, has been the focus for this year. Council has also celebrated the one year anniversary of the adopted
Community Strategic Plan with a media event promoting the progress against the plan to date.

1.2.2 Implement the Sustainable Future Framework
Complete the Strategic Planning framework and terminology 100% 80%
1.2.3 Implement the business planning process
Increase online readership of the Combined Delivery Program and Operational 10% 500%
Plan
1.2.4 Run and promote the Regional Integrated Planning and Reporting group
85% satisfaction with Regional Integrated Planning and Reporting Group events 85% -
Comments: Due to resourcing constraints over the last 12 months Council has not hosted any Regional IPR events.
1.2.5 Continuously improve the asset management suite of documents
Complete revised asset management plans 100% 50%

Comments: Due to the position being vacant, the reporting outputs of this position are currently on hold.
1.2.6 Develop and implement the Asset Management Framework
Asset Management Framework is endorsed 100% 100%
1.2.7 Coordinate the improvement of asset management data
Complete building asset category revaluation 100% 90%

Complete review and implementation of a condition assessment schedule 100% 20%
Complete annual review of current asset data 100% 100%
Comments: The asset management strategy, which will complement the asset management plans and policy is currently
being developed. Due to a restructure and development of a new section in Commercial Operations, the process of condition
assessment of civil infrastructure is to be reviewed.
We are informed and involved in decision making

1.3 Communicate with our community
1.3.1 Provide communication services and support
Maintain online page views for Council News publications 6000 page 17,481 page
views views
1.3.2 Administer and coordinate social media
Increase Facebook page likes by 500 500 page 2118 page likes
likes
Increase Twitter followers by 5% 5% 9%
Increase Instagram followers by 5% 5% 23%
1.4 Ensure our community feels heard and understood

1.4.1 Manage and facilitate community engagement activity
Number of community visits by Charlie - the community engagement truck 39 visits 73 visits
1.4.2 Collaborate with stakeholders on cultural projects and programmes
Increase the number of unique visitors online to the Public Art Plan 470 online 596 online
visitors visitors
1.4.3 Promote inclusion through graphic design
Increase diversity and inclusiveness of imagery in future plans and publications 100% 100%
1.4.4 Provide ongoing consultation and monitoring of progress in Disability Inclusion Action Planning
Annual consultation is undertaken 100% 100%

1.4.5 Develop and inform policy and planning documentation
Percentage of Social Planning Disability Inclusion Action Plan actions completed 80% 80%
Percentage of Social Planning Reconciliation Action Plan actions completed 80% 80%
Council services reflect the needs of the community

1.5 Ensure efficient and effective processes
1.5.1 Administration and management of the depot facilities and accounts
Reduce the number of outstanding work orders 556 450

outstanding outstanding
work orders work orders
1.5.2 Conduct routine maintenance and preventative modifications
Reduce the number of overdue services and maintenance 140 pieces of 130 pieces of
equipment equipment
1.5.3 Respond to breakdowns and repairs
Reduce the number of breakdown work orders 160 -

breakdown
work orders
1.5.4 Provide support for corporate systems
Maintain system uptime of 99% 99% 100%
1.5.5 Administer Geographical Information System related data
Maintain a Geographical Information System data quality level of less than 1% 1% 1%

inconsistency
1.5.6 Provide system administration and development of Geographical Information Systems
Maintain Geographical Information System uptime of 99% 99% 100%
1.5.7 Scan register and distribute incoming correspondence
All incoming correspondence distributed within 24 hours 100% 100%

85% customer satisfaction with records management 85% 96%
1.5.8 Voice of the Customer satisfaction surveys
Complete 31 Voice of the Customer surveys 31 customer -

surveys
Comments: Staff shortages and the new waste service have impacted these surveys for the past 12 months. The surveys will
recommence in October 2018.
1.5.9 Manage treasury functions
Manage portfolio to achieve a monthly rate above the Ausbond interest rate 100% 100%
1.5.10 Management of accounts payable
Payments to be made within supplier’s payment period 100% 100%
1.5.11 Management of the City of Wagga Wagga’s revenue function
Outstanding rates are less than 5% 5% 5%

Outstanding annual sewer charges are less than 7% 7% 6%
1.5.12 Manage and support staff with information technology service requests
Complete help desk requests within seven days 100% 85%

85% customer satisfaction with information technology support 85% 93%

1.5.13 Maintain and administer VM Ware platform
Maintain uptime of 99.5% 100% 97%
1.5.14 Maintain and manage business continuity with information technology
Business continuity testing success 100% 100%
1.5.15 Maintain and administer server, storage, networking and hardware infrastructure
Maintain uptime of 99.5% 100% 100%
1.5.16 Maintain and administer desktop, laptop, landline phones and mobile fleet
Patch updates are installed across the entire fleet 100% 100%
Staff accounts are created or disabled within deadlines 100% 100%
1.5.17 Provide industrial and workplace relations to staff
Zero substantiated industrial claims 0 0
1.5.18 Provide business solutions for payroll and employee services
100% of staff have access to online employee self- service system 100% 100%
1.5.19 Organisational development
65% of employees to complete the employee opinion survey 65% 59%

Framework endorsed 100% 40%
Comments: The Employee Opinion Survey was completed in March 2018, with a participation rate of 59% of Councils FTE.
Workshops have been held with staff to assist in the development of the two (2) year action plan, to be endorsed in August,
with the first reporting period in February 2019.
Innovation and continuous improvement data captured within 2018 Employee Opinion Survey (EOS).
Action items developed in EOS Directorate Workshops focused on continuous improvement.
1.5.20 Ensure compliance to procurement processes
Complete four compliance reviews 4 compliance 4 compliance

reviews reviews
1.5.21 Management of City of Wagga Wagga’s fleet
Reduce expenditure on hired equipment $2,600,000 $2,600,000

Maximise the utilisation of major plant 70% 71%
1.5.22 Implement procurement continuous improvement program
100% staff attendance procurement training 100% 76%

1.6 Be easily accessible to all members of our community

1.6.1 Develop and support online services
Increase number of online transactions 1740 Online 3885 Online

transactions transactions
1.6.2 Provide customer service, administration and support through the front counter
85% customer satisfaction with customer service 85% 95%
1.6.3 Provide customer service, administration and support through the call centre
80% first call resolution on call centre contacts 80% 76%
1.6.4 Management of online communications
Increase page views across suite of City of Wagga Wagga websites 1,100,000 2,113,069
page views page views
1.6.5 Upgrade of the City of Wagga Wagga’s website
Complete update of information architecture 80% 20%

Comments: The full upgrade of the website was put on hold at the start of the year whilst Council recruited a web developer. A
discussion paper has now been developed to provide strategic directions for our online platforms.
A new events website has been developed to automate some manual processes and to provide a better user interface.
Capital Works
Council’s progress against the capital work projects identified in the Combined Delivery Program and Operational Plan.
Project Description Approved Actual YTD Project Status

Budget Spend
10184001513 Replace plant and equipment $7,222,036 $5,090,735 Completed
16583 Corporate hardware purchases $505,000 $223,406 Deferred
18123 Disability Inclusion Action Plan implementation - $37,800 $37,800 Completed
Art Gallery and Museum access upgrades
17991 Accessible Adult Changeroom Stage 1 $171,993 $156,443 Completed

Safe and
healthy
community
In the Combined Delivery Program and Operational Plan, the Safe and Healthy
strategic direction focuses on the services and actions Council takes to ensure the
community’s safety, from managing the physical environment to ensuring the health
standards of the community. It also includes the activities related to providing
recreational spaces and programs for a healthy community.

• We are safe
• We promote a healthy lifestyle
• We have access to health and support services
that cater for all our needs
10,446 274,996
Delivery Program Items bookings at visitors at the Oasis
2.1 Create safe spaces and places sporting facilities Regioinal Aquatic Centre
2.2 Promote safety and safe behaviours

2.3 Be responsive to emergencies
2.4 Monitor and enforce public safety
2.5 Provide services and facilities that make
recreation a part of everyday life
2.6 Promote participation across a variety of sports
and recreation
1413
animals passed throughthe
2.7 Promote services that support the community shelter with 86% rehomed/
2.8 Provide services that support our community returned to their owner

Multi-purpose stadium construction
underway
Construction started on the next premier sporting facility in Wagga Wagga, the city’s new $9M
multi-purpose stadium (MPS). Located at the Wagga Wagga Exhibition Centre, the multi-purpose
stadium will provide a high-quality sporting, community and entertainment/event space in the
heart of the city. The venue will be an excellent space for local sporting clubs and groups and will
open up opportunities for competitions and events that attract visitors from across the state and
country.
The multi-purpose stadium will feature three indoor courts, change rooms, seating for more
than 600 spectators and a function space with catering facilities. It has been a whole team
effort to bring the stadium to fruition, including funding support of $4.4M through the Federal
Government’s National Stronger Regions Fund and $250,000 from Wagga Wagga Netball
Association.
The construction of the sports complex is being completed by Albury-based company, Zauner
Constructions and is expected to be completed by December 2018.
Revised Crime Prevention Plan and

new Graffiti Management Plan
Council has taken a proactive community approach to crime and graffiti prevention in order
to improve safety in our community. The revised Crime Prevention Plan and the new Graffiti
Management Plan were adopted by Council late 2017.
The Crime Prevention Plan outlines Council’s role in addressing the issue of crime and crime
prevention in Wagga Wagga and Council will work closely with State Government and community
organisations to deliver the plans. Council’s role will be largely one of facilitation, alongside the
delivery of public programs and recreational infrastructure, such as the new pump bike track
and skate parks, which will complement the services currently being delivered in the community.
Council’s role also involves lobbying for additional State and Federal funding to assist in the
delivery of State Government, nongovernment and other community service programs.
The plans
Closely linked to the Crime Prevention Plan is the new Graffiti Management Plan. This plan
outlines preventative measures residents and businesses can take to reduce the amount of graffiti demonstrate a
in their area. Graffiti is time consuming and difficult to remove. Simple measures can be taken to united approach to
prevent graffiti such as introducing textured surfaces and installing appropriate lighting.
tackling crime and
Both plans were developed in close consultation with key stakeholders including the Wagga graffiti and highlight
Wagga Local Area Command (LAC), NSW Department of Education and Communities, NSW
Department of Justice, NSW Department of Family and Community Services, Wagga Wagga the importance
Family Referral Service, Anglicare and Police Citizens Youth Club (PCYC). The plans demonstrate of multi-agency
a united approach to tackling crime and graffiti and highlight the importance of multi-agency
collaboration...
collaboration, as well as presenting preventative actions that can be implemented with the
community to reduce crime across the city.

Safe and
healthy
community
Stage 1 main city levee upgrade

Construction to raise the Murrumbidgee River levee system started in October 2017, giving
residents for the first time a 1 in 100-year level of protection against flooding. Strengthening the
levee system will help safeguard the central business district, many of the city’s critical assets and
thousands of homes. The levee upgrade will help boost confidence in the local economy to drive
further investment.
The construction of Stage 1 of the Main City Levee was divided into two stages, from Flowerdale
to Wiradjuri Bridge and from Copland Street working south to the Kooringal Road Monumental
Cemetery. Both sections consist of embankment levee earthen works and the construction of two
concrete spillways, one at Flowerdale and the other upstream from Copland Street.
In February 2018 Council staff identified that the contractor’s earthworks had issues meeting the
necessary compaction standards for the levee, causing delays in construction whilst the issue was
resolved. Following a successful round of discussion between Council and the engaged contractor,
Central West Civil, a deed was signed to vary the scope of works that Central West Civil was
The levee initially contracted to complete. Under the deed, Central West Civil agreed to resolve issues with
upgrade will the existing work and complete the Flowerdale downstream spillway, at no additional cost to the
help boost community.
confidence in the Remaining works in Stage 1 include approximately 2 kilometres of levee from Gobbagombalin
to Wiradjuri and Copland Street to Kooringal Road Monumental Cemetery and construction of a
local economy second spillway on Kooringal Road. The remaining Stage 1 works to be released on a Request for
to drive further Price (RFP) basis to suitable local contractors for the separable portions of work.
investment The levee upgrade is expected to be delivered at a cost of $23.3M, which is being funded by all
levels of government with Council contributing $7.75M from the Special Rate Variation.

Revised Floodplain Risk Management
Study and Plan
In October 2017 Council placed the draft revised Wagga Wagga Floodplain Risk Management
Study and Plan on public exhibition.
The Wagga Wagga
The last Floodplain Risk Management Study and Plan for Wagga Wagga was completed in 2009.
Since this time there have been two moderate flood events in Wagga, in 2010 and 2012, and a
Revised Floodplain
minor event in 2016. As well as gaining vital information from these events, there has also been Risk Management
major advancements in flood modelling technology, allowing a much larger area to be modelled Study includes a full
to a greater degree of accuracy. A detailed flood model revision was conducted in 2014, and this
draft revised document followed on from this information. assessment of the
Recommendations in the revised study and plan were put forward by the Floodplain Risk
existing flood risk
Management Advisory Committee. The committee is made up of voting members, including in the catchment,
community members and Councillors, and non-voting members, including third-party including flood
organisations and Council staff. The recommendations were developed through advice, studies
and analysis put forward by flood and water management specialists from WMA Water. hazard across
A series of community pop-in sessions were held during the public exhibition period. These
the study area,
sessions included displays and information about the draft revised Wagga Wagga Floodplain overfloor flooding
Risk Management Study and Plan for community members to further understand the study, plan of residential,
and recommendations being put forward for inclusion. The draft revised Wagga Wagga Revised
Floodplain Risk Management Study and Plan was amended following the 439 submissions
commercial
received during the public exhibition period and presented to Council in March 2018, who and industrial
resolved to adopt the revised document. properties...
The Wagga Wagga Revised Floodplain Risk Management Study includes a full assessment of
the existing flood risk in the catchment, including flood hazard across the study area, overfloor
flooding of residential, commercial and industrial properties, identification of known flooding
issues and hotspots, and emergency response during a flood event. The study also assesses
various measures aimed at managing this flood risk against a range of criteria, and from this
assessment the Revised Floodplain Risk Management Plan recommends risk management
measures. Council will now make an application under the NSW Government’s Floodplain
Management Program to undertake a North Wagga Flood Mitigation Options Feasibility Study.
The feasibility study will investigate and compare the Voluntary House Raising and Voluntary
Purchase Scheme, with the North Wagga Levee Upgrade to a 5% AEP level of protection. It will
also assess the feasibility of a combined approach of both the levee upgrade and the voluntary
house raising and purchasing.
For more information on Flood Management in Wagga Wagga, visit
wagga.nsw.gov.au/floodplainstudy.

Safe and
healthy
community
New cycling networks

Wagga Wagga’s transport infrastructure is set to be transformed through the construction of high
quality cycling networks and bike facilities across the city. In early 2018 the NSW Government
announced Council’s $11.7M funding application for its Active Travel Plan (ATP) – Cycling
had been approved. The ATP was a key part of Council’s Wagga Wagga Integrated Transport
Strategy (WWITS 2040).
With the project now fully funded, cycling is set to become a more viable transport option through
the development of five new cycling networks that link the outer suburbs with the CBD. The
plan makes provision for arterial cycleways across the city and will connect key locations. Not
only will it make Wagga Wagga a more liveable city, a commuter cycling network has financial,
environmental and health benefits and also has the ability to reduce traffic congestion.
Council is creating a complete cycling network with more than 40km of shared paths and end-of-
Council is creating trip facilities, such as secure bike storage. The planned infrastructure will have significant benefits
for the community and aligns with the strategic direction of achieving a healthy and connected
a complete cycling
city.
network with more
The community and stakeholders were invited to provide feedback on these routes during an
than 40km of extensive round of community consultation in June 2018, with over 250 formal submissions
shared paths and received in addition to feedback noted at meetings and drop-in sessions. This feedback is
end-of-trip facilities, being used to finalise the business case required by the NSW Government as part of the project
assurance review process to unlock the full funding for the project. Once the NSW Government
such as secure bike funding documentation is finalised, the project will move ahead quickly and construction of the
storage. cycle network is expected to be complete by 2020.
For more information on the project visit wagga.nsw.gov.au/cycling.
Digital concept artwork.

Performance
We are safe
2.1 Create safe spaces and places
2.1.1 Provide inclusive evacuation plans and procedures
Review and update evacuation plans and procedures 100% 80%
2.1.2 Implement, monitor and enforce street activity
90% of Street Activity Applications processed within 10 business days 90% 93%
2.1.3 Manage impound operations
Inspect abandoned vehicles within three days 100% 100%
2.1.4 Manage Glenfield Road Animal Shelter
Number of animals released from the animal shelter 80% 86%
2.1.5 Manage technical and operational aspects of main street CCTV
Maintain a timeframe of three days for police requests to extract footage 100% 100%
2.2 Promote safety and safe behaviours

2.2.1 Implement Work Health Safety
10 internal audits completed 10 internal 80 internal

audits audits complete
complete
2.2.2 Provide education and undertake promotion of public health initiatives
Increase reach of online resources 10 reach 10 reach
2.2.3 Ensure all projects are delivered safely
Maintain zero lost time and injury frequency 0 0
2.2.4 Create community awareness on social issues
All campaigns are delivered and funded 100% 100%
2.4 Monitor and enforce public health and safety

2.4.1 Undertake policy, plan and program development and implementation of public health initiatives

Increase the number of participants of the Scores on Doors program 30% 30%
2.4.2 Perform compliance and regulatory public health inspections
Complete annual report for NSW Food Authority on inspections of local food 100% 100%
businesses
Complete annual report to NSW Department of Health on public health 100% 100%
compliance orders and notices
2.4.3 Manage companion animal compliance
Respond to regulatory requests for dog attacks within 24 hours 100% 100%
Respond to customer requests for barking within three business days 100% 93%
We promote a healthy lifestyle

2.5 Provide services and facilities that make recreation a part of everyday life
2.5.1 Develop and oversee the implementation recreational strategies
Adoption of Bolton Park Master Plan 100% 80%
2.5.2 Manage the Oasis Regional Aquatic Centre
Reduce first aid incidence reports from patrons 3% 2%

Comments: During this year Council have had a 1.5% decrease in 1st Aid incidents, which is lower than the 3% target.
However staff safety supervision of patrons has improved due to increased training and safety awareness.
2.5.3 Manage Bolton Park Stadium operations
Increase facility usage 5% 5%
2.5.4 Manage bookings for City of Wagga Wagga sports grounds and facilities
85% community satisfaction with bookings 85% 85%
2.6 Promote participation across a variety of sports and recreation

2.6.1 Develop, inspect and maintain recreational assets
Playground inspections completed 100% 100%
2.6.2 Coordinate and assist in the use of recreational assets
85 % customer satisfaction with workshops 85% 100%
2.6.3 Provide events and programs through the Oasis Regional Aquatic Centre
Maintain visitor attendance 290,000 274,996 visitors

visitors
Increase swim and survive bookings 5% -1%
Comments: -1.3% decrease in Swim and Survive program
This year we have changed to a three session system instead of four terms for our Swim and Survive program. Changing this
means our attendance numbers drop during mid-year and pick up again at the end going from 1st Session 15 weeks / 2nd
Session 10 weeks and 3rd Session 15 weeks. The change from a 4 term school program to a three session program was due
to one of the recommendations from the Oasis Aquatic Centre Service review conducted by Warren Green consulting and
endorsed by council. Due to the new change a number of our current customers withdrew from the program due to changes in
their schedule we are expecting an overall increase in the future once customers adapt to the new format.

2.7 Promote services that support the community

2.7.1 Promote opportunities for National Disability Insurance Scheme training
Number of National Disability Insurance Scheme sessions promoted 10 number 10 number
2.8 Provide services that support our community

2.8.1 Deliver ageing and disability sector support
85% customer satisfaction with access and service delivery 85% 85%
Capital Works

Budget Spend
12786 Implement Street Lighting improvement program - $61,760 $1,899 Deferred
Roads and Traffic facilities (as per schedule)
15279 Upgrade Jubilee Park Clubhouse ground level $152,731 $13,558 Not on Track
changeroom - S94 Plan - Lloyd Community Centre
C2
15094 Construction of Ashmont Neighbourhood Park OS7 - $150,000 $12,446 Not on Track
(Kokoda Park + Graham Park)
15271 Renew recreational assets $21,632 $23,330 Completed
16089 Renew parks facilities $116,055 $103,680 Completed
12231 Renew playground equipment $140,000 $140,077 Completed
16090 Renew recreational facilities $135,947 $143,822 Completed
17750 Riverside - continuation of shared path network $78,381 $51,231 Completed
16394 Oasis pool joint replacement $111,100 $117,285 Completed
28124 Oasis - 25m pool dive starting blocks $17,853 $12,149 Completed

Growing
economy
In the Combined Delivery Program and Operational Plan, the Growing Economy
strategic direction focuses on providing assets and services to help develop our
transport networks and encourage economic growth. It also includes services,
projects and events that make our city a great place to live and visit.

• We are a regional capital
• We are a tourist destination
• We are a centre for education and training
• We have employment opportunities
• We are a hub for activity
225,071 118
passengers over tourism partners
Delivery Program Items 6160 regular flights
3.1 Ensure complete and accessible transport
networks
3.2 Encourage business investment to ensure the city
is a leading centre for freight and logistics
3.3 Attract and support local businesses and industry
3.4 Promote our City and villages
3.5 Accommodate and provide support to visitors 650+ $427M
events facilitated approx. worth of livestock
3.6 Provide a variety of events, festivals and activities sold through the Livestock
3.7 Provide education and learning opportunities Marketing Centre
3.8 Provide career opportunities

Bomen Enabling Roads project
The Bomen Enabling Roads project, which has been taking shape since November 2016 was
completed and opened to the community in November 2017. This major project saw 365 staff
dedicate a total of 110,000 staff hours to the project, more than half-a-million tonnes of dirt The new
moved and 65,000 tonnes of gravel laid for the road surfaces. The project has included the infrastructure
construction of 7.1km of new roadways, including the Byrnes Road deviation road, Merino Road, supports existing
Dorset Drive, a new intersection on the Olympic Highway, two concrete roundabouts, a purpose-
built entry to the Livestock Marketing Centre and rail underpass, which closed the Dampier Street Bomen-based
level crossing. industries, while
The Bomen Enabling Roads project had a number of significant advantages, including improved paving the way
safety for all motorists and better access for Higher Mass Limit (HML) vehicles, both into the for new industry
Bomen Business Park and connections to the Olympic and Sturt Highways.
investment in the
Completion of the Bomen Enabling Roads Project also supports the potential development of the
Riverina Intermodal Freight and Logistics (RIFL) Hub. The RIFL Hub, combined with the Bomen
city, helping to
Enabling Roads project, will help facilitate effective and efficient movement of freight to and further strengthen
from Sydney, Melbourne and other major destinations. The new infrastructure supports existing the local economy.
Bomen-based industries, while paving the way for new industry investment in the city, helping to
further strengthen the local economy.
Through significant investment in enabling roads and rail infrastructure via the proposed RIFL
Hub, Council will unlock new industrial land for development, making Bomen and Wagga Wagga
the ideal location for a range of industries to invest in, in particular, large scale industries.
The Bomen Enabling Roads project was worth over $35 Million and was made possible through
funding contributions from all three levels of government with $14.5 million from the Federal
Government and $8.3 million from the State Government and the remaining $12.2 million funded
by Council.
Officially opening the Bomen Enabling Roads project are (from left) Member for Wagga Wagga Daryl Maguire, Wagga Wagga City Council
General Manager James Bolton, Council’s Project Manager Silas Darby, Mayor Greg Conkey OAM and Member for Riverina Michael
McCormack.

Growing
economy
Fitz Live
Local music streamed down Fitzmaurice Street in March and May 2018 as part of a pilot micro
festival called Fitz Live.
Fitz Live showcased the diversity of the city’s incredible local acts across the music scene, from
jazz to rap, blues to pop and even a splash of indie rock, at various venues along Fitzmaurice
Street.
As part of the two music events, local musicians popped up in various venues across the
afternoon and early evening to showcase their original music and the diversity of the music scene
in Wagga Wagga. The acts were staged to occur throughout the afternoon, so there was plenty
of opportunities for people to wander down Fitzmaurice Street and follow the trail of great music.
All business venues for Fitz Live were members of the Wagga Tourism Partner Program, an
initiative coordinated by Council’s Visitor Economy and Events team to build tourism and boost
visitation to the city. The events provided a fantastic opportunity for the tourism partners to work
with local musicians and explore options to include live music in their business models to attract
locals and visitors to the precinct.
Council received a $20,000 grant from the Live Music Office to deliver the pilot project of two Fitz
Live events and is one of only eight NSW regional councils to pilot the Live and Local program.

Tourism Partner Program
The second year of the Wagga Tourism Partner Program has been a huge success, with partner
numbers growing from 70 to 118 and this number is set to increase in the coming year as more
businesses see the benefits of the partnership program. “Becoming a Wagga
Annually, 1.3 million visitors choose Wagga as a destination for short or long stays for work or
Tourism Partner
leisure and spend about $350M at local businesses. The innovative program is an opportunity has opened up a
for local tourism-related businesses to partner with Visit Wagga marketing campaigns, visitor whole new range
publications, event collaborations and tap into industry development and support.
of opportunities to
In 2017/18 Council and the partners held seven industry member workshops and produced three
new publications: Conference and Function Guide, Wagga Wagga and Surrounds Visitor Guide,
not only grow and
Wagga Wagga and Surrounds Discovery Map. A selection of partners also collaborated on new develop what we
micro festivals like Fitz Live. offer to visitors,
Applications for the 2018/19 Partner Program opened in May this year, with local businesses but to interact and
encouraged to participate in this rewarding Council initiative. The program for 2018/19 has
network..”
been adjusted in response to feedback from partners. Changes include tiered membership
options, which will be open to all businesses within the Wagga Wagga local government area
and businesses within 120km of Wagga. There will be additional print publications introduced, in
response to the popularity of the current collateral and Council will offer more industry networking
and workshop opportunities.
Owner of Cave BBQ, Jason Crowley, is a current tourism partner. “Becoming a Wagga Tourism
Partner has opened up a whole new range of opportunities to not only grow and develop what
we offer to visitors, but to interact and network with other partners to collaborate and drive
increased visitation to our region,” he said.
Launching the new visitor guide and October tourism campaign Devour are (front) Team Leader Visitor Economy Fiona Hamilton, Director
Community Janice Summerhayes and Councillor Tim Koschel along with members of the Wagga Tourism Partner Program.

Growing
economy
Northern Precinct school announcement

The thriving northern growth area is set to be home to a new primary school in 2021.
Negotiations have taken place to locate the new school so it is integrated with the Charles Sturt
University campus in Estella and Council’s planned northern sporting and recreation precinct.
Planning for the new school is underway, with construction to start in 2019 and scheduled to
finish in time for Term 1, 2021.
The new school will incorporate state of-the-art flexible teaching and learning spaces and other
core facilities, which will cater for the anticipated growth of increased residential development in
the area in the next two decades.
A new primary school will cater for many families who are calling these neighbourhoods home.
The school’s location also builds on Council’s strategic planning to develop the north and work
with CSU to create a northern sporting and recreation precinct adjacent to the university’s Peter
Hastie Oval.
While the proposal is in the early stages of planning, the design strategy for the new school will
aim to think creatively and deliver multipurpose buildings that will be suitable for events, sports
and joint use by the community after hours. It provides a unique opportunity for students, parents
and the community to integrate the broader open space and recreation areas and supports the
goal of ‘lifelong learning’.
Easy to do Business initiative

The free program
Council is taking part in Service NSW’s Easy to do Business initiative to help grow small business
assists both in the region. In NSW, someone wanting to establish a cafe, small bar and/or restaurant may
local business have to deal with up to 13 agencies, 75 regulations, up to 30 phone numbers and complete 48
and Council by forms - taking as long as 18 months to navigate. The Easy to do Business initiative reduces this
to one digital application and one phone number, meaning a new business could be opened in as
streamlining the little as 90 days.
application process The initiative provides business owners with a single point of contact within Service NSW who will
for both parties and help them navigate all the required approvals to operate the business, for example registering the
by helping boost business, obtaining an ABN, and required Council approvals. The free program assists both local
business and Council by streamlining the application process for both parties and by helping
the economy. boost the economy.

Performance
We are a regional capital

3.1 Ensure complete and accessible transport networks
3.1.1 Advocate for and promote accessible transport options
Distribute schemes and transport options though databases 4 number 4 number
3.1.2 Ensure the aerodrome safety meets all operational compliance standards and regulations
Maintain a zero non-compliance notice rate 0 0
3.1.3 Develop implement and maintain airport security to meet Office of Transport security regulations
Maintain an avoidable breach of security incidence rate of zero 0 0
3.1.4 Provide passenger and baggage screening services
Less than three systems errors identified during monthly performance audits 3 system 1 system errors
errors
3.1.5 Maintain air and land side infrastructure
85% customer satisfaction with the airport 85% 85%
3.1.6 Develop business plans to support the execution of the Airport Master Plan
Endorsement of the development plan 100% 55%

Comments: The change in primary factors driving a review of the Master Plan includes the strategic relocation of Defence
presence airside, and the automation and changing footprint of the Bureau of Meteorology. The formalising of those project
scopes and timelines will dictate the progress of the review. It is anticipated that Defence and BoM will be able to provide a
firm scope and timeline for their respective projects by September 2018. Other parties have expressed interest in establishing
significant aviation operation at this airport, and it is further anticipated formal proposals will have been received at that time.
This will form the basis of the Master Plan review.
3.1.7 Marketing the airport as a centre of aviation and business opportunities
Increase air side tenants 5% 5%
3.1.8 Create a safe, efficient traffic and transport network
Acknowledge correspondence or provide an interim reply to customer requests 100% 83%

within five days

3.2 Encourage business investment to ensure the city is a leading centre for freight
and logistics
3.2.1 Undertake an economic benefits analysis for the establishment of a freight and logistics terminal at Bomen
Complete Analysis 100% 100%
3.3 Attract and support local businesses and industry

3.3.1 Manage on and off street parking and enforcement
Respond to regulatory requests for parking enforcement within three days 100% 100%
3.3.2 Manage the Livestock Marketing Centre
Maintain zero non-compliance 0 0
3.3.3 Provide weekly cattle and sheep sales
Maintain market share in line with similar major centres within eastern Australia 100% 100%
3.3.4 Provide support for local tourism businesses and industry operators
Increase number of Tourism Partners 63 partners 118 partners
3.3.5 Provide ticketing services
Increase provision of ticketing services 4000 tickets 7013 tickets

sold sold
We are a tourist destination

3.4 Promote our city and villages
3.4.1 Attract Visitors
Maintain website visits 100,000 304,983

website visits website visits
Maintain engagements on social media 60,000 78,251
engagements engagements
3.5 Accommodate and provide support to visitors

3.5.1 Provide information and support for visitors
Maintain a bounce rate of less than 50% 50% 63%

Increase average spend at the Visitors Information Centre 5% 15%
3.6 Provide a variety of events, festivals and activities

3.6.1 Manage the hiring of Museum facilities
Increase bookings 5% 10%
3.6.2 Manage the Botanic Gardens Zoo
Maintain zero non-compliance 0 0
3.6.3 Attract and support events to increase visitation and benefit the community
Attract new events 4 events 7 events
3.6.4 Review and update the Events and Visitor Economy Strategy
Strategy review complete 100% 100%

We are a centre for education and training

3.7 Provide education and learning opportunities
3.7.1 Provide learning opportunities that promote an inclusive, accessible and supportive workplace
Complete induction program review and amendment 100% 100%

Training packages are provided 100% 100%
3.7.2 Provide an information service and facilitate lifelong-learning opportunities through the Wagga Wagga City
Library
Number of learning opportunities provided 1000 learning 900 learning
opportunities opportunities
Number of bulk deliveries to hostels, aged care facilities and individual access to 80 deliveries 58 deliveries
specialist collections and services
Number of home library deliveries 120 home 110 home
deliveries deliveries
3.7.3 Provide learning and development to all staff
Complete skills and capabilities audit 100% 100%
We have employment opportunities

3.8 Provide career opportunities
3.8.1 Provide recruitment services
Complete update of induction program 100% 100%
3.8.2 Provide inclusive and accessible recruitment support services
Primary agency contact established 100% 100%

Complete employee opinion survey 100% 100%
Ongoing promotion of available employee support services is completed 100% 100%
Capital Works

Budget Spend
17053 Eunony Bridge replacement $714,572 $698,065 On Track
47192 Airport - Redevelop terminal - internal baggage claim $2,980,358 $35,090 Deferred
and retail section
47286 Airport - Reseal roads/line marking $100,000 $97,145 Completed
47287 Airport - Taxiway C shoulders $19,000 $18,780 Completed
12498 Upgrade existing bus shelters $27,142 $23,756 On Track
45107 Livestock Marketing Centre - Layback kerb to cattle $958,079 $929,824 Not on Track
load in
45106 Livestock Marketing Centre - Landscaping $70,000 $700 Not on Track
45088 Livestock Marketing Centre install new fan draft for $45,320 $0 Not on Track
receivals
45089 Livestock Marketing Centre CCTV and security $33,990 $0 Deferred
(partial)
16574 Riverina Intermodal Freight and Logistics Hub $8,231,705 $8,041,729 On Track

Community
place and
identity
In the Combined Delivery Program and Operational Plan, the Community Place and
Identity strategic direction includes all the programs and activities Council delivers
that bring people together. It also includes projects and programs that will help our
spaces reflect our community.

• We are proud of where we live and our identity
• We have opportunities to connect with others
Delivery Program Items

4.1 Promote a strong sense of place
12,000 22,626
people at Fusion17, with visitors at the
4.2 Value our heritage 29 food vendors from 25 Museum of the Riverina
4.3 Provide services that contribute to a family nations and 64 entertainers
friendly city
4.4 Provide services and facilities that make us a
centre for arts and culture
4.5 Activate community spaces to promote
connectedness
4.6 Provide programs and activities to bring us
together 180,768 16,926
people visited Wagga people participating in 900
Wagga City Library learning opportunities and
programs at the library

Women’s Big Bash League
Despite the hot weather, close to a thousand cricket fans attended each day of the Women’s Big
Bash at Robertson Oval in January 2018.
... close to a
While the Sydney Thunder took home a convincing win on Saturday, winning by 37 runs, the
Sunday match was much closer with the Adelaide Strikers outplaying the Sydney Thunder in a thousand cricket
super over to win by one run. fans attended
These were family-friendly events and admission to both games was free. Each match involved each day of the
player signings, the Thunder’s mascot Storm, music, giveaways and the Mazda Thunder Bus Women’s Big Bash
where you could test your skills. Food vendors, as well as a licenced bar, were available at both
games.
at Robertson Oval
in January 2018.
In the lead up to the Big Bash matches, the Office of Sport, in collaboration with Sydney Thunder
and Council, hosted a free evening to explore strategies and ideas to help unleash the value of
women’s sport in the community.
The Women’s Big Bash League games were the latest in a string of high level matches played
in the City of Good Sports. In recent years, Wagga Wagga has hosted a Sheffield Shield game,
Super Rugby and AFL preseason matches and City-Country Origin, along with a Rugby League
World Cup trial game.

Community
place and
identity
Fusion17
More than 12,000 people from near and far celebrated the many cultures that combine to make
up our vibrant Wagga Wagga community.
The 2017 Fusion Multicultural Street Festival (Fusion17) proved to be one of the biggest and
best yet, with stellar entertainment and food from 25 different countries. Headline musical acts
included Ngaiire, Holly Throsby, Elki and Thelma Plum. The Bearded Bakers attracted huge
crowds to their container-turned-kitchen where they whipped up traditional Middle Eastern
dessert knafeh while busting a move.
Along with thousands of community members from all backgrounds, a lot of the festivalgoers
were from out of town or interstate. The atmosphere was positive and summed up how inclusive
and welcoming Wagga Wagga is. Along with the food and headline musical performers, Fusion17
also proved the perfect event to showcase Wagga Wagga to its visiting Sister Cities from
Nordlingen (Germany) and Leavenworth (USA). The Sister Cities’ delegations toured various
parts of Wagga Wagga before experiencing the multicultural festival, which kicked off with a
performance by the Tintenfisch all-abilities band from Nördlingen.
The festival is held as part of the Global Angel Wings Project. Each year Fusion celebrates the
112 countries of origin, 107 language groups and 62 faiths that make up our community, making
it a perfect fit with the interactive street art concept that can be found in cities around the world.
The Global Angel Wings Project serves as a reminder of mankind’s ‘humanity’ and ‘equality’ –
which in essence is what Fusion is all about – a celebration of culture, traditions and unity. The
Global Angel Wings Project was created by artist Colette Miller in 2012 on the streets of Los
Angeles and connects people of all backgrounds with wings found in Taiwan, France, Cuba and
more.
Fusion17 was proudly funded and presented by Council in partnership with the Multicultural
Council of Wagga Wagga, Riverina Community College and media sponsor The Daily Advertiser.

Museum funding announcement
In early 2018, the Museum of the Riverina welcomed the announcement of $3.18M in grant
funding as part of the NSW Government’s Regional Cultural Fund. The funding will be used to
re-develop and expand the exhibition and collection storage spaces, and upgrade and landscape Museum of the
the outdoor exhibition spaces at the Museum’s Botanic Gardens site. Riverina welcomed
The Museum of the Riverina’s Botanic Gardens site is a regional facility with an important role to the announcement
play in the support of community museums in the region and visitor numbers are expected to of $3.18M in
grow with the redevelopment and improvement in facilities.
grant funding as
The visitor experience will be greatly improved through larger and more innovative exhibition
spaces along with an increase to the collection storage spaces and improvements to staff and
part of the NSW
volunteer workspaces. This will allow the museum to host large school groups and provide Government’s
training and community space for meetings and events. The outdoor area will transform the rocky Regional Cultural
hillside into a landscaped gallery of exhibits with interpretive panels and accessible pathways.
Fund
A museum redevelopment plan was completed in 2017 outlining a long-term strategy for the
museum’s Botanic Gardens site. Recommendations from the plan were incorporated into this
successful grant application. Detailed design and project planning will start in coming months,
with construction works scheduled to begin in mid-2019.
The Riverina Science Festival

The Riverina Science Festival looked to the heavens for inspiration in 2017 celebrating everything
astronomical.
A pop-up Planetarium was a favourite with audiences as they traversed the solar system.
Participant Sarah Adcock commented, “I think that this is incredibly important because it makes
science exciting and accessible, we just flew to Saturn, how cool is that. We’re part of a galaxy
it’s amazing”.
Indigenous Astronomy was also a highlight with traditional Sky Stories, as shared by Wiradjuri
Elders, were transformed into a digital animation projection that was displayed on the side of the
Civic Centre each night during National Science Week.
In a regional first, the Riverina Science Festival also introduced a National Indigenous Science
Education Program Community Day. Coordinated by the Wagga Wagga City Library in
partnership with Charles Sturt University, Wagga Art Gallery and Kooringal and Mount Austin
High Schools, the day was an opportunity to celebrate both western and traditional science and
technologies.
The festival attracted close to 1800 participants and was made possible through the collaboration
of the various organisations that comprise the Riverina Science Hub, including Wagga Wagga
City Library, and was funded by the Federal Government’s Inspiring Australia grant.

Community
place and
identity
Wagga Comedy Fest

Over 2440 people laughed their way through Wagga’s Comedy Fest held in June 2018, with 9
out of the 11 shows selling out. This year’s Comedy Fest, headlined by Judith Lucy, Denise Scott,
Nazeem Hussian, Dave Hughes, Matt Okine and the Melbourne Comedy Festival Road Show
attracted the biggest audience yet. Comedy Fest is in its fourth year and the growth this year
proves it has cemented itself as a landmark event on Wagga’s calendar.
A temporary outdoor venue, La Petite Grande, was a new initiative this year and proved to be
a unique experience for audiences who commented how cosy it was, even when it was raining
outside.
Despite the cool temperatures, the Winter Market was enthusiastically embraced and the
marquee, erected because of the weather, was one of the most popular aspects of the event.
The Wagga Comedy Festival 2018 along with FitzLive in May and Lost Lanes in June were all part
of a suite of winter experiences on offer to the community this year.
Civic Theatre upgrade

The curtain was raised on the new-look Civic Theatre, with the community facility’s $700,000
refurbishment complete. In early 2018, the theatre was transformed with new auditorium
seating and carpet; new paint, carpet and furniture for the foyers; a permanent wheelchair lift so
performers of all abilities can more easily take to the stage; an accessible backstage toilet; new
balcony furniture and the installation of a new retractable roof on the balcony.
The Civic Theatre is one of our city’s most significant cultural facilities, whether it’s the diverse
range of shows and performances offered each year or its fostering of local talent. The last
major works at the theatre were done in 2000 and since then, the theatre has hosted more than
500,000 patrons across 1,700-plus shows.
A lot of planning went into this project and the end result is a new look, new seating with a better
alignment and accessibility improvements that make the theatre one of the most inclusive in
regional NSW.
The Civic Theatre’s $700,000 upgrade was funded through a Create NSW capital infrastructure
grant of $60,000 and the remainder coming from Council’s Section 94 Developer Contributions
Fund.

Wicked: The Untold Story of the
Witches of Oz
Wicked: The Untold Story of the Witches of Oz left audiences entranced after a run of ten sold
out shows featuring a glorious mixture of green, magical talent.
Many months of rehearsals and work behind the scenes paid off with nearly 5000 people seeing
the spectacle of Wicked across the ten shows.
The Civic Theatre’s first community production was in 2004, at a time when no other local groups
were producing musicals. Thirteen years later, many groups are regularly producing high quality
shows and providing opportunities in music theatre, such as Bidgee Theatre Productions, Affinity
Entertainment and Specialist Medical Resources Foundation (SMRF).
With Wagga Wagga’s performing arts scene thriving, the Civic Theatre can now change its focus
on creating different opportunities for local performers, writers and artists. The focus in the past
has been to provide opportunities for people to perform in musical theatre and with so many
quality productions across the city, Council is now able to pass the baton to those local groups
and watch them continue to flourish.
Riverside Project Stage 2 Funding

Announcement
The transformation of the Murrumbidgee River waterfront at Wagga Beach is set to get underway
in the later part of 2018, following a $5M funding announcement by the NSW Government in April
2018.
The funding will be used for Stage 2 of the Riverside project, which will see the entire precinct
from the beach carpark through to St Michael’s Oval rejuvenated, building on the success of the
Stage 1 works completed in 2014-15. The new works will include large spaces that can cater for
festivals, markets and other events, infrastructure for pop-up shops, a refurbished parking area, a
playground with some water play components and additional amenities. Along with the $5M from
the State’s Regional Growth Environmental and Tourism Fund, Wagga Wagga City Council will
contribute $1.7M towards this project.
The aim of the Riverside project is to reactivate the Wagga Beach precinct and develop the area
as a focal point and destination for residents and visitors, as well as create linkages to the city’s
CBD and existing civic precinct. The project is also estimated to boost yearly visitor numbers to
Wagga Wagga by 10 per cent to 1.42M and increase the time they spend in the region, which will
inject an additional $79M into the local economy each year.
The project forms part of the Riverside Strategic Master plan, which was developed in 2009 after
extensive consultation with the community. Stage 2 is due to be completed by mid-2020, with
the project design starting towards the end of 2018.

Performance
We are proud of where we live and our identity

4.1 Promote a strong sense of place
4.1.1 Provide and support funding opportunities’ for community groups and services to improve accessibility
Grants category requirements amended 100% 100%
4.1.2 Develop, administer and implement the Public Art Plan
Increase the average number of applications for expressions of interests 7 EOIs -

Number of artists and organisation partners 20 partners 17 partners
Comments: The cultural officer resigned in mid-2018 which has impacted on delivery of this project in 17/18. Recruitment is
currently underway to fill this vacancy
4.2 Value our heritage

4.2.1 Present exhibitions on local and regional history through museum services
Increase visitation levels 25,000 visits 22,626 visits

85% visitor satisfaction with annual exhibition schedule 85% 95%
4.3 Provide services that contribute to a family friendly city

4.3.1 Register and support quality Wagga Wagga Regional Family Day Care educators
85% customer satisfaction with Wagga Wagga Regional Family Day Care 85% 85%
(Educators)
4.3.2 Register and support families through the Wagga Wagga Regional Family Day Care service
85% customer satisfaction with Wagga Wagga Regional Family Day Care 85% 90%
(Service)
4.3.3 Ensure delivery of quality Wagga Wagga Regional Family Day Care childcare services
Maintain utilisation rate 85% 89%
4.4 Provide services and facilities that make us a centre for arts and culture
4.4.1 Provide and promote inclusive programs
Number of inclusive programs available 10 number 10 number

Programs advertised through database 10 number 10 number
4.4.2 Maintain Wagga Wagga Art Gallery and National Art Glass Gallery operations
Maintain utilisation rate 1,768 hours 1,874 hours

4.4.3 Plan and deliver Wagga Wagga Art Gallery public engagement activities
Number of public engagement activities 38 51

85% customer satisfaction with engagement activities 85% 95%
4.4.4 Plan and deliver Wagga Wagga Art Gallery educational engagement activities
Number of public engagement activities 16 15

85% customer satisfaction with Wagga Wagga Art Gallery educational 85% 95%
engagement activities
4.4.5 Present art exhibitions and displays
Number of exhibitions and displays 36 exhibitions 37 exhibitions

or displays or displays
85% community satisfaction with exhibitions and displays 85% 95%
4.4.6 Manage Wagga Wagga Art Gallery collections
Complete annual collection and audit report 100% 100%
4.4.7 Manage Wagga Wagga City Library operations
Maintain visitation rate 180,000 180,768 visitors

visitors
Number of new members 3,200 new 3,230 new
members members
4.4.8 Provide Wagga Wagga City Library collection management services
Number of library collection item loans including hardcopy and electronic 256,000 loans 262,697 loans
Number of multicultural community languages provided to reflect the city’s 5 number 27 number
demographic profile
Percentage of customer purchase requests approved 90% 91%
4.4.9 Develop and deliver annual touring museum exhibition schedule at the Museum of the Riverina
85% visitor satisfaction 85% 94%
4.4.10 Store, catalogue and care for the Museum of the Riverina collection
Objects from collection uploaded to the museum website 10 objects 110 objects
uploaded uploaded
Documents and images from collection scanned to backup database 100 backed 300 backed up
up
Conduct inspections on museum collection objects 50 151 inspections
inspections
4.4.11 Provide regional outreach services and partnerships
Provide outreach services to 10 volunteer Museums of the Riverina 100 volunteer 100 volunteer
museums museums
4.4.12 Provide retail services at the Museum of the Riverina
Achieve sales revenue target $2,000 $2,796
4.4.13 Provide and facilitate the hire of the Civic Theatre and Amphitheatre
Maintain 25 hires per year 25 hires 55 hires
4.4.14 Provide educational and skill building workshops
85% customer satisfaction with workshops 85% 95%
4.4.15 Provide additional targeted programing through the Civic Theatre
85% customer satisfaction with Hall-a-Day- Adventures programming 85% 100%

Maintain 50% participation at Music at Midday programming 50% 89%

4.4.16 Deliver annual subscription season, children season and senior season through the Civic Theatre
Maintain 50% capacity across season productions 50% 77%
4.4.17 Produce and deliver a community production
85% internal satisfaction with the community production 85% 100%
We have opportunities to connect with others

4.5 Activate community spaces to promote connectedness
4.5.1 Manage community hub facilities
Develop maximisation and efficiency strategy 100% 100%
4.5.2 Perform accessibility audit and consultation
Complete audit 100% 100%

Complete report and present to Council 100% 100%
4.5.3 Review accessible parking places to increase accessibility for permit holders
Complete audit 100% 100%

Submit report to Council for approval 100% 100%
Complete installation of spaces 100% 100%
4.6 Provide programs and activities to bring us together

4.6.1 Promote inclusion through ongoing promotional activities
Publicise inclusive events through social media databases 5 events 8 events

Number of service providers receiving information 100% 100%
4.6.2 Provide community engagement and public programs through the Wagga Wagga City Library
Number of diverse children, youth and adults programs delivered in-house and 40 programs 49 programs
through outreach
Number of participants attending public programs 14,000 16,926
participants participants
Number of partnership activities delivered 20 activities 20 activities
85% customer satisfaction with library programs and services 85% 85%
Number of displays and exhibitions 6 displays and 6 displays and
exhibitions exhibitions
4.6.3 Plan and present annual Museum of the Riverina education and public programs schedule
85% customer satisfaction with public programs 85% 88%
4.6.4 Support and implement cultural programming and events
Maintain the amount of workshop programs 8 programs -

Comments: The cultural officer resigned in mid-2018 which has impacted on the delivery of this item in 17/18.
Recruitment is currently underway to fill this vacancy.
4.6.5 Deliver community capacity building programs and projects
85% satisfaction with Seniors Festival 85% 85%

85% satisfaction with Youth Week 85% 85%
85% satisfaction with Fusion Multicultural Festival 85% 85%

Capital Works

Budget Spend
17729 Civic Theatre auditorium and foyer refurbishment $701,035 $701,547 Completed
19503 Upgrade of backstage equipment - Civic Theatre $10,816 $13,528 Completed
19504 Acquire pieces for the Australian Print Collection $7,571 $7,183 Completed
19505 Acquire pieces for the National Art Glass $1,428 $1,414 Completed
Collection
17996 Lake Albert Hall access ramp $27,220 $25,205 Completed

The
environment
In the Combined Delivery Program and Operational Plan, the Environment

strategic direction contains programs, projects and services that contribute to the
sustainability of our community. This includes managing our growth and impact
on the environment, as well as protecting and maintaining our assets, both
natural and built.

• Plan for the growth of the city
• We protect and enhance our natural areas
• Create and maintain a functional and attractive
built environment
3700 75,000
Delivery Program Items new trees planted new kerbside bins
5.1 Ensure sustainable urban development delivered (including FOGO)
5.2 Provide healthy natural areas

5.3 Look after and maintain community assets
5.4 Create an attractive city
5.5 Improve the facilities of our spaces and places
5.6 Educate the community in sustainability
5.7 Be proactive with waste management 2017 tonnes 11,000
of organic waste and single-use plastic
5.8 Minimise our impact on the environment
1219 tonnes of recycled bottlessaved from
waste divertedfrom landfill ‘Tap’ campaign
with new kerbside service
315,627sqm
road resealed, 76,216sqm
gravel pavement rehabilitated
and resheeted 219,027sqm of
unsealed roads

Marrambidya Wetland: new life, facilities
and experiences
From a disused sewerage facility to a thriving and award-winning habitat, the Marrambidya
Wetland has come a long way in two years. The Marrambidya Wetland project saw the disused
ponds from the Narrung Street Sewage Treatment Plant transformed through earthworks, the The Marrambidya
planting of 22,000 seedlings and the release of 20,000 fish fingerlings. Wetland project
Now more than two years since the wetland was officially opened in June 2016, there are signs has been so
of new life at the site. Juvenile fish and long neck turtles have been discovered in the ponds, successful that
which shows the Marrambidya Wetland is thriving and the fish and other species are starting to
breed. It’s also common to see water birds such as egrets, spoonbills and the occasional pelican Council is now able
at the wetland, while frogs have also been spotted making their homes in the marshy areas. to help redevelop
The Marrambidya Wetland project has been so successful that Council is now able to help other wetland
redevelop other wetland areas in the region. In November 2017, Council staff were joined by areas in the region.
Wagga Urban Landcare and Murrumbidgee Landcare to collect seeds from a variety of native
plants at the wetland. They walked the banks and waded out in the mud to gather about 2000
seeds, which have been given to the Coolamon Landcare group to help rehabilitate a degraded
wetland on a travelling stock reserve.
The wetlands have also become a thriving community space since opening. From educational
school visits and cultural activities for the local Wiradjuri community, to bird watchers and
tourists. In early 2018, Council received a grant of $102,181 from the NSW Government to build
a new welcome hub and cultural experience at the Marrambidya Wetland, which was completed
in June 2018. The funding, which was matched by Council, has allowed for the development of:
• Six storytelling and interpretive technology devices to be installed at the wetland as well as
along the Wiradjuri Walking Track. These will provide examples of Wiradjuri language through
an interpretive soundscape visitor experience, stories of Wiradjuri culture told by local Elders
and noises from local animals
• Seating and tables
• Aquafil refill station and drinking fountain
• Bicycle station
Marrambidya Wetland is already a key attraction within the city, and this funding has allowed it to
be transformed into an even greater tourism destination that is estimated to receive around 7000
visitors each year.

The
environment
New kerbside waste service

The most significant change to Wagga Wagga’s waste habits occurred in April 2018, with the delivery
of 75,000 new kerbside rubbish bins and the introduction of a new FOGO (food organics and garden
organics) service. The roll out of the new bins took place from 12 February to 23 March 2018.
Following an extensive tendering process, the new waste collection contract was awarded to JJ
Richards and Son Pty Ltd in 2017. JJ Richards and Sons Pty Ltd will empty all bins each week and
recycling will continue to be processed by Kurrajong Recyclers. A temporary contract has been
established for the processing of the FOGO material. The FOGO material will be transported by local
company Rodney’s Transport to the Carrathool-based processor Worm Tech Pty Ltd. The short-
term contract means the FOGO material from Wagga Wagga will be processed into high quality
compost from the beginning of the new collection contract, while the process for a long-term contract
continues.
The new kerbside waste contract started on 2 April 2018. Households received three new bins to align
with the Australian standard of bin lid colours:
• A 240L Green-lid for FOGO (food organics and garden organics) waste, which is collected weekly.
• A 240L Yellow-lid for recyclables, such as plastics and paper, which is collected every two weeks.
The recyclables are taken to Kurrajong Recycling, who will continue to process the materials.
• A 140L Red-lid for general waste (items that can’t be recycled), which is collected every two weeks
and taken for disposal as landfill.
The new service has increased overall bin capacity by 140L over the collection fortnight compared to
the old service. The new bins were necessary as the old bins didn’t align with the Australian standard
for colours, some of the older bins were quite heavy and the new general waste bin is a different size
to the old one. Households also received a kitchen caddy and 150 compostable liners to separate
their food waste before placing it in the green-lid FOGO bin.

The old bins were collected over a period of several weeks and taken to Kurrajong Recyclers who
have been busy shredding all the bins, before sending them off to be turned into plastic pellets
that can be moulded into new plastic products. The steel axle of the bins have also been recycled
and the wheels, which are a mixed material that can’t be recycled, have been sent to landfill.
Local school students named the new fleet of 10 garbage trucks used for collection of the new
kerbside waste service. The trucks were officially unveiled in March at Sturt Public School in
front of local school students who helped name them. The children were able to see a general
waste, recycling and FOGO truck up close before they were put in action. The trucks feature the
Your Waste educational characters ‘Munch and Crunch’ (FOGO), ‘Trixie’ (recycling) and ‘General
Waste’. The ten trucks have been named:
• Colin Composter – Ashmont Public School
• Compostasaurus – Wagga Wagga Public School
• Green Lightning – Wagga Wagga Christian College
• Lana Banana – Mount Austin Public School
• Rad Reece the Waste Warrior – Sturt Public School
• Wally the Waste Warrior – Kooringal Public School
• Dusty – South Wagga Public School
• Lord Waste – Forest Hill Public School
• Trashy – Mater Dei Primary School
• George – Lutheran Primary School
As part of the new household kerbside waste service, Council has also introduced a new hard
waste collection service to replace the Free Tip Days. The hard waste collection service helps
residents dispose of larger household items that cannot be disposed of through the regular
kerbside collection service. While Free Tip Days meant you had to have access to a vehicle or
trailer and be able to get to the tip that day, the new service means Council can come to you
on a pre-booked day and remove up to two cubic metres of hard waste. Properties that pay
the domestic waste management service charge can access one free hard waste collection per
calendar year.
Mayor Greg Conkey OAM (centre) and Council’s Waste Education and Communication Officer Alice Kent (right) with
Sturt Public School waste warriors (from left) Gemma McNaughton 9, Thane Sherwood 10 and Ella Bridle 9, in front of
the truck they named Rad Reece the Waste Warrior.

The
environment
Lake Albert foreshore improvements

The Lake Albert foreshore received a facelift this year, with shoreline works along a 200-metre
stretch on the eastern side (Apex Park side) of the lake completed. This project delivered a
number of improvements to access and safety at the lake, including stairs in the shoreline to
easily move from the sand to the higher grassed areas, a raised sandpit area slightly away from
the water for families with toddlers to safely enjoy the space and assigned boat tie up areas will
help separate the vessels from people enjoying the water. Some works were also carried out to
remediate erosion in a section of the foreshore which will help strengthen and protect the banks
of the lake into the future. All treatments along the foreshore were designed to withstand the
elements and fluctuating lake water levels.
The foreshore works were the second stage of improvement works at Lake Albert with upgrades
to the Apex Park car park and boat ramp completed in 2016.The improvement project was
funded by a $500,000 grant from Roads and Maritime Services NSW Boating Now Projects and
$230,000 contributed by Council.
‘Tap’ campaign
In October 2017, Council launched a campaign to encourage residents to switch bottled water
for tap water, the cheaper option that tastes great and reduces waste. The campaign involved
the roll out of six water refill stations across the city, three along Baylis Street and three around
Lake Albert, to encourage people to refill reusable bottles rather than buying single-use plastic
bottles. Currently only 40 per cent of single-use bottles make it to the recycling bin, which is
another reason why Council is encouraging residents to use reusable bottles.
At the launch of the campaign, reusable water bottles were handed out to the public, who were
encouraged to make a pledge to reuse and refill bottles with tap water.
So far, 7000 litres of water has been used through the new water refill stations. This means that
around 11,000 x 600mL single use water bottles have been saved.
Mayor Greg Conkey and Riverina Water Chairman Greg Verdon check out the new bottles and refill stations as part of the Tap campaign,
which is a collaboration between Wagga Wagga City Council and Riverina Water.

Botanic Gardens 50th anniversary Easter
celebration
One of the city’s iconic and much-loved landmarks has been in full bloom in 2018. The Wagga
Wagga Botanic Gardens turns 50 in 2018 and a schedule of events has been prepared to mark
the milestone anniversary.
Celebrations commenced with crowds enjoyed an eggcellent Easter at the Botanic Gardens,
with both the Easter Family Fun Day and Picnic in the Park attracting thousands of people. On
Easter Saturday, Zana Aerial Dance Academy thrilled crowds with their aerial displays and roving
entertainers. Kids, and the young at heart, enjoyed a selection of amusement rides and works of
art were created at the face painting stall. At Picnic in the Park on Easter Sunday, Allegro Ballet
School performed beautiful dances and the String Family were popular with many.
The celebrations focus on the social history and how the gardens have shaped Wagga Wagga
over the years, as well as the many people who have worked tirelessly behind the scenes to
contribute to the gardens, both past and present workers, volunteers and community groups.
Annual roads maintenance program

This year’s annual roads maintenance program saw more than 270,000sqm of sealed road
receive a new surface. The $1.5M roads reseal program focused on roads across 12 suburbs
and some rural areas, with the works being completed on behalf of Council by local contractor, The $1.5M roads
Boral. reseal program
The reseal program is rolled out each year during the warmer months and is a preventative road focused on roads
maintenance technique. Resealing involves applying a new coat of bitumen and stone aggregate across 12 suburbs
over the existing surface which helps keep moisture out of the road base and increases friction
for car tyres. Without preventative maintenance like resealing, the life of the road is greatly and some rural
reduced and it’s more likely to produce potholes and other defects. These works ensure the road areas...
is in the best condition for the new surface.
Footpath network improvements

The city’s footpath network was reinvigorated this year, with Council continuing to roll out more
than $1M worth of footpath upgrades across the city. Residents welcomed Council’s efforts to
improve accessibility and connectivity within the existing footpath network. The completed works
align with the Community Strategic Plan 2040 – Wagga View and Disability Inclusion Action Plan
2017–21. As per Council’s recently updated engineering guidelines, new footpaths are 1.5 metres
wide to allow sufficient space for pedestrians and/or permitted wheeled devices, such as mobility
scooters or prams, to pass side-by-side. Where necessary pram ramps will also be installed.

Performance
Plan for the growth of the city

5.1 Ensure sustainable urban development
5.1.1 Develop the Development Control Plan
Report to Ordinary Meeting of Council 100% 80%
5.1.2 Update and maintain the Local Environmental Plan

Proposal submitted to NSW Department of Planning 100% 100%
5.1.3 Manage development compliance
Respond to compliance requests within three business days 100% 100%
5.1.4 Process drainage diagrams applications
Process applications within three business days if all inspections completed. 100% 88%
5.1.5 Process Section 68 applications (private)
85% of ( private) Section 68 applications processed within seven days 85% 88%
5.1.6 Assess and determine residential and commercial applications
75% of Development applications determined within 40 days of receipt 75% 75%
Construction Certificates (CC) applications determined within 40 days of 100% 78%
approval of Development Application
Complying Development applications processed in 10 days 100% 36%
Comments:
145 Development Applications determined. 95 within 40 days 65%.
107 Construction Certificates determined. 78 within 40 days 72%.
27 CDC’s determined. 15 within 10 days. 55% achieved.
5.1.7 Assess and issue Subdivision Certificates

Subdivision Certificate applications are determined within 10 business days 100% 89%
5.1.8 Assess, issue and provide inspections for Subdivision Construction Certificates
Subdivision Construction Certificate applications are determined within 10 100% 25%
business days
Comments: The process for assessing Subdivision Construction Certificates cannot be completed in 10 days. It is
recommended that this be reviewed and adjusted.

5.1.9 Assess, issue and provide inspections for Section 68 applications (public)
Assess and determine Section 68 (public) Sewerage and drainage 100% 74%
applications within seven business days
Comments: Will monitor to ensure applications are dealt with within 7 days or additional information is requested within
this timeframe if needed.
5.1.10 Provide engineering advice and support for subdivisions and development
Internal Development applications referrals complete within seven days 100% 100%
We protect and enhance our natural areas

5.2 Provide healthy natural areas
5.2.1 Ensure compliance with the noxious weeds act
Maintain attendance at events and field days 4 events 4 events
Complete 2500km of road side spraying 2500Km 3000Km
200 rural property inspections 200 206
Inspections Inspections
5.2.2 Protect and enhance the natural environment
Maintain 1400 plants planted at National Tree Day 1400 trees 2800 trees
Increase amount of events that educate on enhancing the natural 3 events 3 events
environment
5.2.3 Manage and maintain the Marrambidya Wetland
Number of tours conducted 21 tours 20 tours
5.2.4 Manage environmental compliance
Respond to environmental requests within three business days 100% 100%
5.2.5 Undertake environmental monitoring
Environmental Protection Agency licenses complete within 60 days of 100% 100%
anniversary date
5.2.6 Conduct environmental management
Internal referrals completed within seven days 100% 75%
Create and maintain a functional and attractive built environment

5.3 Look after and maintain community assets
5.3.1 Manage City of Wagga Wagga asset data
Undertake 100% of programmed asset condition assessments for footpaths, 100% 100%
kerb and gutter
Undertake 100% of programmed asset condition assessments for buildings 100% 100%
5.3.2 Plan, construct, maintain and manage sealed roads
Respond to customer requests within five business days 100% 91%
5.3.3 Maintain and manage unsealed roads
Respond to customer requests within five business days 100% 91%
5.3.4 Management of City of Wagga Wagga quarries
Maintain 0 reportable incidents 0 0

5.3.5 Concrete maintenance and replacements for kerb, gutter and footpath
Inspect within three business days of lodgement of customer request 100% 91%
5.3.6 Maintain and manage sewer systems
Completion of preventative maintenance 500% 500%
85% customer satisfaction with sewer requests 85% 85%
5.3.7 Maintain and manage stormwater systems
Completion of preventative maintenance 500% 500%
85% customer satisfaction with stormwater requests 85% 85%
5.3.8 Implementation of sewer network technology for the operation and maintenance of the network
Reduce false alarms to less than 100 100 false -
alarms
Maintain standard response times 60 minutes - on duty 60 minutes 60 minutes
Maintain standard response times 120 minutes - off duty 120 minutes 120 minutes
5.4 Create an attractive city
5.4.1 Street tree establishment, removal and maintenance
550 new trees planted annually 550 trees 925 trees
5.4.2 Baylis and Fitzmaurice Street tree management and replacement
Completion of tree study and rollout schedule 100% 85%
5.4.3 City and village open space maintenance and presentation for parks, reserves, gardens and
roundabout
85% customer satisfaction with mowing 100% 85%
5.5 Improve the facilities of our spaces and places
5.5.1 Promote improvements in accessibility
Number of articles published 6 number 6 number
5.5.2 Provide online access to accessible facility locations
Online interactive maps are available on Council’s website 100% 100%
5.6 Educate the community in sustainability
5.6.1 Provide expert knowledge on biodiversity and biosecurity
Respond to 90% of customer requests identified as biosecurity or 90% 91%
biodiversity within five business days
5.6.2 Provide environmental education
Increase Bill the Sustainability Truck visits by 20% 20% 15%
85% customer satisfaction with workshops 85% 86%
5.7 Be proactive with waste management
5.7.1 Manage waste management operations
Capacity does not exceed 100,000 tonnes 100,000 90,373 tonnes
tonnes
5.7.2 Delivery of communications and education for the introduction of food organics collection
Less than 10% contamination rate in red bin 10% -
Less than 8% contamination in yellow bin 8% 18%
Less than 5% contamination in green bin 5% 8%

Comments: The information provided by the contractors carrying out waste collection, recycling and composting is
estimated only. Contamination rate for the general waste bin can only be calculated through an audit so there is no
data for this. Scheduled audits on each waste stream will provide more accurate data and allow for further targeted
education.
5.7.3 Manage Trade Waste
90% of all applications to be processed within two business days 90% 95%
Complete 100% of programmed annual liquid trade waste inspections 100% 75%
5.8 Minimise our impact on the environment
5.8.1 Provide advice and support on tree management
Assess and provide advice on Tree Preservation Order applications within 20 100% 94%
business days
Capital Works

Budget Spend
15531 Narrung Street Wetlands - Marrambidya Wetland $104,296 $150,929 Not on Track
enhancements
50199 Sewer - Pump Station - SPS22 Elizabeth Avenue, $320,074 $197,639 Not on Track
Forest Hill - New Assets
50250 Sewer - Pump Station - SPS23 Ashmont - New $67,000 $62,301 Deferred
Assets
50256 Sewer - Pump Station - SPS30 Bomen - New $219,547 $125,926 Deferred
Assets
50266 Sewer Treatment Works - Forest Hill Plant - New $25,000 $48,806 Completed
Assets
16497 Wollundry Lagoon Levee Bank and pump out from $250,000 $122,709 Not on Track
theatre
17843 + 17850 Upgrade Main City (1 in 100) + North Wagga (1 in $2,908,195 $1,682,590 Not on Track
20) Levee Systems
16529 Capital renewal - reseal program $1,167,578 $1,165,955 Completed
30044 Conduct Urban Asphalt Program $1,383,936 $1,338,857 Completed
16532 Pavement Rehabilitation Program $3,953,613 $3,251,886 Completed
39868 Replace kerb and gutter $436,705 $306,499 Completed
24218 Gravel resheets $1,305,901 $1,087,945 Completed
15230 Renew and replace culverts $527,914 $166,547 Completed
32514 New footpaths $1,000,000 $866,304 Not on Track
51390 Eliminate Sewer Joint Connections $50,000 $10,667 On Track
52055 Implement renewal program for Gravity Sewer $133,900 $0 Deferred
50018 Implement Sewer Mains Rehabilitation Program $1,827,449 $1,056,749 Not on Track
50024 Replacement and Renewal of Sewer Plant $50,750 $30,283 On Track
15226 Upgrade air-conditioning - Civic Centre $47,160 $47,160 Completed
17046 Civic Centre southern lift control upgrade $200,000 $181,208 Completed
17997 Electrical motors for the roller doors at the depot $35,000 $15,108 Completed
workshop
15197 Renew Community Amenities - Bolton Park $202,590 $31,425 Deferred
70090 GWMC - Additional Leachate Pond $6,730 $6,730 Completed

Disability Inclusion Action Plan
It has been 12 months since the Wagga Wagga City Council’s Disability Inclusion Action Plan
(DIAP) 2017/2021 was adopted and over this period Council has been working hard to deliver on
the Year One actions outlined in the plan.
The DIAP was developed following an extensive community engagement process that involved
ongoing consultation with advocacy groups, service providers and Council. The four year plan
gives Council a strong strategic direction to be able to provide facilities and services that people
living with a disability need to maintain independence and engage with everyday community life.
The plan identifies a number of actions to be implemented over the four year period to improve
attitudes and behaviours, accessibility and inclusion, meaningful employment options and access
to information about available services.
Highlights from Year One

Livvi’s Place: Inclusive Playspace at Bolton Park
A mix of accessible, imaginative and natural play elements feature in the city’s first inclusive
playspace. The inclusive playspace encourages children of all ages and abilities to play side-by-
side in a fun and safe environment. Council and national charity Touched by Olivia Foundation
entered into a Memorandum of Understanding in November 2016 to assist in the delivery of the
playground.
The Touched By Olivia Foundation creates unique, special places, known as Livvi’s Place
playgrounds, that provide social inclusion for all children and their families. Livvi’s Place
Wagga Wagga includes a variety of ground-level accessible or adjustable-height equipment,
including trampolines and carousel and wheelchair-friendly swing and see-saw. There is also
a multidirectional swing with nest seat, climbing platform structure and a range of interactive
sensory pieces and panels. A range of floor coverings including mulch, grass and rubber softfall,
plantings, rocks, logs and wooden totem poles complete the overall natural landscape. Security
and safety features and a barbecue area for get-togethers have been installed.
The design of Livvi’s Place was guided by principles of Universal Design and was developed in
consultation with local children, people with disabilities and their families and carers.
The total cost of the Livvi’s Place inclusive playspace project was $585,000 with Touched by
Olivia providing $400,000 made up of a $50,000 donation from TEYS and $350,000 in State
Government funding, $100,000 from Council, $75,000 from NSW Government’s Office of Sport
and Recreation and $10,000 from Northcott.
Inclusive Tourism
The Inclusive Tourism Networking Event, hosted by Council and Local Government NSW in
September 2017, was designed to put local operators in the same room as major players such
as Trip Advisor, Destination NSW and the NSW Business Chamber to focus on how the Riverina-
Murray can better cater for visitors that might be older or have a disability.
Whilst the increasing demand for inclusive tourism and recreational opportunities is proving to
be a significant economic driver for a wide range of communities across NSW, the forum also
focused on providing the best customer service to older people and visitors with a disability as
well as their families and carers.
Under the guidance of the Disability Inclusion Action Plan, Council is already looking at a number
of ways to improve inclusive tourism in Wagga Wagga, which includes a focus on accessible
facilities in the Visitors Guide and Events Guide and increasing the number of adult laydown
change facilities.

Accessibility of the CBD
Council staff and participants from The Leisure Company, including people who experience
accessibility issues, conducted a street audit of Baylis and Fitzmaurice streets to review barriers Council is working
that prevent access. The audit found accessibility along Baylis and Fitzmaurice streets is currently to make Baylis and
fairly good, however, a few small changes would make a big difference to where people can sit,
eat and relax. Suggested changes included raising Council tables along the streets slightly so Fitzmaurice Streets
that all community members can comfortably be seated at them, removing trip hazards such as more accessible
loose tiles, and working with local shop owners to assist them to improve shopfront accessibility.
for people with
Council will now determine the costings for these items to determine which actions can be
progressed. disabilities...
The ongoing consultations between Council and participants of The Leisure Company increases
opportunities and promotes access and inclusion for people with disabilities within our
community.
Accessible restroom opens in city

Community members living with a disability and their carers will have access to a purpose-built
adult change facility in the heart of Wagga Wagga. The Marveloo, a lay down adult change facility,
will be built and installed by Wagga Wagga City Council at the Bolton Park precinct. The inclusive
facility offers peace of mind for community members who are out and about in Wagga. It is a
safe, clean and comfortable facility that effectively removes barriers for people with disabilities
who are away from their home and have specific changing needs. The highly visible location of
the Marveloo allows easy manoeuvrability of wheelchairs and devices to and from the carpark,
and is close to nearby shops and services.
The Marveloo will also be useful to travellers driving along the Sturt Highway. Access to the facility
is through the use of a Master Locksmith Association Key, an Australia-wide key system that
allows entry 24 hours a day.
The Marveloo project was identified in Wagga Wagga City Council’s Disability Inclusion Action
Plan 2017/21 and Council worked in consultation with members of the Wagga Access Reference
Group, to ensure the facility meets the needs of the community as outlined in the plan. The
Wagga Access Reference Group is a group of motivated individuals with access issues, or from
agencies or businesses with a passion to increase accessibility, in the Wagga Wagga area.
Council staff and participants of The Leisure Company took part in a recent street audit to look at ways to increase accessibility in the CBD,
such as the new drainage at the pedestrian crossings along Baylis Street.

Disability Inclusion
Action Plan
Increasing mobility parking spaces

Increased parking options for disability permit holders have been welcomed by people from
across the region with mobility issues. Council recently completed work on an additional six
mobility car parking spaces in Baylis, Fitzmaurice, Thompson and Peter streets.
The six spaces installed during the year are the first of the 12 planned to increase mobility parking
spaces in Wagga Wagga’s CBD. The additional six will be completed in 2018/19. When all stages
are complete there will be a total of 27 disabled parking spaces in 20 locations across the CBD.
Accessible change room at the Oasis

Accessibility has been improved at the Oasis Regional Aquatic Centre thanks to a partnership
project led by the Wagga Autism Support Group. The Change with Dignity Project has seen a
major upgrade to the Oasis’ accessible change room, with the support group able to purchase a
new adult change table/gantry hoist and two water wheelchairs.
The new hoist is wide enough to include the toilet, shower and change bed, which has foldup
sides and can be raised or lowered for ease of use. The new pool wheelchairs are able to tilt,
allowing children with limited muscular capacity to feel supported throughout their swim and keep
their head from falling forward.
The toilet facilities have also been upgraded to cater for those with visual impairments with the
installation of a blue seat and button to improve access.
The project was made possible through a $19,195.50 grant through Fundability, which aims
to provide greater inclusion for young people aged nine to 15 years and is administered by
Northcott Wagga in partnership with the NSW Department of Family and Community Services.
To assist with the project, Council has allocated a multi-use change room to be used only as
an accessible change room, including fitting a new door and electrical work. The Change with
Dignity upgrade project encourages independence and dignity for all those who use the Oasis
Regional Aquatic Centre.
Creating more accessible facilities is a key part of Council’s Disability Inclusion Action Plan and
the creation of the accessible change room ensures the Oasis is a place all of the community can
enjoy.

Performance Report
Council’s progress, as of 30 June 2018, in implementing the Year One items from the Disability Inclusion Action Plan.
Attitudes and behaviour

Wagga Wagga City Council is aiming to improve community wide attitudes and behaviours towards people living with a
disability through promoting awareness of ability, understanding barriers to access and changing language to reflect the
capabilities of individuals.
1.1 Review induction program to promote inclusion Complete
1.3 Provide inclusive programming Complete
1.4 Promote inclusive programming Complete
1.5 Include images in council publications of people with disabilities Complete
1.7 Promote days and weeks that celebrate diversity Complete
1.8 Promote accessibility award Complete
1.9 Raise awareness with business and services around how to become more inclusive Complete
Liveability
Wagga Wagga City Council is aiming to improve the accessibility and inclusion of community members living with disability in
Wagga Wagga to public spaces and places through applying universal design principles and improving connectivity.
2.1 Audit of Baylis and Fitzmaurice St Complete
2.3 Access ramp built at Ngurra Hub Complete
2.5 All abilities playground built in Bolton Park In progress
2.6 Upgrades to existing parks and playgrounds increase access where possible In progress
2.7 Support funding to increase accessibility Complete
2.10 Access ramp at Lake Albert Community Hall Complete
2.13 Increase accessible parking spaces Complete
2.14 Improve footpath connectivity Complete
2.15 Path along riverside In progress
2.17 Supply and install of Marveloo In progress
2.19 Increase MLAK access In progress
2.22 Promote subsidised transport schemes Complete
2.23 Improve accessibility in bus shelters In progress
2.24 Install non slip tiles at the Oasis Delayed
2.25 Increase safety in accessible lay down change facility at the Oasis Complete
2.26 Add 50 removable seats at the theatre for access and accessible lift to stage Complete
2.27 Install automated doors at the Art Gallery and Museum Complete
2.30 Promote our achievements in Council News and online Complete
2.31 Publicise availability of accessible facilities online Complete

Meaningful employment
Wagga Wagga City Council is aiming to increase meaningful employment options for individuals living with disability, including
volunteer and work experience opportunities.
3.1 Establish primary contacts for JSA’s to support people with disabilities Complete
3.4 Undertake annual employee survey and include attitudes towards inclusion and Complete
accessibility
3.5 Maintain support to employees through Employee Support Officers Complete
3.6 Provide Equal Employment Opportunity training to all employees Complete
3.7 Review recruitment processes Complete
3.10 Provide training on bullying and harassment and mental health Complete
Improve access to services through better systems and processes

Wagga Wagga City Council is aiming to increase access to information regarding a range of Council’s services and facilities,
as well as other services in the community through improved usability and availability of information.
4.2 Promote information around NDIS Complete
4.3 Provide sector support to Riverina Murray regions Complete
4.6 Conduct annual consultation to monitor progress Complete
4.10 Distribute “What’s on Wagga” to services that support people with disabilities Complete
4.14 Ensure emergency evacuation plans are inclusive Complete

Financial Summary 2017/18
Income
Total income  4.70% to $146.823M
Overall income for 2017/18 decreased by $7.236M, which is mainly attributed to:
• $2.65M increase in Rates and Annual Charges to $62.68M
• $2.52M increase in User Charges and Fees to $26.32M
• $0.311M decrease in Interest and Investment Revenue to $3.774M
• $0.787M decrease in Other Revenues to $2.652M
• $11.36M decrease in Grants and Contributions to $51.27M
Rates and annual charges  4.4% to $62.68M

The increase in property numbers from 26,809 in 2016/17 to 27,247 in 2017/18 together with
the rate peg increase of 1.5% and Council’s special rate variation for the levee system upgrade
has added $2.65M to operating revenue.
User charges and fees  10.56% to $26.3M

Revenue from user charges and fees increased by 10.6% or $2.5M for the 2017/18 financial
year. The main contributing factors relate to increased income for specific user charges including
Sewerage services of $528K; Waste Management Services of $764K; as well as increased
Livestock Marketing Centre income of $521K.
Interest and investment revenues  7.61% to $3.77M

Council’s return on investments decreased by 7.61% or $311K compared to the 2016/17
financial year result due to the current low interest rate environment.
Other revenues  22.88% to $2.65M

Other revenues decreased by 22.88% in 2017/18. This is mainly attributable to decreased
income for Traffic Infringement fines, decreasing by $188K for the 2017/18 financial year.
Grants and contributions  18.14% to $51.27M

The reduction experienced in the 2017/18 financial year in comparison to the 2016/17 financial
year is due to higher than normal grant income received in the 2016/17 financial year due to a
number of large capital projects. The major project in 2016/17 was the Bomen RIFL Enabling
Roads Stage 1 which accounted for $20M in grant funding for the 2016/17 financial year.

Expenses
• Employee Benefits and On-costs $39.35M
• Borrowing Costs $3.61M
• Materials and Contracts $33.42M
• Depreciation, Amortisation and Impairment $34.56M
• Other Expenses $10.06M
• Net losses on disposal of assets $3.66M
Total expenses  2.65% to $124.71M

Overall expenditure for 2017/18 increased by $3.23M, which is mainly attributed to a $4.6M
increase in materials and contracts. Further details are provided below.
Employee benefits and on-costs  2.32% to $39.6M

Total employee costs decreased by $935K for 2017/18. The key factor contributing to the
decrease was the reduction in workers’ compensation premium ($1.4M down to $532K). The
premium is based on an average of the past 3 years’ claims, and can differ significantly from year
to year.
Borrowing costs  4.34% to $3.61M

Council saw a reduction in its interest payable on external loans of $151K for 2017/18 as well as
a reduction in borrowing costs for its other liabilities of $13K as a result of falling interest rates.
Materials and contracts  15.91% to $33.42M

The total costs to Council for materials and contracts increased in 2017/18 by $4.59M. This
is mainly attributed to expenditure for the Bomen RiFL Enabling Roads Stage 1 that was not
able to be capitalised as the costs were deemed operating in nature. The expenditure was fully
budgeted for under the total project budget.
Depreciation, amortisation and impairment  4.57% to $34.56M

Depreciation is a non-cash expense that reduces the value of an asset over time due to wear
and tear, ageing of an asset or obsolescence. The depreciation rates are set out in Note 9 of
the Financial Statements. The Office of Local Government requires that a revaluation of an asset
class is undertaken every five years. As a result of recently completed capital works and asset
revaluations, Council’s depreciation expense decreased for 2017/18 by $1.66M when compared
to the 2016/17 financial year.
Other expenses  7.35% to $10.06M

The main reason for the $689K increase in other expenses was a result of increased utility costs
for electricity, street lighting, gas and water.

Financial
Summary 2017/18
Local Government Industry Indicators

Council, as part of its Annual Financial Statements, reports on a number of local government
industry indicators as prescribed by the Office of Local Government (OLG).
Table 2 summarises Council’s results of these performance measures for 2017/18.
Ratio Purpose WWCC OLG Meet

Ratio benchmark benchmark
Operating Performance Ratio Measures Council’s achievement of containing operating -8.11% Minimum
expenditure within operating revenue 0.00% 
Own Source Operating Measures fiscal flexibility. Degree of reliance on external 65.01% Minimum
Revenue funding such as operating grants and contributions 60.00%

Unrestricted Current Ratio Assesses adequacy of unrestricted working capital and 2.99 Minimum
Council’s ability to meet short term obligations as they times 1.50 times 
fall due
Debt Service Cover Ratio Measures the availability of operating cash to service 4.79 Minimum
debt including interest, principal and lease payments times 2.00 times

Rates and Annual Charges Assess the impact of uncollected rates and annual 4.82% Rural and
Outstanding Ratio charges on Council’s liquidity and the adequacy of Regional - <
recovery efforts. 10% 
Metro - < 5%
Cash Expense Cover Ratio Liquidity Ratio that indicates the number of months that 8.89 Minimum
Council can continue paying its immediate expenses months 3.00 months 
without additional cashlfow.
Table 2: Local Government Industry Indicators

Assets
Total Assets 6.02% to $1.574B
Infrastructure, Property, Plant and Equipment  5.48% to $1.423B
Net Assets 6.29% to $1.491B
Cash position
An analysis of Council’s cash holdings at 30 June 2018 highlights that cash and investments
increased by $21.07M for the year. Much of this was due to an increase in external restrictions for
developer contributions and domestic waste management for 2017/18.
Council’s interest on investments outperformed the original budget for the 2017/18 financial
year by $970K. Council’s total portfolio return of 2.94% for the 2017/18 year was considered
strong given the Reserve Bank of Australia’s (RBA) cash rate remaining at an all-time low of 1.5%
throughout the 2017/18 financial year, and also outperforming the AusBond Bank Bill Index by
1.16% for the year.
Council, as at 30 June 2018, held 13.25% of its entire investment portfolio in cash and cash
equivalents to ensure funds are immediately available for working capital and cash flow purposes.
This is a slight decrease from the 30 June 2017 position of 13.51%.
Council engages the services of an independent investment advisor for advice in relation to its
portfolio.
Reserves
Council operates a number of internally and externally restricted reserves. External restrictions
relate to those funds held for a specific purpose and include developer contributions (Section
94 funds – now called Section 7.11), specific purpose unexpended grants, sewer services,
stormwater management, domestic waste services and levee upgrade special rate variation.
External restrictions increased by $12.52M, mainly attributable to developer contributions
($3.96M), domestic waste management ($4.44M), sewer services ($2.16M) and special rate
variation ($1.68M).
Council continues to maintain a wide variety of internal reserves as detailed in Note 6c of the
Annual Financial Statements. These reserves have been established by Council resolution,
and include provisions for future major projects and operations. Internal restrictions increased
by $1.11M and is mainly attributable to an increase in the Fit for the Future reserve which has
increased by $2 3M.
Unrestricted current ratio

The unrestricted current ratio for 2017/18 is 2.99:1. This ratio decreased marginally from the
2016/17 ratio of 3.08:1, still reflecting Council’s strong level of liquidity.
Receivables
Receivables for 2017/18 totalled $14.72M, a decrease of 27.60% on the previous year. This is
mainly due to a decrease in outstanding debt due to Council for Government grants.
Rates and annual charges outstanding is 4.82% as at 30 June 2018, a decrease of 0.28% on the
previous year and significantly lower than the Office of Local Government benchmark for regional
Councils of 10%. This outstanding percentage of 4.82% reflects the effectiveness of the debt
recovery team and the strategies implemented to ensure successful debt recovery for Council. At
the start of the 2017/18 financial year, Council set itself a target of less than 5% outstanding at
the end of June 2018, and this has been achieved.

Financial
Summary 2017/18
Infrastructure, property, plant and equipment

Infrastructure, property, plant and equipment (IPPandE) increased for the year by 5.48% to
$1.423B. Note 9 of the 2017/18 Financial Statements shows the detail of the asset classes that
contribute to the total amount of IPPandE. During the 2017/18 financial year, Council recognised
total asset additions of $47.84M, including new assets of $27.96M and renewals of $19.89M.
Liabilities
Total liabilities  1.31% to $82.8M
• Payables  11.67% to $12.70M
• Borrowings  4.76% to $54.01M
• Provisions  7.48% to $14.21M
Payables
Council’s payables at 30 June 2018 totalled $12.70M, a decrease of $1.68M on the previous
year. This is mainly due to Council having less outstanding invoices for capital projects than in the
previous year.
Borrowings
Total borrowings for Council now stand at $54.01M, an increase of $2.46M from 2016/17.
Council has a significant borrowing program projected for future years, which aims to address
required upgrades to infrastructure, provide additional community facilities to be used by current
and future generations as well as new infrastructure including the Riverina Intermodal Freight and
Logistics Hub (RIFL) and Multi-Purpose Stadium, which aims to facilitate the future growth of the
city.
Provisions
Council’s total provisions at 30 June 2018 total $14.21M. Council’s provision for Employee Leave
Entitlements (i.e. annual leave and long service leave) increased by $383K (3.30%) for 2017/18.
Council’s provision for asset remediation increased for 2017/18 by $602K (41.57%) due to a
review of future remediation requirements for these assets.

Business Activity Reports
Business activity reporting illustrates the results for Council’s various business activities in
accordance with the National Competition Policy for Local Government.
It is designed to reflect the full cost to Council of running these activities, as if Council were
competing in a normal commercial environment, where the applicable taxes and competitive
pricing principles come into effect.
Council operates three distinct business activities being the Sewerage network, the Livestock
Marketing Centre and the Wagga Wagga Airport.
Sewerage network
Council’s sewerage network services more than 27,247 connections. The network consists of
675km of gravity and pressure mains and 42 pump stations. Last year 5,449 ML of sewerage
was transported through Wagga’s sewerage system.
Income  4.3% to $18.278M

Income for sewer for 2017/18 has increased on the 2016/17 financial year. The main contributing
factor was the increased revenue from Sewer Rates and Annual charges.
Expenses  7.4% to $20.049M

Sewer expenditure for 2017/18 increased $1.384M from the 2016/17 financial year. The main
factors can be attributed to additional sewer treatment expenses of $479K along with a book
loss of $633K on the replacement of sewer infrastructure assets.
Net operating result (after taxation equivalent) - $3.303M surplus

The sewer business achieved a surplus result for the 2017/18 financial year. This is mainly
due to increased revenue from rates and annual charges and an increase in capital grants and
contributions received.
Assets  2.6% to $306.15M

Total assets for the year increased by $7.895M as a result of asset additions and renewals
completed during the year.
Liabilities  2.8% to $33.095M

Liabilities for sewer primarily relate to the principle outstanding for loans for the Sewer 2010
project. This reduction in liabilities is a result of principal loan repayments made during the
financial year.
Reserve balance  9.1% to $25.75M

The increase in the reserve balance is reflective of the overall surplus operating result. A surplus
reserve balance is required to ensure sufficient funds are available in the future for the renewal of
sewer assets.

Financial
Summary 2017/18
Livestock Marketing Centre

The Wagga Wagga Livestock Marketing Centre (LMC) is the premier livestock selling centre
in Australia for the marketing of cattle, sheep and lambs. The LMC was established in 1979
and continues to lead the way in livestock sales throughout the nation. The facility is located
approximately 10km north of the city in the rapidly expanding Bomen Business Park and is
neighboured by several key agricultural businesses supporting the region. The LMC remains a
major driver of agribusiness, employment and economic growth in the Wagga Wagga regional
economy and community.
The LMC is wholly owned by Council and operates on a completely self-funded financial model
that delivers a significant dividend to Council annually and is distributed to a number of rural and
regional projects. Through a broad cross-sectional series of internal service recharges the LMC
itself is continually increasing its support as a major customer to Council. The LMC continues
to rank as the largest sheep and lamb selling centre in Australia selling 1,804,464 head in the
2017/18 financial year. The LMC also sold 178,363 head of cattle for the same period maintaining
our ranking in the top group of cattle yards throughout Australia. Approximately $427 million
worth of livestock was sold through the LMC in the 2017/18 financial year.
Significant works took place throughout the year to deliver projects identified within the Livestock
Marketing Centre Strategic Master Plan to provide Council and stakeholders the opportunity
to solidify the operations success in the future by enabling greater work space and volume
integrated with increased efficiencies within the current site.
Income  10.52% to $5.58M

Income for the Livestock Marketing Centre has increased when compared to 2016/17 with the
Livestock Marketing Centre continually receiving high volumes of sheep and cattle sold through
the facility due to an increase in throughput.

The increased expenses for the year were attributable to annual award employee increases as
well as the requirement for additional labour costs associated with continued high volume of
livestock being sold through the facility.
Net operating result (after taxation equivalent) - $1.065m surplus

The net operating surplus result for the 2017/18 year is due to increased revenue.
Assets  4.70% to $32.132M

Livestock Marketing Centre total assets have increased this year mainly as a result of the
extensive capital works program currently being undertaken at the facility.
Liabilities  51.71% to $578K

Liabilities for the Livestock Marketing Centre have decreased for 2017/18 due to a reduction in
contractor payments that were outstanding at the end of the previous financial year.
Reserve balance  10.23% to $5.73M

The reduction in the reserve balance is reflective of the recent infrastructure improvements
undertaken at the Livestock Marketing Centre.

Financial
Summary 2017/18
Airport
The Riverina continues to be serviced by the Wagga Wagga Regional Airport with QantasLink
and Regional Express (Rex) providing daily return services to Sydney, and Rex providing return
flights to Melbourne each day. There were 225,071 passenger movements over the course of
the year, with a total of 30,386 aircraft movements across all categories, including 6,160 regular
public transport movements, 5,674 training movements, and 8,552 general aviation and military
movements.
Until June 2018, JETGO provided daily return services to Brisbane and the Gold Coast, and
disappointingly went into receivership in July 2018. JETGO services out of Wagga Wagga had
good passenger numbers and provided people within the Riverina a direct route to Queensland.
The public car park management system continues to provide a good return on investment with
$356,678 in revenue generated. Security screening operations at the airport are contracted to
an external provider and have continued to be compliant and meet or exceed the expectations
of the Department of Infrastructure and Transport, Aviation and Maritime Security (AMS) Division.
Council’s significant investment in the future of regional aviation, through the development of
the Commercial Aviation Precinct and Light Aircraft Precinct will continue to grow business,
economic development, jobs and flying activity in the region.
During the financial year, the Airport was shortlisted for the Qantas Pilot Academy along with
eight (8) other regional cities across Australia. Whilst Toowoomba were successful in securing
the first of two Qantas Pilot Academies, Wagga Wagga is still in the running for the second Pilot
Academy.
Wagga Wagga Regional Airport continues to be a leader in regional aviation, contributing
significantly to the Gross Regional Product and employment as well as achieving its vision of
being a centre of national aviation significance. The Rirport generated a surplus from ordinary
activities before depreciation of $413K and has a closing balance of $64K in the Airport Reserve
as at 30 June 2018. Including depreciation, the Airport experienced a net loss of $1.9M.
Income  11.65% to $4.21M

Income for the airport increased for the 2017/18 financial year due to annual increases in fees
and charges including leases.

The marginal increase in Operating expenses for 2017/18 is due to increases in utilities and
materials and contract prices.
Net operating result (after tax) - $1.91M DEFICIT

The net operating result for the Airport including depreciation for 2017/18 was a deficit of
$1.91M. Excluding depreciation, the net operating result was a $413K surplus.
Assets  5.04% to $37.07M

Airport assets have increased for 2017/18 by $1.78M due to the increased value of the Airport’s
asset base.
Liabilities  1.04% to $13.49M

Liabilities have decreased for the year as loan commitments have been paid, which has resulted
in the total principle outstanding being reduced.
Reserve balance  82.80% to $64K

The reserve balance for the Airport decreased by $308K for 2017/18 to a closing balance of
$64K.

Stormwater Levies and Charges
Stormwater charges during 2017/18 applied to all properties, with the following exemptions as
specified under the Local Government Act:
• Crown land
• Council owned land
• Land held under lease for private purposes granted under the Housing Act 2001 or the
Aboriginal Housing Act 1998
• Vacant land
• Rural residential land or rural business land, not located in a village, town or city
• Land belonging to a charity or public benevolent institution.
Residential standard stormwater

A charge of $25 was applied to all residential properties (including rural residential lands) that are
not exempt from the charge.
Residential medium/ high density stormwater

A charge of $12.50 per occupancy was applied to all residential strata, community title, multiple
occupancy properties (flats and units), and retirement village style developments that are not
exempt from the charge. Subject to a maximum charge of $250.
Business stormwater
A charge of $25 was applied to all business properties (including rural business lands) that are
not exempt from the charge.
Properties are charged on a basis of $25 per 350sqm of land. Subject to a maximum charge of
$250.
Business strata stormwater

A charge of $5 was applied to all business strata title properties that are not exempt from the
charge. Subject to a maximum charge of $250.
Stormwater management
Council’s Stormwater Management Plan 2013/2017 outlined Council’s plans to improve the
management of stormwater within the local government area. During 2017/18 Council undertook
environmental monitoring for the Wollundry and Flowerdale lagoons and Lake Albert and
commenced the following mitigation works of known storm water system risks carried over from
the previous year:
• CCTV condition assessment inspections
• Major Overland Flow Flood Study hot spot mitigation
• Fernleigh Road Culvert widening

Statutory Report
Statutory reporting includes the information that is prescribed

by the Local Government (General) Regulation 2005. This
information has been included because the Government
believes that it is important for community members to know
about it – to help their understanding of how the council has
been performing both as a business entity and a community
leader.
Government Information (Public Access)

Act 2009
The Government Information (Public Access) Act 2009 NSW (GIPA Act) aims to maintain
and advance a system of responsible and representative democratic government that is
open, accountable, fair and effective. The main objective of the GIPA Act is to make available
government information available to the public by:
• Authorising and encouraging the proactive public release of government information by
agencies
• Giving members of the public an enforceable right to access government information
• Restricting access to government information only when there is an overriding public interest
against disclosure.
Council, as a local authority, is subject to the GIPA Act and accordingly acknowledges the right of
the public to obtain information about Council’s structure, plans and policies; information about
development applications; and any other information as prescribed by the GIPA Act and any
accompanying regulations and guidelines. During the 2017/18 financial year Council received
and assessed 15 formal applications and received in excess of 1,275 informal applications for
information under the GIPA Act.
These applications are in addition to the information that is readily accessible by the community
on Council’s website. As part of its legislative requirements Council has an Agency Information
Guide published on its website at www.wagga.nsw.gov.au which provides guidance on the types
of information held by Council as well as outlining the different ways members of the public may
access it.
Under section 125 of the GIPA Act, Council is required to prepare an annual report meeting
certain statutory obligations. This report is prepared and provided to the Office of the Information
and Privacy Commissioner and the Minister for Local Government in October each year.
Public Interest Disclosures

Council is committed to the aims and objectives of the Public Interest Disclosures Act 1994
(the PID Act). It recognises the value and importance of contributions of staff, Councillors and
other Council engaged persons to enhance administrative and management practices and
strongly supports disclosures being made by those individuals which disclose corrupt conduct,
maladministration, the serious and substantial waste of public money, contravention GIPA Act or
Local Government Pecuniary Interest contravention.
Council has in place comprehensive policy and procedures to support the management of Public
Interest Disclosures at Council. During the 2017/18 Annual Report period, Council received no
Public Interest Disclosures

Diversity and Equal Employment
Opportunity (EEO)
Council’s Workplace Diversity Strategy is our formal commitment to a workplace culture that
promotes diversity and inclusiveness, builds respect and recognises the true potential of all
employees. Since the implementation of the Workplace Diversity Strategy in 2015, Council has
implemented various initiatives to promote equal employment opportunity (EEO) in our workforce.
Some of our key achievements include:
• Opening of Council’s ‘My Space Room’ in which staff access a private space for
breastfeeding, meditation or prayer
• Improvements to Council’s recruitment, selection and induction processes to ensure inclusive
employment practices for individual needs
• Implementation of Council’s Aboriginal and Torres Strait Islander Cultural Protocols
• Implementation of the Disability Inclusion Action Plan (DIAP)
• Development of the Reconciliation Action Plan
• Ongoing delivery of EEO training to all staff.
Executive Team Remuneration

Below is a statement of the total remuneration comprised in the remuneration package for the
General Manager and the Senior Executive team. This includes salary, bonuses, superannuation,
salary sacrifice, total value of any non-cash benefits and total amount payable by way of fringe
benefits tax for any such non-cash benefits.
General Manager: $312,271
Senior Executive (excluding GM): $813,439
Councillor Expenses
Below is a statement of the total cost during the year of the payment of expenses of, and the
provision of facilities to, councillors in relation to their civic functions.
• Councillor Allowance: $176,385
• Mayoral Allowance: $39,522
• Telephone: $3570
• Conferences: $16,443
• IT Costs: $6609
• Travelling - Intrastate: $5515
• Travelling - Interstate: $3191
• Travelling - Overseas*: $4064
Please note that the overseas travelling costs were prepaid for a visit by the General Manager
and Mayor to Kunming in June 2018. This visit was cancelled and flights transferred to a
Leavenworth visit in August/September 2018.
Overseas visits
There were no overseas visits by Councillors, Council staff or other persons representing Council
in the 2017/18 financial year.

Statutory
Report
External bodies, companies and

partnerships
Statement of all external bodies that exercised functions delegated by
council.
Council did not delegate any function to an external body in the 2017/18 financial year.
Statement of all corporations, partnerships, trusts, joint ventures,

syndicates or other bodies in which Council held a controlling interest
Riverina Regional Library (RRL): Council participates in cooperative arrangements with nine
other councils (Bland, Coolamon, Cootamundra-Gundagai, Federation, Greater Hume, Junee,
Lockhart, Snowy Valleys and Temora) for the provision of services and facilities through the RRL
Service. City of Wagga Wagga is the executive council for the RRL service.
Statement of all corporations, partnerships, trusts, joint ventures,

syndicates or other bodies in which Council participated
• Riverina Eastern Regional Organisation of Councils (REROC): A voluntary organisation of
Councils through which the member councils work together for the benefit of their local
communities and the region as a whole. REROC acts as an advisory body to develop regional
strategies and initiatives of benefit to member councils. Members of the body, as at 30 June
2018, were the Councils of Bland, Coolamon, Cootamundra-Gundagai, Greater Hume, Junee,
Lockhart, Snowy Valleys, Temora, Wagga Wagga, Goldenfields Water County Council and
Riverina Water County Council.
• NSW Statewide Mutual Insurance Scheme: City of Wagga Wagga is a member of this scheme.
• NSW StateCover Mutual Ltd: City of Wagga Wagga is a member of this worker’s
compensation mutual scheme.

Statutory
Report
Council Contracts
During the 2017/18 financial year, a total of 26 contracts were awarded for amounts greater than $150,000.
Successful supplier Contract name Amount/estimate

JJ Richards and Sons Waste Recyclable $44,000,000.00
and Organics
Collection
Kurrajong Waratah Recyclables Waste $5,000,000.00
Acceptance and
Processing
Jardine Lloyd Thompson Pty LTd Insurance $3,830,832.00
Brokerage Services
Ocwen Energy Pty Ltd T/a Lowes Petroleum Service Supply of bulk fuel $2,661,080.00
Wagga Mobile Cranes, Asplundh Tree Expert, Carttrans Pty Ltd, Dan Ford Fencing and Hire of fleet, $2,000,000.00
Earthmoving Pty Ltd, Downer EDI Works, JCQ Truck Hire, JL and TL Brogedne Trading equipment and
as JT Tippers, Joneyy’s Bobvcat and Truck Hire, James Cheney Earthmoving Pty machinery
Ltd, Lucas Diggers, Lucton PLant Pty LTd, Milbrae Quarries pty LTd, Parking Building
and Hire Porter Plant, Riverina Crane Services, Rollers Australia Pty Ltd, Specialised
Pavement Services, Wagga Mobile Cranes
Advanced Communications, Automated Electrics, Bazwell Pty Ltd T/a DJ and M Supply of Trades $1,800,000.00
Howarth Painters and Paperhangers, Bowyair Refrigeration and Air Conditioning, GPE Services
Electrical and Communications Contractor Pty Ltd, Great Southern Electridcal Pty LTd,
Horatious Pty Ltd T/a Laser Plumbing Wagga Wagga, JRC Electircal Servicews Pty
Ltd, Woody’s Electrical NSW Pty LTd T/a Laser Electrical Wagga Wagga, PRE Holdings
Pty Ltd T/a Paul Ryan Electrical, RIC Electrics Pty Ltd, Riverina Test and Tag, Rowan
O’Connor Electrical, Scobells Plumbing Service, Shields Painting Wagga Pty LTd
Burgess Earthmoving Pty Ltd Levee Upgrade $1,143,076.55
Stage 1
Keogh’s Plant Hire Pty Sewer $1,120,631.44
Rehabilitation Red
Hill Road, Nixon
Crescent and North
West Kooringal
BMD Constructions Pty Ltd Car Park and $887,794.15
Amenities
Construction LMC
BM O’Mara and SP O’Mare T/a Riverina Horticulture and Landscape, Brett John Roadside $886,000.00
Hudson T/a Riverina Short Back and Sides Lawn Moving Service, JA and GA burgess Vegetation
Pty Ltd T/a Around the House Lawn Care and Home Maintenance, Peter John Ingmire Management
T/a Per Ingnmire Fencing and Spraying, Sykes Holdings Pty Ltd as trustee for The and Grounds
Ves Sykes Family Trust, The Trustee for Squire Family Trust T/a Squires Agricultural Maintenance
Services PtyLTd, Ronal Ernes Parking T/a Parking Builidng and Hire
GCM Enviro Pty Ltd Supply Landfill $836,658.00
Garbage
Compactor
Rocky Point Quarries Pty Ltd, Milbrae Quarries Pty LTd Winning and $546,000.00
Crushing of Gravel

Successful supplier Contract name Amount/estimate
S and K Kenyon Pty Ltd Footpath $402,691.00
Construction
various locations
Downer EDI Works Pty Ltd Supply of Bulk $386,327.70
Emulsion
WSP Australia Pty Ltd Eunony Bridge $360,514.00
Construction
Project
Management
Burcher Pty Ltd Supply Street $299,466.09
Sweeper
Sperling Australia Pty LTd Plant Maintenance $276,000.00
Services Oasis
Artcraft Pty Ltd Supply of Road $263,940.00
Signs
Wagga Trucks Pty Ltd Supply Truck and $260,677.00
Body
Westract Pty Ltd Supply Motor $243,424.00
Grader
Origin Energy Supply of Natural $235,186.92
Gas to the Oasis
Massey Ferguson/Iseki/Fendt Agco Australia Pty Ltd Supply of Two 4WD $232,000.00
Tractors
GA and TA Hounsell Family Discretionary Trust Construct Rural $218,800.00
Fire Service Shed
Tarcutta
S and K Kenyon Pty Ltd Footpath $209,882.00
Construction
Glenfield Park
Flip Screen Australia Pty Ltd Supply Loader $185,300.00
Material Handler
Adaptive Interiors Jubilee Park $124,650.00
Clubhouse
Upgrade
Total $68,410,930.85
Table 2: Council contracts awarded during 2017/18.

Statutory
Report
Voluntary Planning Agreements

Environmental Planning and Assessment Act 1979
Council did not enter into any new Voluntary Planning Agreements in the 2017/18 financial year.
Environment Upgrade Agreements

Council did not enter into any new Environmental Upgrade Agreements in the 2017/18 financial
year.
Private works
Council did not resolve to carry out any works under Section 67 in the 2017/18 financial year.
Contributions, grants and donations

(Section 356)
During the 2017/18 financial year, Council contributed a total of $1,233,151.75 back to the
community in the form of grants, sponsorships, fee waivers, road closures and rental subsidies,
outlined in Table 3. To view a full breakdown of these categories, please see the Appendix, page
96.
Legal cost summary

Council was involved in legal proceedings for the period 1 July 2017 to 30 June 2018, outlined in
Table 4.
Categories Amount
Community Lease Rental Subsidy 872,665.00
Fees Waivers/Sponsorships 180,050.47
Annual Grants Program 147,029.47
Road Closures 22,538.10
Small Business Grants 5,727.27
Major Events Sponsorship 64,776.02
Total 1,292,786.23
Table 3: Council contributions during 2017/18.
Proceedings Matter Court Status Total costs Costs

No. to date recovered
DA17/0211 Council at Land and Ongoing. Listed $27,639.11 Nil to date

Debgar Holdings Environment for hearing in
Pty Ltd (199 Court February 2019
Gurwood Street)
Table 4: Summary of legal costs involving court matters

Rates and charges (written off)
2017/18 Rates and Charges Written-off Pursuant to Clause 131 of the Local Government
(General) Regulation 2005, outlined in Table 5.
Special Rate Variation

Following the Independent Pricing and Regulatory Tribunal (IPART) approval of Council’s Special
Rate Variation application (SRV) of 3.83% consisting of the Upgrade of the Wagga Wagga‘s flood
levee system and Rate Peg at 1.8% was levied in 2016/17 and raised $1,449,000.
In 2017/18 the second year of the 5-year SRV $1,481,000 was raised for the upgrade of Wagga
Wagga’s flood levee system.
It is noted that by the end of 2017/18 $1,985,593 had been expended in total on the Wagga
Wagga Levee upgrade works. The works carried out to date include completion of the Levee
from Flowerdale Lagoon (Chainage 00m to Chainage 2140m), this included a 350m concrete
spillway section, designed to allow for the controlled let in of flood water once the river flood
reached a 1 in 100 level + 400mm.
Works commenced in July 2018 on the section of levee adjacent to Kooringal Road. This 800m
section of the levee and is planned for completion in December 2018.
The funding split for this expenditure was Federal Government Grant $1,289,169, State
Government Grant $502,443 and Council contribution $194,612.
The balance of Special Rate Variation funds of $2,847,380 (includes $65,141 interest accrued on
the unspent NSW State Grant) are held as a restricted asset as detailed in Note 6c of the Council
30 June 2018 Financial Statements.
Council is currently reviewing tenders for Stage 2, with works on Stage 2 planned to commence
in November 2018.
Debtor type Amount
Cemetery Fees $4,114.04
Development Related Fees $9,590.03
Food Inspection Charges $3,031.58
Trade Waste Charges $1,234.05
Sewer Non Domestic Charges $15,343.90
Clean Up Notice $506.00
Other Fees $444.00
Total $34,263.60
Table 5: Rates and charges written off.

Statutory
Report
Companion Animal Management

Council’s City Compliance team contributed to the control and management of companion
animals by focusing on:
• Operation of the Glenfield Road Animal Shelter
• Rehoming abandoned animals
• Microchipping and lifetime registration
• Roaming and straying dogs
• Managing Animal noise complaints
• Managing nuisance dogs
• Reducing incidents of dog attacks
• Trapping feral cats
• Community education and awareness of responsible pet ownership
Council’s staff are responsible for managing Companion Animal Customer Requests and ensuring
compliance in accordance with the Companion Animals Act 1998 (The Act). Rangers also provide
a 24/7 on-call service to respond to incidents of dog attacks. This service is provided to improve
public safety and reduce the incidence of accidents and injury to the public and animals.
Council’s objectives for companion animal management are:
• Encourage and promote responsible pet ownership through community education
• Identify and accommodate the needs of companion animals and their owners
• Reduce adverse impacts of companion animals on local residents and the environment
• Reduce the numbers of unwanted and abandoned companion animals.
Companion animals impounded under the Act are delivered to the Glenfield Road Animal Shelter.
This facility reunites lost pets with their owners, microchips and registers companion animals, and
provides advice and information about companion animal management.
The rehoming of impounded or surrendered animals is a priority for Council, with 86% of animals
being rehomed in 2017/18. This high rate of rehoming is thanks to the continued hard work of
staff liaising with animal rescue and welfare groups as well as supporting these initiatives:
• Advertising the cost advantages of adopting an animal from the Glenfield Road Animal Shelter
• Promotion of animals to be re-homed through ‘Pet of the Week’ in Council News and on
television
• Social media cat adoption campaign
• Animals displayed on Council’s website
• Re-homing to various rescue organisations
• Providing rescue organisations with reduced costs for services
Community education initiatives during the 2017/18 financial year included:
• Faeces reduction campaign
• Distribution of companion animal information brochures
• Companion animal information on Council’s website
• Media releases including newspaper articles and television interviews
• 2AAA monthly radio segment
• Proactive patrols of complaint areas
• Little Big Day Out
Cats Dogs
Incoming 494 919
Released to owner 28 420
Rehomed 384 387
Other 4 1
Euthanised 83 103
Table 6: Glenfield Road Animal Shelter statistics

Statutory
Report
Off-leash areas
Council provides six designated off-leash areas:
• The fenced dog run located at Narrung Street on the southern boundary of the Wiradjuri Golf
Centre driving range
• Eastern side of Wilks Park, North Wagga Wagga, the area south of Parken Pregon Lagoon,
east of Hampden Avenue and north of Central Island Road
• Boat Club Reserve, Lake Albert, between Plumpton Road and the Boat Club car park on the
southern side of Nelson Road
• Willans Hill, east of Captain Cook Drive, south of Lord Baden Powell Drive and all of Willans
Hill Reserve south of Leavenworth Drive to Red Hill Road
• O’Halloran Park Dog Agility Track, Lake Albert
• Forest Hill – the area at the intersection of Cypress St and Kurrajong Avenue adjoining the
western side of the RAAF base.
Dog attacks
There were 75 reported dog attacks involving 99 dogs within the Local Government Area.
Staff salaries and on-costs - $338,731 Maintenance and repairs - $1,543
Cat expenses - $30,548 Vehicle operations - $43,725
Dog expenses - $39,465 Office expenses - $20,200
Cleaning expenses - $38,706 Other expenses - $14,341
Total costs: $527,259
Figure 5: Cost of animal management at Glenfield Road Animal Shelter.

Inspections of private swimming pools
The capturing of swimming pool information is a new requirement as of September 2018.
Council’s current system is not able to separate the information required and will need
modification to provide this information in the future.
Number of inspection of tourist and visitor accommodation

15 sites – 9 compliant, 5 noncompliant, 1 outstanding to be checked
Number of inspections of premises with more than 2 dwellings

0
Number of inspections that resulted in insurance of a certificate of

compliance under s22D of the SP Act
N/A
Number of inspections that resulted in insurance of a certificate of

noncompliance under cl 21 of the SP Ref
N/A

Appendix
Appendix 1: Fee waivers/sponsorships

Beneficiary Grant Category Amount
8Point8 Conference Sponsorship 10,000.00
Abbeyfield Australia Fees and charges waiver 53,544.98
ADFAS Riverina Fees and charges waiver 1,836.00
Ashmont Public School Fees and charges waiver 730.00
Bears of Hope Fees and charges waiver 85.00
Beechworth to Bridge Walk Committee Fees and charges waiver 85.00
Ben Lott Appeal Fees and charges waiver 639.86
Breast Cancer Group Inc. Fees and charges waiver 85.00
Cancer Council Fees and charges waiver 570.00
Cantilena Singers Fees and charges waiver 1,920.00
Charity Subsides for Waste Disposal Fees and charges waiver 2,146.41
Charles Sturt University Fees and charges waiver 350.00
Collingullie Hall Committee Fees and charges waiver 498.00
Combined riders of Wagga Bolton Park Stadium Fees and charges waiver 115.00
Committee 4 Wagga Membership 7,500.00
Country Hope Fees and charges waiver 420.00
Country Women’s Association Fees and charges waiver 207.75
East Wagga Kooringal Football Club Fees and charges waiver 3,370.91
Eastern Riverina Arts Sponsorship 20,698.00
Estella Progress Association Fees and charges waiver 79.00
Friends of Botanic Gardens Council Fees and charges waiver 1,000.00
Henwood Park Soccer Club Fees and charges waiver 498.00
Historical Society Fees and charges waiver 498.00
Juvenile Diabetes Walk Fees and charges waiver 79.00
Kidney Health Australia Fundraising Fees and charges waiver 85.00
Kurrajong Waratah Fees and charges waiver 859.50
Kurrajong Warratah Christmas Spectacular Fees and charges waiver 2774.50
Ladysmith Memorial Hall Fees and charges waiver 498.00
Legacy Civic Theatre Hire Fees and charges waiver 850.00
Legacy Club of Wagga Fees and charges waiver 135.00
Leukaemia Foundation Fees and charges waiver 85.00
Mangoplah S68 Fees Fees and charges waiver 4,200.00
Mark Hughes Foundation Fees and charges waiver 85.00
Mini All-lympics Disability Sports Event Fees and charges waiver 385.00
Miss Wagga Sponsorship 2,000.00
North Wagga Hall Committee Fees and charges waiver 498.00

Appendix 1: Fee waivers/sponsorships (cont)
Beneficiary Grant Category Amount

Oura Village Septic Upg Financial Assistance Program Fees and charges waiver 1,297.70
Over 60’s Touch Football Group Fees and charges waiver 550.00
PCYC Wagga Wagga Fees and charges waiver 130.00
Regional Heritage Transport Association Fees and charges waiver 608.46
Riverina Conservatorium Of Music Fees and charges waiver 2,595.46
Riverina Conservatorium of Music Sponsorship 8,743.64
Riverina Medical and Surgical Symposium Committee Fees and charges waiver 900.00
Rotary Circus Quirkus Fees and charges waiver 2,400.00
Safer Drivers Course – NRMA Fees and charges waiver 1,620.00
San Isidore Village Septic Upg Financial Assist Program Fees and charges waiver 325.00
Wagga Wagga School of Arts Community Theatre Sponsorship 2,500.00
Show Society Wagga Fees and charges waiver 10,679.25
South Wagga Apex Club Fees and charges waiver 85.00
South Wagga Rotary Fees and charges waiver 85.00
Southern Sports Academy Sponsorship 4,000.00
Suicide Prevention Network Fees and charges waiver 1,150.00
Tarcutta Racecourse Recreation Reserve Trust Fees and charges waiver 6,470.00
Task force 72 Fees and charges waiver 720.00
The Cure for MND Foundation Fees and charges waiver 615.00
Tiny Tykes Market Fees and charges waiver 90.00
Tolland Public School Fees and charges waiver 940.00
Uranquinty Neighbourhood Centre Fees and charges waiver 590.00
Wagga Lake Run and Ride Sponsorship 2,000.00
Wagga Wagga and Region Suicide Prevention Network Fees and charges waiver 85.00
Wagga Wagga Eisteddfod Society Sponsorship 3,000.00
Wagga Wagga History Society Fees and charges waiver 420.00
Wagga Wagga Rescue Squad Fees and charges waiver 100.00
Wagga Women’s Bowling Club Fees and charges waiver 3,298.05
Wagga and Riverina Orienteers Fees and charges waiver 150.00
Wagga Women’s Shed Fees and charges waiver 102.00
Water Polo Australia Fees and charges waiver 5,800.00
Summer School for Strings Sponsorship 2,500.00
Rotary Club of Wollundry Wagga Wagga Fees and charges waiver 90.00
Total 184,050.47

Appendix
Appendix 2: Annual Grants

Organisation Name Project Description Amount
Sporting and cultural facilities

Wagga and District Kart Racing Club Inc. Upgrade of track surface and safety facilities for State and National 7,500.00
accreditation.
South Wagga Apex Club Construction of ‘Natural Earth Children’s Bike Track’ for beginners 1,500.00
and intermediates at Apex Park.
Lake Albert Pony Club Inc Replace and upgrade of septic system at Lake Albert Pony Club 6,800.00
grounds.
Wagga Wagga Society of Model Upgrade access from the Willians Hill Miniature Railway Train to the 2,056.00
Engineers Inc. Museum of the Riverina
Wagga Junior Rugby League Purchase of a portable seating grandstand for the Junior Rugby 4,786.00
League fields at Parramore Park.
Total 22,642.00
Community programs and projects

Wagga Wagga Breast Cancer Group Preparation and distribution of bags containing feel good items and 1,500.00
information to women undergoing breast cancer surgery.
South Wagga Anglican Church Refurbishment of the ‘Gerhardy Room’. A room used for several 3,000.00
community clubs and meetings.
Wagga African Association (Wafrica) Inc “Ubuntu” (the belief in a universal bond of sharing that connects 2,900.00
all humanity). Hosting five events directed at engaging children
and youth from refugee, recent immigrants and the wider Wagga
community.
The Wagga Wagga Women’s Shed Laptop and printer for the compilation and distribution of the Wagga 2,000.00
Wagga Women’s Shed Newsletter.
Aikido Wagga Conducting a free Women’s Self-Defence Workshop for the 1,320.00
community in conjunction with White Ribbon Day.
Mazin Nawaf - Yazidi Community A memorial service to remember the Yazidi Genocide. The service will 1,500.00
Member and Translator remember lives lost and invitation is extended to the entire Wagga
community.
Parkrun Australia Establishment of “Wagga parkrun” – a free weekly, timed 5km run/ 3,000.00
jog/walk opened to the community at Lake Albert.
Taster Property Incorporated “Operation Rescue” - a training resource for professionals working 2,000.00
with families affected by domestic and family violence.
Riding for the Disabled Association Installation of two floodlights to light the main car park at the Riding 3,000.00
(NSW) Wagga Centre for the Disabled grounds to ensure safe 24 hour access.
Multicultural Council of Wagga Wagga The running of regular monthly sports days to provide ways of 2,000.00
motivating community members to stay healthy and connected.
Wagga Autism Support Group Inc “Sensory Santa” - a photo opportunity for children with sensory 3,000.00
disorders who are unable to participate in regular Santa photo’s due
to the sensory barrier.
Total 25,220.00

Neighbourhood and rural village

Humula Public School Provision of the Humula Community Newsletter to keep residents 1,159.09
informed and connected.
Lake Albert Playgroup Refurbish, revamp and renew the Lake Albert Playgroup building. 3,000.00
Tarcutta Progress Association Inc Production of the Tarcutta Monthly Community Newsletter for the 3,000.00
village of Tarcutta and the wider farming community.
Ladysmith P and C Association Ladysmith P and C Duathlon – to help promote the community and 3,000.00
encourage health and wellbeing.
Ashmont Preschool Upgrade facilities at the Girl Guides hall to encourage usage by more 1,718.00
community groups.
Turvey Park Girl Guides Assistance with purchase of split system and installation of verandah 1,390.00
1st Wagga Wagga Scout Group New safety and first aid equipment for the group to use at camps 3,000.00
with the cups and scouts.
Total 16,267.09
Rural halls
Mangoplah Public Hall Sewerage maintenance and connect to new town sewer 3,300.00
Uranquinty Progress Association Inc Installation of an operable wall in the Uranquinty Community Hall to 10,000.00
provide greater versatility of the hall space.
Downside Recreation Reserve and Purchase of a BBQ and install in the BBQ area at the Downside Hall. 10,000.00
Public Hall Trust
Total 23,300.00
Arts and culture

Red Room Poetry “The Poet Exchange”. Facilitates a poetry residence and workshops 3,800.00
where all participants are invited to share their finished work at a
‘Raw Roar’ event.
Salad Days ‘Halfway Print Fest’ – an independent publishing fair featuring local 3,244.00
and national independent publication makers.
Jacob Raupach and James Farley Creative collaboration with two local artists exploring ideas of 3,500.00
counter-urban publishing and Wagga and engaging in ecological and
post-industrial critique.
Anglican Parish of Wagga Wagga Purchase of St Johns Grand Piano to enhance the musical culture for 1,000.00
the City of Wagga Wagga.
Bidgee Blues Club Inc Song writing workshop presented by singer/songwriter John 1,285.00
McNamara. The workshop will coincide with the launch of the Annual
Bidgee Blues Signwriting Competition.
Salad Days ‘Shrine’ exhibition to be held on International Women’s Day 2018. 3,711.00
Local artists will curate the exhibition and select a number of
emerging and established female artists.
Multicultural Council of Wagga Wagga ‘Common Threads’ – A project with aims to support women from 2,500.00
diverse backgrounds develop and share their skills within various
textile fields.
Wagga Wagga Brass Facilitate a two day workshop with renowned Trumpet player, 1,500.00
educator and brass clinician Mr John Kellaway

Appendix
Appendix 2: Annual Grants (cont)

Sam Bowker ‘Italian Renaissance Art and Song’ project will commission four 3,360.00
live performances to accompany four illustrated lectures on Italian
Renaissance Art.
The Bureau for Tomorrow’s Makers Story Workshops 1,780.00
Wagga Potters Club Provision of a workshop for members relating to ceramic glazing and 1,100.00
decorating.
Total 26,780.00
Local Heritage
Andrew Crouch Removal of veranda infill and replacement of front windows at 83 Fox 1,415.00
Street, Wagga.
Katherine Hay and Cameron Sly Reroofing of 63 Coleman Street, Turvey Park. 2,000.00
Craig Stewart Restoration of roofing and gable at 19 Oates Avenue, Wagga 1,415.00
Mitchell Daniher Restoration of the old Collins Park Store at 79 Fox Street, Wagga 3,670.00
and return to original state.
Total 8,500.00
Events
John Kent, Wagga Wagga Four Wheel Wagga Wagga Four Wheel Drive Club Reunion and 40th Anniversary 1,500.00
Drive Club Inc. Celebrations
Specialist Medical Resources Foundation ‘Light the Night Christmas Village’ a family oriented event including 1,500.00
performers, carnival games and Christmas decorations and displays.
Wagga City Rugby Male Choir Combined Concert with National Boys Choir to be held on Sunday 1 500.00
October 2017.
MG Car Club of Wagga Wagga ‘Gathering of the Faithful’ event which attracts MG enthusiasts from 500.00
all over Australia.
Ningana Enterprises Inc ‘Ningana Charity Ball’ a one off event aiming to raise funds to provide 454.55
support for clients in permanent care to help support quality of life.
Wagga Wagga Cycling Club Provision of traffic management for the NSW Junior Road Cycling 1,000.00
Championships 2017.
Wagga Wagga Cycling Club Provision of traffic management for the Wagga Wagga Junior Cycling 1,000.00
Tour 2018
Wagga Wagga Cycling Club Provision of traffic management for the RSL Club Wagga Wagga 1,000.00
Cycling Classic 2018
Wagga Wagga Cycling Club Hosting the NSW Penny Farthing State Championships 2017 3,000.00
Riverina All Schools MTB Challenge Organising and conducting the Riverina All Schools Mountain Bike 2,272.73
Organizing Committee Challenge at Pomingalarna reserve.
Wagga District Kart Racing Club Creating a Wagga District Kart Racing Club promotional video 1,100.00
to assist with applications to host State and National racing
tournaments.
Wagga Trail Marathon (Incorporated with Running the ‘Wagga Trail Marathon Weekend’ consisting of seven 2,000.00
Wagga Wagga Road Runners) events over two days.
Rotary District 9700 Peace Communities Facilitating an event to acknowledge and celebrate the 25th 1,000.00
Program Anniversary of the declaration of Wagga Wagga as the first Rotary
peace city in the world.
Wendy Smith Hosting the Wagga Children’s Wellbeing and Spiritual Expo, where 500.00
mainstream and spiritual health providers will hold workshops and
stalls to allow parents and children to learn more about their field.

Group 9 Rugby League Football Club Charity rugby league match where Group 9 All Stars versus Group 9 1,000.00
Indigenous All Stars.
Total 18,327.28
Natural Environment
Benjamin Holt ‘Climate Project Oz’ which is the creation of ten short films to be 2,500.00
uploaded to social media platforms to educate the community on the
effects of climate change within the area.
Wagga Sensory Garden Installation of a fully enclosed chook pen to house four chooks who 993.00
will remove insects, eat garden waste and provide enjoyment to
clients of disability organisations.
Wagga Wagga Urban Landcare Group Hosting community outdoor cinema and BBQ nights to help promote 2,500.00
Landcare and the value of our local environment.
Total 5,993.00

Appendix
Appendix 3: Small business grants

G Barbaro Industries Pty Ltd Outdoor seating, bi-fold window and service 2,727.27
counter
Damasa Pty Ltd Refurbishment of street façade 3,000.00
Total 5,727.27
Appendix 4: Major event sponsorship

Project description Amount
Illuminate 10,000.00
Gears and Beers Festival 10,000.00
Food and Wine Festival 5,000.00
Riverina Truck Show and Kids Convoy 5,000.00
Chasing Comets 10,909.09
Grain Growers Conference 4,950.45
Stone the Crows 843.75
The Merger 18,072.73
Total 64,776.02
Appendix 5: Road closures

Event Amount
Liberty from Violence March 2,640.00
Gold Cup 2,030.00
ANZAC Day March 10,415.00
City to Lake Fun Run 4,267.50
Remembrance Day 1,362.80
Town and Gown 1,822.80
Total 22,538.10

Contact us
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There are many ways you can get further information or provide feedback on this report:
Talk with us Come see us

Phone 1300 292 442 or (02) 6926 9100, Cnr Baylis and Morrow Streets
or chat online with a Council representative. Wagga Wagga NSW
Email us Visit our website

council@wagga.nsw.gov.au wagga.nsw.gov.au
Write to us Follow our social accounts

PO Box 20 Follow @WaggaCouncil on Twitter to get the news, events
Wagga Wagga NSW 2650 and emergency information straight from the source.

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Annual

2 WA G G A WA G G A C I T Y C O U N C I L ANNUAL REPORT 2017/18

Community Leadership and Collaboration. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Safe and Healthy Community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

Community Place and Identity. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Disability Inclusion Action Plan. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

ANNUAL REPORT 2017/18 WA G G A WA G G A C I T Y C O U N C I L 3

Mayor and General Manager Message

“The city continues to prove itself to be a fantastic destination for

4 WA G G A WA G G A C I T Y C O U N C I L ANNUAL REPORT 2017/18

Mayor of the City of Wagga Wagga General Manager

ANNUAL REPORT 2017/18 WA G G A WA G G A C I T Y C O U N C I L 5

Community vision, principles and priorities

Council’s mission, vision and values

ANNUAL REPORT 2017/18 WA G G A WA G G A C I T Y C O U N C I L 7

City of Wagga Wagga IPR Framework

Community Strategic Plan

Long term plan that clearly defines

Delivery Program 4 years

Identifies the elected Council’s

Identifies the projects, programs  Local Environment

Individual Performance and

Monitoring and reporting

Figure 1: IPR framework flowchart

8 WA G G A WA G G A C I T Y C O U N C I L ANNUAL REPORT 2017/18

Community Strategic Plan

Delivery Program and Operational Plan

Long Term Financial Plan

Asset Management Plan

ANNUAL REPORT 2017/18 WA G G A WA G G A C I T Y C O U N C I L 9

76% 36.6% 76%

10 WA G G A WA G G A C I T Y C O U N C I L ANNUAL REPORT 2017/18

ANNUAL REPORT 2017/18 WA G G A WA G G A C I T Y C O U N C I L 11

Councillor Greg Conkey Councillor Dallas Tout Councillor Vanessa Keenan

Councillor Tim Koschel Councillor Dan Hayes Councillor Kerry Pascoe

12 WA G G A WA G G A C I T Y C O U N C I L ANNUAL REPORT 2017/18

Council’s current organisational structure is made up for four directorates – Community,

Our organisational structure

Governance Community Financial Commercial

14 WA G G A WA G G A C I T Y C O U N C I L ANNUAL REPORT 2017/18

Permanent (423) Cadet / Graduate (7)

Casual (188) Apprenticerainees (2)

Temporary (46) Total workforce: 666

ANNUAL REPORT 2017/18 WA G G A WA G G A C I T Y C O U N C I L 15

Aboriginal and Torres Strait

People with a disability: 8

Figure 3: Workplace diversity (all staff)

It is important to note Equal Employment Opportunities (EEO) data is limited as it is not a

Workforce age distribution

Female staff Male staff

16 WA G G A WA G G A C I T Y C O U N C I L ANNUAL REPORT 2017/18

RH Dougherty Award for Excellence in Communication,

NSW 2017 Environmental Health Team of the Year Award,

Leo Kelly OAM Arts and Culture Award,

Best Exhibition Project From Small and Medium Museums Award,

Sewerage Services Most Improved Large Local Water Utilities Award,

Commendation Award at Statewide

Excellence in the Environment Award for