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Annual Report2017/18

Greater Sydney CommissionAnnual Report 2017/18

October 2018 © Crown Copyright 2018 NSW Government

ISBN 978-0-6482729-6-0

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Email: [email protected]: PO Box 257, Parramatta NSW 2124Tel: (02) 8289 6200 or 1800 617 681

The Hon Gladys Berejiklian MP

Premier

GPO Box 5341

SYDNEY NSW 2001

Dear Premier

We are pleased to submit for presentation to Parliament the Annual Report for the Greater Sydney Commission

for the year ended 30 June 2018.

This Report has been prepared in accordance with the Annual Reports (Statutory Bodies) Act 1984 and the

Annual Reports (Statutory Bodies) Regulation 2015.

Yours sincerely

Lucy Hughes Turnbull AO Chief Commissioner

Geoff Roberts Deputy Chief Commissioner,

Economic Commissioner,

Interim Western City District Commissioner,

Chief Coordinator Western Parkland City

Letter to the Premier

3

Greater Sydney Commission | Annual Report 2017/18

Camden, Western City District

4 Contents


Contents

Letter to the Minister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

Chief Commissioner’s Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

Chief Executive’s Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

Commissioners and Ex-officio Members . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

The Greater Sydney Commission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Planning for Greater Sydney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Putting the Plans into Action . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44

Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .114

5


On behalf of the Commissioners, ex-officio

members and staff of the Greater Sydney

Commission, I am pleased to present the

Commission’s Annual Report for 2017/18.

We acknowledge the Aboriginal peoples of

Australia – the first inhabitants of this land

and the world’s oldest continuous culture –

and we are committed to ensuring Greater

Sydney’s future planning reflects Aboriginal

culture and custodianship and core belief

that we have a shared future – and that if we

care for country, it will care for us.

There are many milestones in the history

of Greater Sydney’s growth and emergence

as one of the world’s truly great cities; from

its ancient culture and landscape, to its

modern development as one of the truly

great multicultural cities of the world and its

important role as an economic powerhouse

for Australia and the Asia-Pacific.

Among the milestones of Greater Sydney’s

evolution, this past year will stand out

as significant. Not only do we now have

a 40 year vision and a 20 year plan,

A Metropolis of Three Cities, but for the first

time in NSW history, land use, transport

and infrastructure planning have been

undertaken together in a true spirit of

collaboration and partnership.

A Metropolis of Three Cities – the Greater

Sydney Region Plan, Future Transport

2056 and the State Infrastructure Strategy

2018–2038 have been prepared concurrently

and at their heart is the Metropolis of Three

Cities. Each has been adopted this year by

the NSW Government and they are being

brought to life with unprecedented levels of

investment in infrastructure.

Collaboration is central to the way the

Commission works. Collaborating with our

partner NSW government agencies, 33 local

councils, health and education authorities

and institutions, industry and, of course, the

community has made it possible to co-create

our Region and District Plans.

Concurrent with the finalisation of the plans

was the signing and launch of the Western

Sydney City Deal, the largest and most

complex of its type in Australia, agreed across

three levels of government and the catalyst

for creating the Western Parkland City.

The City Deal will create Australia’s first

21st century city, providing hundreds

of thousands of jobs and new homes,

schools, TAFE and university opportunities,

important new transport links, great new

local spaces and the establishment of

new high technology-focused businesses

supporting and benefiting from the new

Western Sydney Airport.

The Commission is playing a prime role in

delivering the Western Sydney City Deal,

with a multi-agency unit now working

from the Commission’s premises on this

vital process. My deputy, Geoff Roberts,

has been appointed as Chief Coordinator

Western Parkland City, a non-partisan role in

championing the City Deal and the Western

Parkland City. His role includes membership

on the City Deal Implementation Board,

and chairing the Western Sydney City Deal

Coordination Group.

With the adoption of the Region and District

Plans, the first chapter in the history of

the Greater Sydney Commission has been

completed and we now move from planning

to implementing. This new role will be

underpinned by the new priorities for the

Commission that have been agreed between

the Premier and me, and the transition to the

Department of Premier and Cabinet cluster.

Our work so far has had ‘people’ at its very

centre and a commitment to delivering a city

that is productive, liveable and sustainable,

providing opportunity and better lives for

all. I thank my fellow Commissioners, the

Commission’s executive team and our staff for

their energy and commitment in making this

past year a true milestone in our city’s history.

Chief Commissioner Lucy Hughes Turnbull AO

Chief Commissioner’s foreword


6

The past 12 months represent a significant milestone in the Greater Sydney Commission’s short history, with its focus and energy as the NSW Government’s independent agency for metropolitan planning, delivering significant results.

In 2017/18, the Commission has successfully delivered on its 24 Ministerial Priorities with a suite of outcomes informed by extensive community and stakeholder engagement, including A Metropolis of Three Cities – the Greater Sydney Region Plan, five District Plans and the development and finalisation of the Western Sydney City Deal.

Further significant achievements included:

• launching Directions for a Greater Sydney

as a platform to inform integrated land

use, transport and infrastructure planning

in our city

• developing the Growth Infrastructure

Compact methodology as a game changer

for infrastructure and land use planning

• releasing a new Data Hub to track broad

trends, better distinguish specific District

characteristics and allow people to

explore the characteristics of the places

where they live and work in an easy to use

visual format

• directly engaging with over 30,000

Sydneysiders to create the draft Region

and District Plans

• hosting three Community Challenge

workshops for innovators, experts,

practitioners and passionate Sydneysiders

to share ideas on shared spaces, active

transport and quality outcomes for better

places

• taking a place-based approach to planning

by implementing Collaboration Areas in

Camperdown–Ultimo, Liverpool, Greater

Penrith and Randwick

• launching new and award-winning,

digital versions of the Region and District

Plans, allowing users to interact, search,

download and filter the content

• successfully delivering the second annual

Greater Sydney Planning Awards.

The Commission ended the 2017/18 year with a significant change in roles and responsibilities, being placed at the centre of government, reporting directly to the Premier to implement the vision for Greater Sydney as three integrated and connected cities.

On this basis, the Commission will continue its pivot from plan-making to delivering quality outcomes. We have committed to engaging with stakeholders including government agencies, councils, industry, groups and local communities to get better outcomes for the people of Greater Sydney.

Over the past 12 months my colleagues and I have toured Greater Sydney, meeting with councils and undertaking site visits to new housing developments, factories, treatment plants, town centres, rural areas and parklands. These visits have given us invaluable insights into the many issues and opportunities that lie in every local government area.

This strong collaboration with councils will continue, with our expert team of strategic planners now supporting councils to deliver the District Plans.

I’d like to acknowledge and thank our Commissioners and my team, including those who left us over the course of the year. Their strong commitment, great expertise and genuine passion for making Greater Sydney a better place will benefit generations to come.

The Commission’s new focus brings with it a range of new priorities agreed with the Premier, and I look forward to 2018/19 being another successful year for the Commission in delivering a more productive, liveable and sustainable metropolis of three cities.

CEO, Greater Sydney Commission Sarah Hill

Chief Executive’s foreword


7

Commissioners and Ex-officio Members

“The Commission has made significant achievements since our establishment less than three years ago. I’m most proud of our ongoing collaboration with community, industry and local and state government to deliver on our plans for a more liveable, productive and sustainable Greater Sydney.”

Lucy Hughes Turnbull AO is an urbanist,

businesswoman and philanthropist with

a longstanding interest in cities, and

technological and social innovation. She

chaired the Committee for Sydney from

2012 to 2015.

In 2015 she was appointed Chief

Commissioner of the Greater Sydney

Commission, tasked by the NSW state

government to assist in delivering strong and

effective strategic planning for the whole of

metropolitan Sydney.

Lucy was the first female Lord Mayor of

the City of Sydney from 2003–2004 and in

2011 she became an Officer of the Order of

Australia for distinguished service to the

community, local government and business.

In 2012 Lucy was awarded an honorary

Doctorate of Business by the University of

NSW, and in 2016 was appointed Adjunct

Professor at the Faculty of Built Environment,

University of NSW. In 2017 Mrs Turnbull was

awarded an honorary Doctorate of Letters

from Western Sydney University which she

received for her substantial and sustained

service and contribution to the University

and the Greater Western Sydney region.

Lucy Hughes Turnbull AO LLB. MBA Chief Commissioner

“Greater Sydney is experiencing a unique confluence of catalytic infrastructure, investment and ambition; now is our chance to work with governments, communities and industry across the three cities to deliver our vision for a more equitable metropolis.”

Geoff Roberts was appointed to the

Greater Sydney Commission as the Deputy

Chief Commissioner and Economic

Commissioner in late 2015 and reappointed

in September 2018.

He has 35 years of experience in Australia

and internationally working on city strategy,

governance and leadership and currently

holds an Adjunct Professorship position

in the City Futures Research Centre at the

University of New South Wales.

Mr Roberts led the negotiation of the

Western Sydney City Deal on behalf of the

NSW Government and played a pivotal role

in the tri-government agreement reached

in March 2018 between the Australian

Government, the eight Councils of the

Western City and the NSW Government.

In May 2018, Mr Roberts was appointed by

the Premier of NSW as the Chief Coordinator

of the Western City a role that reports to all

three levels of government.

Over his career, Mr Roberts has been

involved on behalf of governments and

the private sector, in the key economic

challenges and opportunities facing cities.

He has a deep history in decision making

around the delivery of integrated land use

and infrastructure programs.

He is a passionate practitioner of

collaboration and a regular public speaker.

Geoff Roberts B Nat Res (Hons), M App Sc (Res Mgt) FAICD Deputy Chief Commissioner, Economic Commissioner, Interim Western City District Commissioner, Chief Coordinator, Western Parkland City


8

“The adoption of the Greater Sydney Region Plan by the NSW Government this year reflects the Commission’s commitment to strong collaboration with all stakeholders, and that liveability for all is critical to Greater Sydney’s future.”

Heather Nesbitt is a Fellow, Planning

Institute of Australia and Graduate,

Australian Institute of Company Directors.

With a career spanning over 30 years both

nationally and internationally, Heather

has expertise in social sustainability, social

housing, social infrastructure planning

and social impact assessment primarily for

major greenfield and urban renewal projects

delivered by the government, non-profit and

the private sector.

As Social Commissioner, her role focuses on

ensuring that the liveability and quality of

life of Greater Sydney citizens is maintained

and enhanced as the city grows. Heather

works collaboratively with government and

non-government stakeholders to facilitate

the improved delivery of education, health,

culture, open space, affordable housing and

social infrastructure while also addressing

issues of social connectedness, cohesion,

inclusion, equity and resilience. Heather

is currently a member of the Schools

Infrastructure NSW Advisory Council and

sits on various government committees

focused on sports/recreation infrastructure,

preventative health/active living initiatives

and place-based planning.

Heather is committed to ensuring that

stakeholder and community engagement

outcomes are central to planning processes

and actively works to put people at the heart

of planning.

Heather Nesbitt BA FPIA GAICD Social Commissioner

“The completion of the Region and District Plans, allows us to focus on how the clear sustainability objectives can be implemented through collaboration with other agencies within government, local government and the community. To achieve this, it is essential we take a place-based approach to planning.”

In his role as Environment Commissioner,

Rod Simpson has focused on the idea of

‘green infrastructure’ as fundamental to the

habitat, liveability, character and identity of

Greater Sydney. Rod is particularly focused

on the potential for South Creek and its

tributaries to become the central spine for

the Western Parkland City and on developing

approaches to achieve low carbon, high

performance precincts to build a more

efficient city.

Rod is an architect and urban designer,

and an Adjunct Professor in the Faculty of

Design, Architecture and Building at the

University of Technology, Sydney. He has

worked for the Australian Government and

provided consultancy services to state and

local governments in planning and urban

design.

Rod led the urban design for the City

of Sydney Sustainable Sydney 2030

strategy with the SGS consortium. He was

instrumental in the development of BASIX

and PRECINX. He is a member of various

housing, transport and architectural design

review panels including the Landcom

Design Advisory Panel and is on the steering

committee of 100 Resilient Cities Sydney.

Rod is also a Trustee of Sydney Living

Museums.

Roderick Simpson BscArch AIA PIA AILA Environment Commissioner


9

“During the past year, people from across the North District generously shared their views and worked together to enable us to deliver a visionary North District Plan to help us shape the future of the District as it grows. Now that the District Plan is in place, our task is to implement it collaboratively to achieve its goals including an enhanced natural environment and great places with improved accessibility, liveability and productivity.”

Dr Deborah Dearing is recognised for her

leadership in improving the design quality

of cities and communities. She has over 30

years’ international experience in urban

design, strategic land use planning, heritage

conservation, affordable housing and

property development in both public and

private sectors.

She has held senior executive roles with

the NSW Department of Planning and

Environment, Architectus, Stockland and the

Sydney Harbour Foreshore Authority, and

board positions with the Australian Institute

of Architects, City West Housing, Livable

Housing Australia and the Sydney Harbour

Federation Trust.

She has received numerous prestigious

awards, including Life Fellowship of the

Australian Institute of Architects for service

to architecture and urban design, the

NAWIC Ryder Hunt Award for leadership

in the Construction and Development

Industry and the Henry Davis York Prize for

Environmental Law.

Deborah is currently President of the NSW

Architects Registration Board and a member

of Sydney University’s Henry Halloran Trust,

the NSW Heritage Council and the Victorian

Government’s Design Review Panel.

Dr Deborah Dearing BArch, PhD, LFRAIA District Commissioner – North

“Sydney has re-imagined itself as a sustainable city supported by a new planning and decision-making process that integrates the uses of our lands with the infrastructure needed to be productive and liveable.”

Maria Atkinson has over 17 years’ experience

on not-for-profit, international institutions

and government boards and committees.

She is a global operator with a deep

understanding of social and environmental

markets and trends and has worked with

multinational organisations and multilateral

agencies in the USA, UK, Europe, Asia, India,

Australia and the Middle East.

Maria is a member of the NSW Government

Climate Change Council and UTS Business

School Advisory Board. She is a Director

of Bingo Industries, The Ethics Centre, the

US Studies Centre and The Royal Botanic

Gardens and Domain Trust. She is also a

Director of the LafageHolcim Foundation

for Sustainable Construction, Switzerland,

and an advisor to the United Nations

Environment Programme Finance Initiative,

Property Working Group.

Maria Atkinson AM BAppSc, GAICD District Commissioner – Eastern City District


10 Commissioners and Ex-officio Members

The Commission would like to

acknowledge the contribution of

former West District Commissioner

Sean O’Toole and South West District

Commissioner Sheridan Dudley,

who finished their terms with the

Commission in September 2017,

following the merger of the South West

and West Districts into the Western City

District. Deputy Chief Commissioner

Geoff Roberts is interim Western City

District Commissioner.

The Commission would also like to

acknowledge former Central City

District Commissioner Professor

Edward Blakely, who resigned from the

Commission in December 2017 to take

up a role in the Land and Environment

Court. Chief Commissioner Lucy

Turnbull is interim Central City District

Commissioner.

“Future planning for Greater Sydney as a metropolis of three cities means that people living in the South District will have greater access to places of work and new social or recreational activities. Working collaboratively with our stakeholders, we will continue to advocate for effective infrastructure to keep pace with population growth and demographic changes to allow us to achieve the best outcome for residents of our South District.”

Morris Iemma served as Premier of NSW

from 2005 to 2008. Prior to that he held the

ministerial portfolios of Treasury, Health,

Sport and Recreation, Public Works and

Services, and Minister Assisting the Premier.

During his Parliamentary career, Morris held

the seats of Hurstville and Lakemba in the

South District.

Morris is currently a board member of the

Ingham Institute, TAFE NSW and most

recently (March 2018) was appointed as an

Independent Director of the Canterbury

Bulldogs League Club. He is Chairman of

Riverwood Community Centre, Miracle

Babies Foundation and NSW Cancer

Institute. In 2017, Morris was appointed as

chairman of the Usman Khawaja Foundation

and the Southern Expansion Football Group.

He has also served on the boards of Beyond

Blue, the SCG Trust and as Chair of the

South Eastern Sydney Local Health District.

In October 2016, Morris was appointed

Chair of the NSW Government’s Greyhound

Industry Reform Panel.

A long-time resident of Beverly Hills and

accredited cricket coach, the former NSW

Premier holds a number of positions

within cricket ranks. He is President of

Campbelltown–Camden Cricket Club, the

NSW Districts Cricket Association, Vice-

President of the St George District Cricket

Association at Kingsgrove Cricket Club and

is coach of the NSW premiership-winning

Moore Shield under-14s team.

The Morris Iemma Indoor Sports Centre was

named in honour of him in 2011.

The Hon. Morris Iemma LLB. BE. District Commissioner – South


11

Ex-officio Members

Michael Pratt AM assumed the role of

Secretary, NSW Treasury and NSW

Industrial Relations on 1 August 2018.

His portfolio includes NSW Treasury, NSW

Treasury Corporation, NSW Industrial

Relations, NSW Long Service Corporation,

icare (Insurance & Care NSW) and SAS

Trustee Corporation. Michael is also Deputy

Chair of Treasury Corporation (TCorp).

He is responsible for strategic management

of the entirety of the State’s finances,

budget, assets, liabilities and financial risk

management framework and transformation.

Prior to his role with Treasury, Michael was

the NSW Customer Service Commissioner,

where he revolutionised the way the

Government delivers services – putting

the people of NSW at the heart of service

delivery in the establishment of Service

NSW. He led major service reform across

the NSW Government, chairing the NSW

Customer Advisory Board – the responsible

governance entity for the delivery of State

Government services to the citizens of NSW.

Michael was honoured as a Member of

the Order of Australia (AM) in the Queen’s

Birthday 2016 Honours List. Michael was

recognised as a role model for Australian

society for providing significant service to

public administration through reforms in

customer service and communication and to

the finance and banking industry.

Michael was awarded an Honorary Doctorate

of Letters in April 2018 from Western Sydney

University for his services to the University

and to the wider community.

Prior to his role as Customer Service

Commissioner, Michael was CEO of

Consumer and SME Banking, North East

Asia, with Standard Chartered Bank. He is a

former President of the Australian Institute

of Banking & Finance and was the inaugural

Joint President of Finsia. Michael’s previous

roles also include senior executive positions

as Group Executive of Westpac Business

& Consumer Banking, CEO of National

Australia Bank in Australia, CEO of Bank of

New Zealand and CEO of Bank of Melbourne.

Michael was also Deputy Chancellor of

Western Sydney University.

Prior directorships include Non-Executive

Director roles at TAL Dai-ichi Life Australia

and Credit Union Australia where he chaired

their respective risk committees; MasterCard

International Inc New York, MasterCard Asia

Pacific; BT Financial Services; Chairman of

Bennelong Funds Management; Chairman of

Shenzen Credit Corporation; and Executive

Director of Standard Chartered Bank Hong

Kong and China.

Michael Pratt AM Secretary – NSW Treasury

As ex-officio members of the Greater Sydney Commission, the Secretaries of NSW Treasury, NSW Planning and Environment and Transport for NSW attend full Commission meetings. This ensures strong coordination in planning and land use decisions across the NSW Government.

The Chief Executive Officers of UrbanGrowth NSW Development Corporation and

Infrastructure NSW, and the Secretary of the Department of Premier and Cabinet also

attend Commission meetings as observers.

Ex-officio members are:

• Secretary, NSW Treasury: Michael Pratt AM

• Secretary, NSW Department of Planning and Environment: Carolyn McNally

• Secretary, Transport for NSW: Rodd Staples


12

Carolyn McNally is the Secretary of the

Cluster of the Department of Planning and

Environment, which encompasses oversight

of nine major government portfolios,

including planning, housing, resources,

energy, environment and the arts.

Since her appointment as Secretary in 2014,

Carolyn has led a major transformation of

the Department’s governance structures

and key portfolio areas. These include

the establishment of the Greater Sydney

Commission, a major revamp of planning

laws, an increase in energy rebates,

overseeing the largest investment into

cultural infrastructure since the build of

the Sydney Opera House, and a landmark

housing affordability package. With

extensive senior executive experience in

the state and federal governments, Carolyn

brings to the Department a proven record

of designing, managing and administering

multi-billion-dollar government programs.

Her priorities for the Department in 2018

include enhancing community participation

in all of the work the Department does,

boosting its capacity to communicate

its work to key stakeholders, as well as

designing and implementing policies and

programs that will create world-class places

to live, work and play across NSW.

Carolyn McNally BA Secretary – Department of Planning and Environment

Rodd Staples assumed the role of Secretary,

Transport for NSW in December 2017.

As Secretary, Rodd leads the Transport

cluster which has more than 25,000 people

working across the transport agencies on

behalf of the NSW community.

He is responsible for leading the Transport

cluster to deliver Premier’s and State

priorities, and his role covers the planning

and delivery of services and infrastructure

across the transport system including trains,

buses, ferries, roads and traffic, freight and

ports, light rail, point to point transport,

interstate air services and active travel.

Rodd is accountable for delivering the

largest transport infrastructure pipeline in a

generation, which includes $41.5 billion of

capital works over a four year period.

He is also accountable for better integration

across transport services, implementing

technology and innovation to improve

customer services, and driving reforms and

long-term planning to make the transport

system more customer-focused and efficient.

In his previous role as Program Director,

Sydney Metro Delivery Office, Rodd led the

delivery of Sydney Metro – Australia’s biggest

public transport projects, with 31 stations

and 66km of new metro rail.

His qualifications in engineering and

finance provide the strong foundations

required to deliver an unprecedented

program of infrastructure works and service

improvements across transport in NSW.

Rodd Staples Secretary – Transport for NSW


13

Sarah Hill commenced as the inaugural

Chief Executive Officer of the Greater Sydney

Commission in January 2016.

Following extensive engagement with the

community, Sarah led the organisation

in translating the Commission’s vision

for ‘a metropolis of three cities’ into the

Greater Sydney Region Plan and five District

Plans adopted by the NSW Government in

March 2018.

Under her leadership, the Commission has

provided advice to the NSW Government and

delivered the initial 24 Ministerial Priorities,

six months ahead of schedule. These

included game changers for Greater Sydney

such as the Growth Infrastructure Compact

and new initiatives like Collaboration Areas.

Sarah is at the helm of the Commission’s

transformation from plan making to a

city making, delivery and implementation

organisation.

Previously, as a Director of Hill PDA

Consulting, Sarah specialised as an economic

planner with expertise in employment areas,

retail, affordable housing and the economic

feasibility of development. Sarah was also

an independent advisor to government on

planning reform and was a member of the

NSW Government’s 2012 Affordable Housing

Taskforce.

She has prior experience in the UK working

to deliver affordable housing and the

creation of a new planning authority known

as the London Olympic and Paralympic

Joint Planning Authority responsible for

the master-planning and approvals for

the London 2012 Olympic and Paralympic

Games and their legacy.

A past-President and Fellow of the NSW

Division of the Planning Institute of

Australia, 2016–17, PIA NSW and Australia

Planner of the Year and a graduate of the

Australian Institute of Company Directors,

Sarah has received two international

planning awards including the Mayor of

London’s Award for Excellence and the Royal

Town Planning Institute Award for Planning.

Sarah is an Adjunct Professor at the

University of Technology Sydney in the

Faculty of Design, Architecture and Building

and in 2018 completed her Doctoral thesis on

the economics of planning in NSW.

Sarah Hill PhD (G), M.Urban & Regional Planning (Hons) (USYD), BSc (USYD), Cert. UK Planning Law & Practice, RPIA (Fellow), MRTPI, MAICD, JP Chief Executive Officer – Greater Sydney Commission


14 Ex-officio Members


Penrith, Western City District

15

Parramatta, Central City District


16 Highlights

Highlights

The Commission is proud of its achievements over the past 12 months, which include the finalisation of the Greater Sydney Region Plan and five District Plans, important progress on bringing the Western Parkland City to life, directly engaging with over 30,000 people and completing our 24 priorities six months ahead of schedule .

Final plans released and implementation commencedIn March 2018, the NSW Government adopted A Metropolis of Three Cities – the Greater Sydney

Region Plan as its vision for the future of Greater Sydney. The Plan was released concurrently

with Transport for NSW’s Future Transport 2056 and Infrastructure NSW’s State Infrastructure

Strategy 2018–38. For the first time the three plans are integrated, leveraging off the foundations

created by the Directions for Greater Sydney document.

The Commission also released the final five District Plans that support the implementation of

the Region Plan at a local level.

The five District Plans are a bridge between regional and local planning. They inform local

environmental plans, community strategic plans and the assessment of planning proposals.

The District Plans also help councils plan and deliver for growth and change, and align their local

planning strategies to place-based outcomes. This delivered on the Commission’s priority to lead

the metropolitan planning of Greater Sydney.

17


Delivering the Western Parkland CityIn September 2017, the South West District and West

District were merged to better facilitate planning

around the Western Sydney Airport and help deliver

a united vision for the Western Parkland City. Deputy

Chief Commissioner and Economic Commissioner,

Geoff Roberts was appointed Interim Commissioner

for the new Western City District.

Over the next 20 years, the creation of the Western

Parkland City will be driven by the Western Sydney

City Deal; a historic agreement signed in March 2018

by the Prime Minister, Premier of NSW and Mayors of

Blue Mountains, Camden, Campbelltown, Fairfield,

Hawkesbury, Liverpool, Penrith and Wollondilly

councils.

The Commission will fulfil its priority to lead the

governance arrangements for the City Deal.

The City Deal sets the investment foundation for the

Western Parkland City to become a global city, enriched

by its heritage and connected to the world and provides

a framework for unprecedented collaboration across

three levels of government.

Deputy Chief Commissioner, Economic Commissioner

and Interim Western City District Commissioner Geoff

Roberts was appointed Chief Coordinator Western

Parkland City.

Western Sydney City Deal launch


18 Highlights

Directions for an even Greater SydneyDirections for a Greater Sydney 2017–2056 was

launched in July 2017, setting the foundation

for integrated strategic land use, transport and

infrastructure planning for Greater Sydney as it

grows. The 10 Directions address Greater Sydney’s

infrastructure, collaboration, people, housing,

great places, connections jobs and skills, landscape,

efficiency and resilience. The Directions inform the

four key themes of the Region Plan and five District

Plans; infrastructure and collaboration, liveability,

productivity and sustainability. The document also

provides a ‘three cities’ foundation for Infrastructure

NSW and Transport for NSW’s plans.

Growth Infrastructure CompactsThe Commission developed and released the concept

of the Growth Infrastructure Compact (GIC) as a

game changer for Greater Sydney. It is a methodology

to better identify place-based plans for sequencing

growth and infrastructure delivery in high growth

areas. GICs assess the nature, level and timing of the

infrastructure investment required for an area, by

considering housing and employment growth, and

analysing growth scenarios and forecasts.

The GIC methodology is being piloted in Greater

Parramatta and the Olympic Peninsula (GPOP), with

further GICs to be developed as part of implementing

the Western Sydney City Deal.

The GIC delivered on the Commission’s priority to

identify game changers. The concept was agreed by the

Commission’s Infrastructure Delivery Committee as the

single most critical game changer for Greater Sydney.

Collaboration AreasThe Commission led Collaboration Areas in Liverpool,

Greater Penrith, Camperdown–Ultimo, Randwick

and Rhodes East. Collaboration areas are places with

high potential where liveability, productivity, and/or a

sustainability outcome can be better achieved through

the collaboration of different levels of government and,

in some cases, the private sector or landowners.

In the last year, the Commission worked with key

agency and council stakeholders to prepare a Place

Strategy for Randwick and Liverpool Collaboration

Areas. The draft strategies were endorsed by the

Commission’s Infrastructure Delivery Committee in

June 2018 for finalisation with the key stakeholders by

September 2018.

The Commission will continue working with

stakeholders from the Camperdown–Ultimo, Greater

Penrith and Rhodes East Collaboration Areas. Draft

Place Strategies for Camperdown–Ultimo and Greater

Penrith are currently being prepared and will be

presented for endorsement at the next Infrastructure

Delivery Committee meeting in September, 2108.

The Collaboration Areas deliver on Action 1 in the

Greater Sydney Region Plan; Identify, prioritise and

deliver Collaboration Areas.

“Sydney Water has greatly valued being part of this innovative collaboration process from its inception and appreciates the positive energy and enthusiasm that the Greater Sydney Commission has generated for this important centre of western Sydney . We sincerely believe the place strategy will be key to aligning strategic government projects to deliver the best outcomes for the people of Liverpool .”

Paul Higham, Head of Service Planning & Asset Strategy . Sydney Water


19

Shared Spaces Community Challenge


20 Highlights

Strategic planning at the centre of the NSW GovernmentIn June 2018, the NSW Government announced

the Commission would be placed at the centre of

Government and report directly to the Premier

from 1 July, to implement the NSW Government’s

vision for Greater Sydney as three integrated and

connected cities.

The move will enable the Commission to continue to

provide independent advice, strategic oversight and

coordination across Government agencies, as well as

provide assurance that quality outcomes are being

delivered.

New priorities for the Commission were agreed

between the Premier and Chief Commissioner and

include implementing the Western Sydney City Deal

and planning for the new Aerotropolis, to be centred

around the new Western Sydney Airport.

Engaging with Sydneysiders about Greater Sydney’s futureThroughout 2017/18 the Commission has directly

engaged with more than 30,000 Sydneysiders. This

conversation is ongoing. The Commission delivered

a comprehensive calendar of engagement events

alongside other government agencies including

Transport for NSW, Infrastructure NSW and the office

of the Government Architect NSW.

This included three ‘Community Challenges’,

focus groups with young people and culturally and

linguistically diverse communities, deliberative

forums with randomly sampled community members,

workshops for community members with an interest in

strategic planning and two surveys of 2,000 people.

Excellence in planning recognised The second annual Greater Sydney Planning Awards

were held in June 2018. The Awards formally

recognised and celebrated 13 plans and projects that

demonstrated visionary thinking and embraced

opportunities to continue to build on the metropolis of

three liveable, productive and sustainable cities.

The Planning Awards delivered on the Commission’s

priority to recognise planning excellence.

Recognition for the CommissionIn June 2018, My Greater Sydney – a digital journey

through the Region and District planning section of the

Commission’s website received Gold in the 2018 Sydney

Design Awards for Digital – Government Services. The

awards were determined by both judges’ feedback and

community voting.

Chief Commissioner Lucy Turnbull was presented with

a Lifetime Membership of the Committee for Sydney in

November 2017, recognising her role in shaping a vision

for a bigger, but better functioning Greater Sydney.

Lucy was also recognised by the Western Sydney

Leadership Dialogue with a Patron’s Prize for

“championing the role of Western Sydney in the city’s

future and the delivery of the Greater Parramatta and

Olympic Peninsula project”.

“Cohesive and purposeful planning of this kind is pivotal in delivering demonstrable improvements on the ground .”

Prof Barney Glover, Western Sydney University Vice Chancellor

Greater Sydney Planning Awards 2018: City of Sydney – Give yourself a lift


21

IlluminARTE Festival, Western City District


22

23


Bondi Beach Iceberg Pool, Eastern City District


24 The Greater Sydney Commission

The Greater Sydney Commission

The Greater Sydney Commission was established through the Greater Sydney Commission Act 2015 (GSC Act) .

The Commission takes a collaborative ‘one government’ approach to lead and guide the strategic

planning for development, infrastructure and housing so that Greater Sydney will be a liveable,

productive and sustainable city for all.

Part 2, Section 2 (9) of the GSC Act states that the Commission’s principal objectives are to:

• lead metropolitan planning for the Greater Sydney Region

• promote orderly development in the Greater Sydney Region, integrating social, economic

and environmental considerations with regard to the principles of ecologically sustainable

development contained in section 6 (2) of the Protection of the Environment Administration

Act 1991

• promote the alignment of government infrastructure decision-making with land use planning

• promote the supply of housing, including affordable housing

• encourage development that is resilient and takes into account natural hazards

• support ongoing improvement in productivity, liveability and environmental quality.

Further, Part 2, Section 2 (10) of the GSC Act states that the Commission’s functions are to:

• provide advice and make recommendations to the Minister on matters relating to planning and

development in the Greater Sydney Region

• prepare and provide reports to the Minister on the implementation (including any impediments

to the implementation) of any plan or proposal relating to development in the Greater Sydney

Region

• provide advice to the Minister on the application of any development fund created under

Section 129 of the Environmental Planning and Assessment Act 1979 in respect of land in the

Greater Sydney Region

• assist local councils in the Greater Sydney Region and other government agencies (including

an agency of the Commonwealth) on the implementation of any plan or proposal relating to


• provide the Minister with such information, advice or reports as the Minister may request

• if requested to do so by a Minister other than the Minister administering this Act (the other

Minister), to provide the other Minister with such information, advice or reports as may be

requested by the other Minister.

25


GovernanceThe Commission’s governance structure is based on the

statutory requirements of the GSC Act.

Four Greater Sydney Commissioners and six District

Commissioners, with an extraordinary breadth of

experience and understanding of urban planning

and city-making, were appointed by the Minister for

Planning in 2016, as set out in the GSC Act, Schedule

2. Following the merger of the South West and

West District to create the Western City District by

Ministerial order, the Commission now has five District

Commissioners.

The GSC Act also allows for three ex-officio members.

Commissioners Supported by

Chief Commissioner Chief Executive Officer• Executive team• Support staff• Agency

secondments• Local government

secondments

District Commissioners• Central City• Eastern City• North• South • Western City

Greater Sydney Commissioners• Economic• Social• Environment

Ex-officio Members• Secretary of NSW

Department of Planning & Environment

• Secretary of Transport for NSW

• Secretary of Treasury

GPOP Subcommittee

• IDC members• Infrastructure NSW• Land and Housing Corporation• Sydney Olympic Park Authority• Property NSW• Department of Justice NSW

• Health Infrastructure• Roads and Maritime Services• Landcom• School Infrastructure NSW• Sydney Water• Department of Premier and Cabinet

Committees

Finance and Governance• Chief

Commissioner• Economic

Commissioner• Social

Commissioner• Environment

Commissioner

Infrastructure Delivery• Chief




Commissioner• Ex-officio Members• Secretary of the

Ministry of Health• Secretary of the

Department of Education

Strategic Planning• Chief




Commissioner• District

Commissioners

Audit and Risk• Mr Brian Blood

(Chair)• Ms Elizabeth

Crouch• Mr Alan Zammit



2017/18 Organisational chart

Chief Executive Officer, Sarah Hill

City Planning Projects

City Planning Strategy

Operations and Governance

Communications and Engagement

Executive Director, Greg Woodhams

• Growth Infrastructure Compact & GPOP

• Collaboration Areas• Grants management• Western Sydney and

South Creek

Executive Director, Halvard Dalheim

• Greater Sydney Region Plan

• District Plans• Data and digital

Chief Operating Officer, Marianne Christmann

• Corporate services• Finance • Human resources• Office management• Governance• Government services• Executive services

Executive Director, Danielle Smalley

• Engagement• Communications• Digital communication • Graphic design


27

Principal officers

Senior Officers Qualifications

Sarah Hill Chief Executive Officer Doctor of Philosophy (G) Master of Urban & Regional Planning (Hons) Bachelor of Science Certificate of UK Planning Law & Practice AICD (Graduate)

Greg Woodhams Executive Director – City Planning Projects Master of Town and Country Planning Bachelor of Arts Degree (Hons) Diploma of Corporate Management

Halvard Dalheim Executive Director – City Planning Strategy Master of Applied Science (Building Project Management) Bachelor of Town & Regional Planning

Marianne Christmann Chief Operating Officer Master of Laws Bachelor of Laws Bachelor of Science

Danielle Smalley Executive Director – Communications & Engagement Master of Arts (Communication Management) Bachelor of Arts

All Commission staff are based in the Commission’s office in Parramatta.



CommitteesThe Strategic Planning Committee has been

responsible for preparing five draft District Plans, as

well as updates, reviews and revisions of those plans.

The Strategic Planning Committee is also responsible

for preparing and updating the Greater Sydney

Region Plan. This Committee will now monitor the

implementation of the Region and District Plans.

Its membership comprises the Chief Commissioner,

Economic Commissioner, Environment Commissioner,

Social Commissioner and District Commissioners.

The Infrastructure Delivery Committee provides

information, advice and regular reports on the

infrastructure requirements to support housing and

employment opportunities in Greater Sydney. The

Infrastructure Delivery Committee is a key point of

intersection and integration across multiple functions

and departments of government.

Its membership compromises the Chief Commissioner,

Economic Commissioner, Environment Commissioner,

Social Commissioner, and Secretaries of the NSW

Department of Planning and Environment, Transport

for NSW, NSW Treasury, NSW Health, and the

Department of Education. Infrastructure NSW and

UrbanGrowth NSW Development Corporation attend

as observers.

The GPOP Sub-Committee of the Commission’s

Infrastructure Delivery Committee was established by a

resolution of 28 February 2017, and pursuant to Section

16(2) of the Greater Sydney Commission Act 2015.

The purpose of the Sub-Committee is to coordinate

transformative infrastructure, strategic development

of government owned lands, job creation and housing

supply within the GPOP growth area.

For the period 2017/18, four meetings of the Sub-

Committee were held.

Its membership is that of the Infrastructure Delivery

Committee plus Infrastructure NSW, Land and

Housing Corporation, Sydney Olympic Park Authority,

Property NSW, Department of Justice NSW, Health

Infrastructure, Roads and Maritime Services, Landcom,

School Infrastructure NSW, Sydney Water and

Department of Premier and Cabinet.

The Finance and Governance Committee advises

and assists the Commission on any of its functions;

advises and assists the Minister for Planning on

Greater Sydney’s environmental, social and economic

performance; develops clear metrics to monitor and

report on Greater Sydney’s environmental, social

and economic performance; and administers grants

programs, such as the Urban Amenity Improvement

Program and the Metropolitan Greenspace Program.

Its membership comprises the Chief Commissioner,

Economic Commissioner, Environment Commissioner

and Social Commissioner.


29

IlluminARTE Festival, Western City District


30 Engagement

Engagement

People and what matters to them are central to the Greater Sydney Commission’s thinking and planning process .

Since it was established in January 2016, the Commission has directly engaged with more than

30,000 Sydneysiders to shape A Metropolis of Three Cities – the Greater Sydney Region Plan and

the District Plans. Engagement activities were designed to ensure the Commission listened to as

wide a range of people as possible, and that community input was considered at multiple points

during the preparation of the draft plans.

During 2017/18, the Commission developed a comprehensive suite of innovative ways to continue

listening to the people of Greater Sydney.

Outside of formal exhibition periods, the Commission continued to engage with community

and stakeholders. In July 2017 the first ever Community Challenge was held to look at the

opportunities and challenges associated with shared spaces. The Community Challenge brought

together big thinkers, experts, practitioners and passionate Sydneysiders to tackle some of the

important challenges and opportunities to grow and improve Greater Sydney.

More than 70 people attended the first Community Challenge on shared spaces, which generated

some innovative ideas on how to more easily find, book and use existing spaces.

Later that month, the second Community Challenge on active transport was held in collaboration

with Transport for NSW. Participants discussed how to encourage more people to walk or cycle

for short trips, debating the potential effects of legislative changes, infrastructure building and

behavioural change. The ideas and feedback from these Challenges fed into the preparation of the

draft Region and District Plans.

In June 2018, the Commission partnered with the office of the Government Architect NSW for a

third Community Challenge that explored how to achieve quality outcomes and great places across

the three cities. Over 70 participants helped identify and propose solutions to key urban design

and place-making challenges for the Region.

The Commission and the office of the Government Architect NSW will produce a report outlining

the challenges and ideas identified during the event. The office of the Government Architect NSW

will use the findings to inform its upcoming Urban Design Guide for Metropolitan Sydney.

“I also acknowledge the GSC’s efforts to engage with local government and the benefits of doing so are evident throughout its analysis, strategies, and recommendations . Long may this be the case!”

Western Sydney Regional Organisation of Councils (WSROC)

31


Draft Greater Sydney Region Plan and revised draft District Plans engagement (October to December 2017)In October 2017, the Commission released a draft

Greater Sydney Region Plan and revised draft District

Plans. The revised draft plans were exhibited from 22

October to 15 December 2017.

The Commission’s engagement activities during

this period sought to gain meaningful feedback to

inform the final versions of the plans. Many activities

were delivered alongside Transport for NSW as they

gathered feedback on their draft Future Transport 2056.

Engagement activities included working alongside the

Advocate for Children and Young People to undertake

focus groups with young people, as well as dedicated

focus groups with culturally and linguistically diverse

communities, deliberative forums with randomly

sampled community members, workshops for

community members with an interest in strategic

planning and a survey of 2,000 people. For a full list

of activities please see table below.

A key focus was to ‘close the loop’ with stakeholders

and demonstrate how the Commission had considered

their feedback and amended the plans where

appropriate. The Commission consequently held a

series of ‘What we heard’ community workshops in

each of the districts detailing how the feedback given

by the public in previous engagement periods has been

considered.

Feedback from submissions and this final phase

of engagement was captured and shared in March

2018 through the Draft Greater Sydney Region Plan

Submissions Response Report and a Draft District Plans

Submissions Response Report. Reports can be accessed

in the ‘What we’ve heard’ section of the website –

www.greater.sydney

Coogee to Bondi coast walk, Eastern City District

“Keep up the good work . GSC feels like the agent for (positive) change . A metropolitan level agency finally!”

Community Member


32 Engagement

Summary of engagement events between 22 October to 15 December 2017

Activity Description

Community briefings (x2) Briefing sessions for community members to gain feedback on the plans

Key stakeholder and industry briefings (x2)

Briefing sessions for key stakeholders and industry representatives to gain feedback on the plans

Elected officials briefings (x8) Briefing sessions for local and State Government elected officials to gain feedback on the plans

Community briefing livestream Community briefing session broadcast on the Commission’s Facebook page

Launch of mymetropolis app mymetropolis app launched to audience of young people in partnership with the Advocate for Children and Young People

Council briefings (x5) Briefing sessions for council planners to gain feedback on the plans

Peak panels (x3) Meetings with environmental and social peak groups to examine the draft plans and show how their feedback to earlier drafts had been incorporated

Industry roundtables (x2) Roundtable meetings to gain feedback from retail and residential industries

What we heard workshops (x12) Community groups and individuals invited to examine the plans and provide feedback, and given an opportunity to see how previous community feedback had helped shape the revised draft District Plans

CALD focus groups (x10) People between the ages of 20 and 50 from five of Greater Sydney’s fastest growing culturally and linguistically diverse (CALD) communities – Vietnamese, Filipino, Indian, Chinese and Arabic

Youth focus groups (x10) Discussions with young people in schools across Greater Sydney, conducted by the Advocate for Children and Young People

Live online sessions (x6) Weekly interactive discussions, where Sydneysiders had access to Commissioners and senior Commission staff to ask questions and contribute their feedback

City deliberative forums (x3) Deliberative panels where community members from across Greater Sydney provided feedback on the plans

Speaking engagements A series of speaking engagements with a range of social, business, environmental and industry audiences, providing an opportunity for questions about the Plans and feedback

Survey A randomised representative survey of residents to gain feedback on the plans


33

9,300people engaged

9,300people engaged

15,300Region and District

Plan downloads

15,300Region and District

Plan downloads

35,200unique web visitors

35,200unique web visitors

6,500engagements on social media

– likes, comments, shares

6,500engagements on social media

– likes, comments, shares

379hours of GSC

video watched

379hours of GSC

video watched

993submissions receivedand published online

993submissions receivedand published online

Key achievements from the October to December 2017 engagement period


34 Engagement

Launch of A Metropolis of Three Cities and the five District PlansThe final version of the Greater Sydney Region Plan

and the five District Plans were released in March

2018. The plans were launched alongside Transport

for NSW’s Future Transport 2056 and Infrastructure

NSW’s State Infrastructure Strategy 2018–2038.

Following the launch, all three agencies collaborated

to provide comprehensive briefing sessions to

stakeholders, industry and the community, as detailed

below:

Summary of Region and District Plan launch activities

Activity

Community briefings (x2)

Community briefing livestream

Elected officials briefings

Council staff briefing

Stakeholder briefing

State government

The Commission is committed to broad and genuine

engagement with Sydneysiders. As the Commission’s

work pivots toward implementing the plans, it is

critical that this culture of listening is ongoing. The

Commission will conduct ongoing social research and

engagement activities to create a range of opportunities

for Commissioners and Commission staff to listen to

the views of the community.



35

Vivid Sydney 2018, Eastern City District


36 Planning for Greater Sydney

Planning for Greater Sydney

In leading metropolitan strategic planning for the Greater Sydney Region, the Greater Sydney Commission has facilitated unprecedented levels of collaboration across state and local government, industry, community and peak bodies .

This unified approach has helped align land use, transport and infrastructure plans to deliver a

cohesive vision for a metropolis of three liveable, productive and sustainable cities.

A Metropolis of Three Cities – the Greater Sydney Region Plan and District PlansIn October 2017, the Commission released for feedback a draft Greater Sydney Region Plan and five

revised draft District Plans.

These plans were prepared in conjunction with Transport for NSW’s Future Transport 2056 and

Infrastructure NSW’s State Infrastructure Strategy 2018–2038.

This was the first time that plans for land use, infrastructure and transport for Greater Sydney have

been aligned across government, and developed from the views and aspirations of the community,

experts, interest groups, businesses, agencies and councils. As a result of this unprecedented

collaboration, the vision for a metropolis of three cities is at the heart of all three plans.

The Greater Sydney Region Plan presents a 40 year vision to 2056, and a 20 year plan to manage

growth in Greater Sydney. The Plan is a framework for decision-making, which informs the

District Plans, local strategic planning statements and Local Environmental Plans (LEPs), and

provides context for councils’ community strategic plans.

In preparing the plans, extensive research was undertaken and published on the Commission’s

website. The Commission seconded staff from councils, who brought local knowledge and

expertise to the process. This allowed the Commission to produce District Plans for local

government prepared by local government.

The draft plans were on exhibition for feedback from 22 October to 15 December 2017.

The Commission received 408 submissions related to the draft Greater Sydney Region Plan and

585 submissions related to the draft District Plans. This was in addition to the 2,300 submissions

received on the Commission’s first draft District Plans, released in November 2016. Submissions

were published on the Commission’s website, accompanied by a submissions report, outlining key

issues and the Commission’s response.

The final version of the Region Plan and the five District Plans were released in March 2018.

37


From plan making to implementationSince the release of the plans in March 2018, the

Commission has transitioned from plan making to

an implementation focus. There are 10 Directions,

40 Objectives and 15 Actions in the Greater Sydney

Region Plan. These filter down into priorities and

actions to be implemented at a local level through the

District Plans.

To assist councils in updating their Local

Environmental Plans to reflect the priorities of the

District Plans, the Commission along with the NSW

Department of Planning and Environment is running

a series of Technical Working Groups throughout 2018

with council officers.

Technical Working Groups are a collaborative project

with other state agencies including Transport for

NSW, IPART, the Government Architect’s Office, and

Infrastructure NSW. This implementation program

is also supported by a website developed with the

Department of Planning and Environment where

councils can share joint studies, background studies

and data.

My Greater Sydney – a digital journey through Region and District planningFollowing finalisation of the Region and District Plans,

the Commission prioritised creating a digital tool that

was accessible, functional, responsive, interactive and

user friendly for our community.

Digitising the plans led to the creation of My Greater

Sydney – a digital journey through Region and District

planning. It is the first strategic city plan in Australia

launched digitally, that allows users to interact, search,

download and filter the content.

The tool was informed by extensive user research,

including user interviews, internal card sorting and

pain points workshops, Google analytics journey

mapping, moderated user testing and persona

development.

Manly Beach, North District



Key priorities for the CommissionWhen the Commission was established in January 2016, the Chief Commissioner and NSW Minister for Planning

agreed on 24 priorities. The Commission delivered all priorities six months ahead of schedule.

No Priority Status

1 Development and exhibition of draft District PlansDevelop and exhibit draft District Plans for all five Districts in the Greater Sydney Region

Complete

2 Strategic Plan for the Greater Sydney RegionPrepare a Strategic Plan for the Greater Sydney Region that aligns with the new Transport Masterplan and State Infrastructure Strategy

Complete

3 Governance arrangements for Western Sydney AirportParticipation in governance arrangements for the Western Sydney Airport

Complete and ongoing

4 Strategic Planning for Parramatta, Penrith, Campbelltown and LiverpoolPrepare and research strategic planning for key centres


5 Development of Olympic Corridor PlanDevelop a plan in conjunction with the Parramatta Light Rail and the revitalisation and activation of the Parramatta region as Sydney’s Central City CBD through integrated land use decision-making

Complete

6 Publication of game changers listPrepare and publish a ‘game changer’ list that captures enabling infrastructure, transport and other government projects with city-shaping potential

Complete

7 Infrastructure priority listSuperseded by the Growth Infrastructure Compact


8 Infrastructure Delivery PlansSuperseded by the Growth Infrastructure Compact

Ongoing

9 Replace Joint Regional Planning Panels with Sydney Planning PanelsA staged transition from July 2017

Complete

10 Promote collaborationPromote collaboration between state government agencies, councils and communities

Ongoing

11 Set up a Parramatta Sub-CommitteeEstablish a Greater Parramatta Sub-Committee through the Strategic Planning Committee

Complete

12 Policy leadership papersPrepare and publish thought leadership papers to lead the dialogue in the Greater Sydney Region

Ongoing


39

No Priority Status

13 Provide advice to the Minister and other Ministers as requiredProvide advice on any matter deemed relevant to the development of the Greater Sydney Region with reference to the objectives and functions of the Commission

Ongoing

14 2015 Sustainable Development AgendaConsider and integrate the 2015 Sustainable Development Agenda adopted by Australia as a member of the United Nations


15 Resilience planningEmbed resilience planning in the District Plans

Complete

16 Housing densificationShow innovation in the District Plans on housing densification including affordable housing for the Greater Sydney Region

Complete

17 Digital DashboardCreate a digital dashboard to promote community access to city building data

Complete

18 Engagement strategyPrepare an engagement strategy for each district in conjunction with the relevant District Commissioner

Complete

19 Engagement with NSW Health and the Department of EducationUndertake early engagement with NSW Health and Department of Education’s strategic planning elements

Ongoing

20 Annual reportPrepare an Annual Report in accordance with the Annual Reports (Statutory Bodies) Act 1984 and the specific requirements of the Greater Sydney Commission Act 2015-Part 4, Section 21


21 Quarterly reportReport progress on development of the Greater Sydney Region Plan and District Plans on a quarterly basis


22 Grants and AwardsManage the Metro Greenspace Program and other grants delegated by Government . Develop an annual awards program for planning excellence for Greater Sydney


23 Establish the organisationLead the organisational establishment of the Commission including HR, IT, staffing, budget, secretariat, other operational policies etc

Complete

24 Operational PlanPrepare an operational plan including an interface with the NSW Department of Planning and Environment to provide clarity on accountabilities and reporting

Complete



In July 2018, the Commission transitioned to the Department of Premier and Cabinet Cluster, a move that placed

strategic planning at the centre of government. As part of this transition, the Premier and Chief Commissioner

agreed on a new set of priorities.

No Priority Status

1 Provide independent advice to Government As required

2 Lead the strategic planning of Greater Sydney, including implementation of the Greater Sydney Region PlanLead the strategic planning of Greater Sydney, develop more innovative ways of cross-government working that successfully deliver the 15 actions of the Greater Sydney Region Plan and Monitor the Plan’s implementation and report progress to government

Underway

3 Assure the delivery of key state and local plansAssure the timely delivery of 33 Local Environmental Plans that reflect the Government’s strategy for Greater Sydney

To formally commence in Q3 2018

4 Implement the Western Sydney City DealCoordinate land use and infrastructure planning for the Western City, including implementation of the Western Sydney City Deal . Explore future economic opportunities for Western Sydney

Underway

5 Lead delivery of the vision for Greater Parramatta and the Olympic PeninsulaLead cross-government implementation of the vision for Greater Parramatta and the Olympic Peninsula

Underway

6 Deliver to Government an effective tool for infrastructure planning – Growth Infrastructure Compact (GIC)Deliver the GIC, pilot the GIC in Greater Parramatta and the Olympic Peninsula and deliver up to three GICs in Western Sydney

Pilot to be delivered late 2018

7 Community and stakeholder engagementLead robust conversation with community and stakeholders through innovative engagement opportunities . Provide the government with independent advice on infrastructure planning issues that are a priority for the community and stakeholders

Ongoing

8 Innovate to develop a more sustainable and liveable Greater SydneyDeliver sustainable development and lower carbon precincts in the Western and Central Cities through collaboration with DPE, INSW, Sydney Water, Water NSW and state-owned utility corporations . Work with Government Property, Landcom and Urban Growth to optimise the use of surplus or under-utilised land to enhance social infrastructure and local connectivity

Underway

9 Strategic thought leadershipLead community and stakeholder engagement, dialogue and debate and advise government on key city making issues

Ongoing

10 Other prioritiesCarry out certain tasks on a when required basis . Undertake priorities of and on its own in relation to any matter consistent with the Greater Sydney Commission Act 2015

As required


41

Hurstville, South District



Celebrating planning excellence in Greater SydneyThe second annual Greater Sydney

Planning Awards held in June 2018,

highlighted excellence in planning

and recognised outstanding

collaborative, innovative and bold

initiatives that are delivering

benefits to communities,

economies and the

environment.

Six winners were chosen

from 31 nominations,

showcasing a diverse range

of initiatives including programs designed to challenge

our reliance on cars, plans to provide infrastructure

with growth and strategies to cool the city.

The judging panel consisted of:

• Dr Deborah Dearing – North District Commissioner

• Caleb Niethe – 2017 Lendlease Bradfield Scholarship

Winner

• Jenny Rudolph – President Planning Institute of

Australia, NSW Division

• Suzanne Toumbourou – Executive Director,

Australian Sustainable Built Environment Council

• Dillon Kombumerri – Principal Architect at NSW

GAO & Adjunct Professor at University of Sydney

• David Borger – Western Sydney Director, Sydney

Business Chamber

• Gary White – Chief Planner, NSW Department of

Planning and Environment.

The six winners were:

• Great Community Collaboration – Give Yourself a

Lift, City of Sydney

• Development Supported by Infrastructure –

Parramatta CBD Planning Proposal – Infrastructure

Funding, City of Parramatta Council

• Great New Place to Live and/or Work –

Barangaroo South, ASPECT |OCULUS

• Planning for Jobs and Skills – The Quarter,

Penrith City Council

• Great Sustainability Initiative – Cooling the City,


• The Chief Commissioner’s Award – Western Sydney

Parklands, Bob Waldron and the Office of Strategic

Lands, Suellen Fitzgerald and Western Sydney

Parklands Trust.

Seven commendations were also awarded:

• Great Community Collaboration – Northern Beaches

Hospital Precinct Structure Plan, Northern Beaches

Council

• Great Community Collaboration – The Village Café,


• Development Supported by Infrastructure – Rhodes

West – Planning a New Community, City of Canada

Bay

• Great New Place to Live and/or Work – Parramatta

Walking Strategy – Implementing Sydney’s Green

Grid, City of Parramatta Council

• Planning for Jobs and Skills – Liverpool Innovation

Precinct, South Western Sydney Local Health

District

• Great Sustainability Initiative – Blacktown

Showground Redevelopment, Blacktown City Council

• Great Sustainability Initiative – Ongoing

commitment to environmental sustainability,

Ku-ring-gai Council.

An acknowledgement was awarded in the Planning for

Jobs and Skills category to School Assets Strategic Plan

2031, School Infrastructure NSW.


43



44 Putting the Plans into Action

Putting the Plans into Action

With the release of A Metropolis of Three Cities and the District Plans, the Greater Sydney Commission has pivoted from plan-making to implementation .

Implementing the Region and District Plans requires the Commission, the NSW Department of

Planning and Environment and councils to work collaboratively with state agencies and enable

consistent, transparent and fair decision-making.

All 15 actions of the Region Plan are underway and progress will be reported annually by the

Commission, with the first report due in March 2019.

45


Actions to deliver the Greater Sydney Region Plan

Action Lead agency Progress

1 . Identify, prioritise and deliver Collaboration Areas

Greater Sydney Commission

Delivery of place based approaches for five Collaboration Areas

2 . Coordinate land use and infrastructure for the Western City District


Through the Western City District Plan and supporting the delivery of the 38 actions in the Western Sydney City Deal

3 . Prepare housing strategies

Councils, NSW Department of Planning and Environment, Greater Sydney Commission

The Commission and Department of Planning and Environment are collaborating to deliver a program of Technical Working Groups to support councils in the preparation of housing strategies

4 . Develop 6–10 year housing targets

Greater Sydney Commission, councils

The Commission and Department of Planning and Environment are collaborating to deliver a program of Technical Working Groups to support councils in the preparation of 6–10 year housing targets

5 . Implement Affordable Rental Housing Targets

Greater Sydney Commission, NSW Department of Planning and Environment, councils

The Commission is chairing an inter-agency committee on implementation of Affordable Rental Housing Targets . The Commission is also working with other State agencies to develop arrangements for delivering and managing the housing created by the targets

6 . Collaborate to deliver the Greater Parramatta and the Olympic Peninsula vision

Greater Sydney Commission, NSW Government, councils

Collaborating with more than 20 stakeholders including councils and state agencies to progress the pilot Growth Infrastructure Compact which will also support the delivery of the vision for Greater Parramatta and the Olympic Peninsula

7 . Develop a growth infrastructure compact for Greater Parramatta and the Olympic Peninsula


Collaborating with more than 20 stakeholders including councils and state agencies to progress the pilot Growth Infrastructure Compact

8 . Support the growth of the Camperdown–Ultimo Collaboration Area


Stakeholder governance implemented, research conducted and preparation of Place Strategy for the Camperdown–Ultimo Collaboration Area is underway

9 . Collaborate to deliver the Western Sydney City Deal

Australian Government, NSW Government, councils

Western Sydney City Deal Delivery Office established to deliver the Western Sydney City Deal



Action Lead agency Progress

10 . Facilitate whole-of-government place-based outcomes through Collaboration Areas for targeted centres, including Liverpool, Greater Penrith and Randwick


Stakeholder governance implemented, research conducted and delivery of place based approaches for Collaboration Areas including Liverpool, Greater Penrith and Randwick is underway

11 . Review and plan for industrial and urban services land


Local and State Government steering committee established and research commissioned . The Commission is developing a framework for the industrial lands review

12 . Develop and implement the South Creek Corridor Project

Infrastructure NSW The Commission is working with Infrastructure NSW to develop urban design and landscape principles to develop and implement the South Creek Corridor Project

13 . Develop the Greater Sydney Commission’s role in peer reviewing key land use and infrastructure plans prepared by NSW Department of Planning and Environment to provide assurance to the community that robust planning is being undertaken across Greater Sydney consistent with the Region and District Plans .


The Commission is establishing assurance frameworks for local planning, state led projects and planning policy with the Strategic Planning Committee

14 . Develop performance indicators in consultation with state agencies and councils that measure the 10 Directions to inform inter-agency, state and local government decision-making

Greater Sydney Commission, Transport for NSW, Infrastructure NSW, NSW Health, NSW Department of Education, councils

The Commission is leading consultation with councils and agencies through a technical working group program to review and recommend performance indicators . These will be tested with a Citizens Panel to make sure the performance indicators resonate with the community (subject to budget confirmation)

15 . Develop detailed monitoring and reporting of housing and employment in Greater Sydney

NSW Department of Planning and Environment, councils

NSW Department of Planning and Environment are working on enhanced information and tools to support strategic planning to be complemented by councils’ data that informs local planning . Through a technical working group program with agencies and councils, opportunities for greater consistency of data bases are being explored as part of a joined up and coordinated approach to the local strategic planning statements


47

Western Sydney City DealOn 4 March 2108, the Prime Minister, Premier of

NSW and Mayors of Blue Mountains, Camden,

Campbelltown, Fairfield, Hawkesbury, Liverpool,

Penrith and Wollondilly Councils signed the Western

Sydney City Deal.

The Western Sydney City Deal is a 20-year agreement

between the three levels of government to set the

investment foundation and deliver transformative

change to the Western Parkland City. It commits the

three levels of government to work together and

contribute resources to deliver 38 commitments as an

integrated package driving the growth, development

and place-making of the Western Parkland City.

The City Deal is part of an integrated approach to

re-shaping Western Sydney, through coordinating land-

use planning with infrastructure and service delivery.

Major commitments in the City Deal include:

• the delivery of the first stage of a North-South Rail

Link from St Marys to Western Sydney Airport

• rapid bus services from the metropolitan centres

of Penrith, Liverpool and Campbelltown to the

Western Sydney Airport before it opens in 2026, and

the Western Sydney Aerotropolis

• establishing the Western Sydney Aerotropolis as a

world-class city precinct to supports jobs growth

• establishing a new Authority to become master

planner and master developer of the Aerotropolis

with an initial focus on Commonwealth land

• establishing a Western Sydney Investment

Attraction Office to attract domestic and

international investment, supported by an

Investment Attraction Fund

• creation of an Aerospace Institute in the

Aerotropolis, including support for a STEM

university, a vocational education and training

facility, and a new public high school focused on the

aerospace and aviation industries

• a $150 million Western Parkland City Liveability

Program, with a $60 million contribution from NSW,

to fund improved community facilities and urban

amenity, and enhanced liveability to enable and

complement new housing supply

• Growth Infrastructure Compacts piloted to

coordinate planning and delivery of new housing

supply and ensure the required infrastructure is

delivered as it is needed.

La Perouse, Eastern City District



A Western Sydney City Deal Delivery Office has been

established with representatives from each of the

three levels of Government. The Delivery Office will

drive the delivery of all 38 City Deal commitments,

support governance arrangements and provide regular

monitoring and reporting. It is led by the Commission’s

Chief Executive Officer.

Growth Infrastructure Compact Pilot for GPOPIn July 2017, the Commission announced Growth

Infrastructure Compacts – a new way of assessing

the nature, level and timing of the infrastructure

investment required for an area, by considering its

housing and employment growth, and analysing

growth scenarios and forecasts. The Infrastructure

Delivery Committee identified the innovation as a

game-changer for Greater Sydney.

A Growth Infrastructure Compact pilot for the Greater

Parramatta and the Olympic Peninsula (GPOP) is a key

action in the Greater Sydney Region Plan and the State

Infrastructure Strategy.

GPOP is the economic corridor of the Central River

City. It spans from Westmead to Sydney Olympic Park

to North Strathfield and includes the largely residential

areas north of the Parramatta River and the industrial

and urban services land to its south. It follows the route

of the Parramatta Light Rail and Sydney Metro West.

To pilot the Growth Infrastructure Compact, the

Commission established a multi-disciplinary team to

partner with over 20 state agencies, along with two

councils and two privately leased utilities.

The steps involved in a Growth Infrastructure

Compact are:

Develop a vision for growth for an area with 10, 20 and 40 year scenarios .

Establish an infrastructure baseline for an identified growth area .

Develop a preferred growth scenario including a sequence for growth and infrastructure .

Design funding and finance options and an infrastructure delivery sequence .

Evaluation by Greater Sydney Commission, Treasury, Infrastructure NSW and NSW

Department of Premier & Cabinet .

Preferred scenario presented to the NSW Government as a growth infrastructure compact .

If endorsed, State agencies align their asset management plans to deliver the growth

infrastructure compact .

While the Growth Infrastructure Compact is being

piloted in GPOP, the methodology is designed to be

readily adapted for use in other areas of Greater Sydney,

such as the Western Parkland City.

“The GSC is playing an invaluable role in expanding the way in which health and urban planning can be undertaken by government . This reimagining of planning can lead to improvements in the health and wellbeing of our communities – by improving access to health services, building healthy neighbourhoods and supporting better transport links and job opportunities” .

Elizabeth Koff, Secretary NSW Health


49

Collaboration AreasThe Greater Sydney Region Plan and District Plans

introduced the concept of Collaboration Areas – a

place-based, multi-stakeholder approach to solving

complex urban issues.

Collaboration Areas focus on delivering vibrant, diverse

and productive places centred around employment

and education opportunities, enhanced liveability

and sustainability. The process seeks to identify and

recognise complex, place-specific issues stopping these

areas from reaching their full potential. It then brings

together diverse stakeholders to find practical solutions

based on more efficient, effective and coordinated

planning and investment.

In 2017/18 the Commission led Collaboration Areas

in Liverpool, Greater Penrith, Camperdown–Ultimo,

Randwick and Rhodes East. The Commission formed

diverse stakeholder groups in each of the areas, specific

to the place and issues involved. Stakeholder groups

were chaired by the relevant District Commissioners

and met regularly throughout the year to identify

and resolve key issues such as transport and access,

infrastructure provision, urban amenity, housing

affordability and jobs growth.

Liverpool and Randwick Collaboration AreasIn 2017/18, the Commission joined with the key

stakeholders to prepare draft Place Strategies for the

Randwick and Liverpool Collaboration Areas. The draft

Place Strategies will document a vision and shared

objectives for the Collaboration Areas, based upon

existing strategies including councils’ community

strategic plans, and the relevant District Plans. The

draft Place Strategies will then identify impediments

and opportunities, agree on priorities and identify

projects and actions to deliver the vision. The draft

Place Strategies will clarify the role of State agencies

and local councils, and the governance arrangements

required to deliver the vision and shared objectives for

the Collaboration Areas.

The focus of the Liverpool Collaboration Area has been

growing Liverpool into a metropolitan city, supported

by infrastructure and with strong jobs growth

underpinned by a thriving health and education

precinct, nearby employment lands, and proximity to

the new Western Sydney Airport.

In Randwick, the focus has been on integrating and

growing the health and education precinct into a

globally recognised innovation district.

The draft Liverpool and Randwick Collaboration Area

Place Strategies were reported to the Commission’s

Infrastructure Delivery Committee in June 2018 with a

view to final consultation with Councils and agencies

before consideration for adoption by the Commission’s

Board in September 2018.

Once finalised, the outcomes of the Place Strategies will

be reflected in updates to the relevant District Plans

to provide greater clarity on the priorities for the area,

certainty to the community and the private sector and

to inform the NSW Government’s investment plans and

policies to create great places.

Greater Penrith, Camperdown–Ultimo and Rhodes East Collaboration AreasThe Commission has facilitated stakeholder group

discussions in Greater Penrith, Camperdown–Ultimo

and Rhodes East throughout 2017/18 to address several

complex, place-specific issues.

Work with stakeholders in the Greater Penrith

Collaboration Area has focused on how to encourage

future investment and growth within the area,

including the health and education ‘Quarter’ and

the Penrith CBD, as well as resolving flooding and

evacuation issues.

In Camperdown–Ultimo, the Commission and key

stakeholders have prepared a draft vision and narrative

that will form the basis of the area’s Place Strategy to

grow the Innovation Precinct around the University of

Sydney, University of technology Sydney, University

of Notre Dame Sydney campus, Royal Prince Alfred

Hospital, TAFE and other key stakeholders.

In the Rhodes East Collaboration Area, the Commission

has led stakeholder group discussions about how

sustainable utility infrastructure can be delivered

including the delivery of network wire and recycled

water dual reticulation. This work is ongoing and

complements the Department of Planning and

Environment’s work in the Rhodes East Planned

Precinct.



South Creek CorridorThe South Creek Corridor will be the central green and

blue ‘spine’ and structuring element of the Western

Parkland City, integrating urban design and water

management. The corridor comprises South Creek,

Kemps Creek, Badgerys Creek and Eastern Creek

catchments; an area of approximately 600 square

kilometres.

Over 2018, the Commission’s focus has been on

delivering key elements of Infrastructure NSW’s Sector

Review. The Sector Review aims to investigate a new

and innovative catchment-wide approach to integrated

land and water management that can best deliver the

cool, green Western Parkland City envisioned in the

Greater Sydney Region Plan. This will require a strong,

landscape-led approach.

The Commission has led the urban and landscape

design component of the review, collaborating with

Infrastructure NSW, Sydney Water, the Environmental

Protection Authority, and Department of Planning and

Environment in a whole of government approach.

The Commission has also led several complementary

studies including cultural and sustainability, to

ensure that the broader vision for South Creek is

delivered. This has included developing an Aboriginal

Engagement Strategy to facilitate cultural mapping

exercises with Aboriginal stakeholders.

In addition, the Commission has been at the forefront

of a study examining the strategies proposed to ‘future

proof’ the significant investment in car parking. The

impact of car sharing, potential autonomous vehicles

and the investment in public transport on a 40 year

vision for the region requires innovative and forward

thinking.

In both studies the Commission has brought together

state agencies and local government to ensure a

cohesive, place based approach to planning for the

Region.

Urban Amenity Improvement ProgramIn 2017, the Commission commenced the rollout of

the $198 million Parramatta Road Urban Amenity

Improvement Program (UAIP), a major public spend to

kick start the renewal of the Parramatta Road corridor.

In 2017, the Commission received and assessed 32 UAIP

project applications and subsequently, the first stage in

funding of $29 million was approved by the Minister.

These projects will increase tree canopy, create new

and improved parks and open spaces, enhance the

streetscapes to encourage activity and improve walking

and cycling links along the 22-kilometre Parramatta

Road corridor and surrounds.

There are two stages to the grants program. Stage 1

grants will fund the completion of detailed design

works for public domain areas and new urban plazas,

and kick-start the creation of new and improved open

spaces across Granville, Auburn, Homebush, Burwood–

Concord, Kings Bay, Leichhardt, Taverners Hill and

Camperdown precincts.

Stage 2 is the construction phase and will commence in

2018 with councils beginning on-the-ground works.

From July 2018 this Program will transfer back to the

NSW Department of Planning and Environment.

Metropolitan Greenspace ProgramThe Metropolitan Greenspace Program supports local

councils in Greater Sydney and the Central Coast to

improve regional open space by co-funding projects

that expand the green grid for these two regions.

Projects enhance open spaces, parks, bushland, natural

areas, waterway corridors and tree-lined streetscapes.

The Commission managed the Metropolitan

Greenspace Program and provided the Minister with

recommendations for the funding of individual grants.

The Commission is committed to building a major

legacy for future generations by partnering with

councils to deliver projects that contribute to the Green

Grid network for our communities.

In 2017/18, 17 project grants totalling over $2 million

were paid to local councils on completion or

significant progress of their Metropolitan Greenspace

projects. Projects included planning and design

studies, new regional playgrounds, coastal, creek and

bushland walking trails, and new shared walking and

cycling links.

From July 2018 this Program will transfer back to the



51

Future prioritiesWestern Sydney City Deal A clear, joined up and enduring governance

arrangement will focus on delivering the Western

Parkland City. This includes involvement of all tiers

of government, of local communities through their

councils and a consistent and innovative relationship

with industry.

The Commission will have a lead role in the

implementation of the Western Sydney City Deal and

the coordination of land use and infrastructure. Key

components include the Planning Partnership and the

new Authority for the Western City.

The new Authority is being established to manage

infrastructure delivery and the creation of places,

streets, open spaces and public areas. The new

Authority will work alongside the Western Sydney

Planning Partnership and the Sydney Metro Authority

to streamline planning processes.

A Western Sydney Planning Partnership will also be

established. The Planning Partnership will:

• deliver better, more efficient planning outcomes

within Western Sydney

• accelerate Western Sydney’s transformation and

development

• maximise the benefit of Western Sydney Airport.

The Planning Partnership will also be responsible for

preparing rezonings in the initial precincts and will

support the rezoning of the remaining precincts.

Growth Infrastructure Compact Pilot for GPOPWork on the GPOP Growth Infrastructure Compact

is being governed by a GPOP Sub-Committee of

the Commission’s statutory Infrastructure Delivery

Committee. The GPOP Sub-Committee is co-

chaired by the Chief Commissioner and CEO of

Infrastructure NSW. The Commission will present the

recommendations of the Growth Infrastructure Pilot

for GPOP for the Government’s consideration.

As part of the Western Sydney City Deal, the NSW

Government will establish pilot Growth Infrastructure

Compacts for the Western Parkland City. The Compacts

will coordinate the sequenced planning and delivery of

new housing supply and the required infrastructure.

Collaboration AreasThe Commission’s 2018/19 Collaboration Area program

will focus on Campbelltown, Kogarah, Bankstown CDB/

Airport/Milperra and the Australian Nuclear Science

and Technology Organisation.

As with previous Collaboration Areas, the Commission

will establish stakeholder groups to develop a vision

for the area, identify impediments and opportunities,

agree to priorities and identify projects and initiatives

to deliver the vision.

These elements will be documented in a Place Strategy

and reported to the Commission’s Infrastructure

Delivery Committee for endorsement.

The final Place Strategies for Liverpool, Randwick,

Greater Penrith, and Camperdown–Ultimo will be

reported to the full Commission in September 2018 for

approval. Once approved, the outcomes of the Place

Strategies will be reflected in updates to the relevant

District Plans to provide greater clarity on the priorities

for the area, provide certainty to the community and

the private sector, and inform the NSW Government’s

investment plans and policies to create great places.

South Creek Corridor ProjectThe Commission will continue to develop the

landscape principles essential for delivering a cool,

green spine for the Western Parkland City. This will

include collaboration across government agencies

charged with delivering the Western City and

integration with the 38 Western Sydney City Deal

Commitments.

AssuranceTo support the implementation of the Region and

District Plans, an LEP Roadmap has been distributed

to councils to provide guidelines for integrating the

District Plans into the local planning framework over

the next two to three years.

The first phase of implementation for councils is to

review their existing LEP for alignment with the relevant



District Plan and establish priorities to address in

their local planning. The Commission is developing

an assurance framework with the Strategic Planning

Committee for this review which will be undertaken in

late 2018.

The Commission is providing advice to councils

through Technical Working Groups with a focus on

interpretation of the plans, coordinated agency input,

development of 6 to 10 year housing targets and

monitoring across State and local government.

Listening organisationDuring the drafting and finalisation of the Greater Sydney

Region Plan and the five District Plans, the Commission

undertook extensive engagement across the

community, listening to the views of tens of thousands

of people across the three cities. As the Commission’s

work pivots toward implementing the plans, it is

critical that this culture of listening continues.

A key pillar of our listening organisation will be a

standing panel of 115 Greater Sydney community

members who will reflect on the key implementation

challenges facing Greater Sydney and provide insights

on how best to improve outcomes for current and

future residents.

Panel members will be recruited through randomised

recruitment and expressions of interest and will reflect

the geographic and demographic diversity of Greater

Sydney.

The panel will meet four times with access to experts

from across government and the private sector.

Feedback and findings will be shared with relevant

government agencies, local councils and, more broadly,

with the Greater Sydney community through a report

to be published mid-2019.

The Commission will conduct ongoing social research

and engagement activities to create a range of

opportunities for Commissioners and Commission staff

to listen to the views of the community.

Thought LeadershipIn 2018/19, the Commission will provide thought

leadership on key city making issues. These will include

the issues of Industrial lands, liveability and quality

outcomes, smart cities, sustainability, and connected

and healthy communities.

Liverpool, Western City District


53

Royal National Park, South District


Appendices54

Appendices

Appendix 1 56Commission Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

Appendix 2 64Legal Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

Risk management and insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

Internal audit and Risk Management Attestation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71

Conflicts of interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

Digital Information Security Attestation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 73

Appendix 3 74Credit card certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Public interest disclosures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Privacy and personal information protection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Public access to government information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

GIPA Act applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

Consumer response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

International travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

Research and development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

Waste management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

Report publication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77

Appendix 4 78Organisational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Human resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Exceptional movements in salaries and wages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Personnel and industrial relations policies and practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Human resources policies and practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Executive remuneration and senior executives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Staff profile by category and gender . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Workforce Diversity, Disability Inclusion Action Plan,

Multicultural Policies & Services Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Work health and safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Appendix 5 84Budgets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

Payments of accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85

Consultants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 85


55

Appendix 1

• Commission Governance


56

Greater Sydney CommissionThe Commission (often referred to as the ‘Full

Commission’) was established under the Greater

Sydney Commission Act 2015 (GSC Act) and has the

following members:

a) four persons appointed by the Minister (the Greater

Sydney Commissioners), each of whom has, in

the opinion of the Minister, expertise in at least

one of the following areas, namely, environmental

sustainability, environmental science, sustainable

design, strategic planning, infrastructure planning

and delivery, architecture, urban design, traffic and

transport, engineering, community development

and services, local government, environmental

planning law, social justice, property development,

community engagement, economics, tourism or

heritage

b) each person appointed by the Minister to represent

a District in the Greater Sydney Region (the District

Commissioners), being a person who has, in the

opinion of the Minister, expertise in at least one of

the following areas, namely, planning, architecture,

heritage, the environment, urban design, land

economics, traffic and transport, law, engineering,

tourism or government and public administration

c) the Secretary of each of the following agencies

(the ex-officio members)

I. NSW Department of Planning and

Environment

II. Transport for NSW

III. NSW Treasury.

In 2017/18 the Full Commission’s statutory functions

were:

a) to provide advice and make recommendations to

the Minister on matters relating to planning and


b) to prepare and provide reports to the Minister on

the implementation (including any impediments

to the implementation) of any plan or proposal

relating to development in the Greater Sydney

Region

c) to provide advice and make recommendations

to the Minister on any impediments to the

implementation of any plan or proposal relating

to development in the Greater Sydney Region

d) to provide advice to the Minister on the application

of any development fund created under section 129

of the Environmental Planning and Assessment Act

1979 (EP&A Act) in respect of land in the Greater

Sydney Region

e) to assist local councils in the Greater Sydney

Region and other government agencies (including

an agency of the Commonwealth) on the

implementation of any plan or proposal relating to


f) to provide the Minister with such information,

advice or reports as the Minister may request

g) if requested to do so by a Minister other than the

Minister administering the GSC Act (the other

Minister), to provide the other Minister with such

information, advice or reports as may be requested

by the other Minister

h) to make environmental planning instruments for

local government areas within the Greater Sydney

Region (this power is currently delegated to the

Department and councils)

i) issuing Gateway Determinations under the EP&A

Act (this function is currently delegated to the

Department)

j) conducting Rezoning Reviews under the EP&A

Act (this function is currently delegated to the

Department)

k) prepare draft strategic plans for the Greater Sydney

Region (including the power to make District

Plans).

Members of the CommissionDuring the reporting period, two new ex-officio

member positions were filled. Please refer to pages

8–13 for the details of all Commissioners and members

currently holding office.

Lucy Turnbull AO continues in her role as Chief

Commissioner and was also appointed the Interim

District Commissioner for Central City in April 2018.

Please refer to page 8 for Ms Turnbull’s credentials.

Geoff Roberts continues in his role as Deputy Chief

Commissioner and Economic Commissioner and was

also appointed the Interim District Commissioner for

Western City in September 2017.


57

Commission’s Chief Executive OfficerMs Sarah Hill is the Chief Executive Officer. Please refer

to page 14 for Ms Hill’s credentials.

Commission CommitteesThe Commission’s four statutory committees are:

a) Finance and Governance Committee

b) Strategic Planning Committee

c) Infrastructure Delivery Committee

d) Audit and Risk Committee.

Finance and Governance CommitteeSection 12 of the GSC Act requires the Commission to

establish a Finance and Governance Committee.

Finance and Governance Committee members are the

Greater Sydney Commissioners.

The Finance and Governance Committee’s statutory

functions are:

a) to advise and assist the Commission in connection

with such functions of the Commission as are

determined by the Minister

b) to advise and assist the Commission in connection

with any of the other functions of the Commission

c) to advise and assist the Minister on the activities

of the Commission to the extent they relate to

environmental, social and economic matters.

The Finance and Governance Committee terms of

reference were approved by the Commission on 13 July

2016.

Strategic Planning CommitteeSection 13 of the GSC Act requires the Commission to

establish a Strategic Planning Committee.

SPC members are the Greater Sydney Commissioners

and all District Commissioners.

The Strategic Planning Committee’s statutory functions

are:


with such functions of the Commission as may be


b) if requested to do so by the Commission to

(i) prepare draft strategic plans under Part 3B of

the EP&A Act for the Greater Sydney Region

(ii) provide information, advice and quarterly

reports on the implementation of strategic

plans for the Greater Sydney Region

(iii) advise and assist the Commission in

connection with any of the other functions of

the Commission.

The Strategic Planning Committee terms of reference

were approved by the Commission on 13 July 2016.

Infrastructure Delivery CommitteeSection 14 of the GSC Act requires the Commission to

establish an Infrastructure Delivery Committee.

The members of the Infrastructure Delivery Committee

are the:

• Greater Sydney Commissioners

• ex-officio Commission members

• Secretary of the NSW Ministry of Health

• Secretary of the NSW Department of Education.

The Infrastructure Delivery Committee’s statutory

functions are:


with such functions of the Commission as may be


b) if requested to do so by the Commission to

i. provide information, advice and regular reports

on the infrastructure requirements to support

housing and employment opportunities in the

Greater Sydney Region

ii. advise and assist the Commission in

connection with any of the other functions of

the Commission.

The Infrastructure Delivery Committee terms of

reference were approved by the Commission on 13 July

2016.

In February 2017, the Infrastructure Delivery

Committee created a sub-committee pursuant to

section 16(2) of the GSC Act referred to as the Greater

Parramatta and the Olympic Peninsula Sub-Committee.


58 Appendix 1 – Commission Governance

The Greater Parramatta and the Olympic Peninsula

Sub-Committee’s members are:

a) members of the Infrastructure Delivery Committee

b) Chief Commissioner, Chair

c) CEO, Infrastructure NSW (joint chair with the

Commission’s Chief Commissioner)

d) Commission’s CEO

e) Deputy Secretary, NSW Treasury

f) Deputy Secretary, NSW Land and Housing

Corporation

g) CEO, Landcom

h) CEO Health Infrastructure NSW

i) CEO, Roads and Maritime Services

j) CEO, Property NSW

k) CEO, Sydney Olympic Park Authority

l) Deputy Secretary, Department of Justice NSW

m) Program Director, Infrastructure and Services

Division. Transport for NSW

n) Director, Metro Project Development, Transport

for NSW.

The responsibilities of the Greater Parramatta and the

Olympic Peninsula Sub-Committee, as set out in the

Sub-Committee’s terms of reference are to:

a) more strategically, effectively and efficiently

manage and deliver the 5,600-hectare Greater

Parramatta and the Olympic Peninsula (GPOP)

growth area over the next five, 10 and 20 plus years

b) strategically grow GPOP into the economic focus

of the Central River City, recognising significant

potential for growth beyond its current 180,000

people and 170,000 jobs

c) better integrate and program resources to

coordinate infrastructure investment, job creation

and housing supply

d) optimise the strategic value of government owned

lands in GPOP currently managed separately by

Land and Housing Corporation, UrbanGrowth

NSW Development Corporation, Property NSW,

Health Infrastructure NSW and Sydney Olympic

Park Authority

e) better coordinate the planning, development and

delivery of Parramatta Light Rail, Sydney Metro

West and government owned land redevelopment

in GPOP.

The Greater Parramatta and the Olympic Peninsula

Sub-Committee’s terms of reference were approved on

27 June 2017.

Audit and Risk CommitteeThe Commission, as required by Public Finance and

Audit Act 1983, has an Audit and Risk Committee.

The Audit and Risk Committee operates pursuant

to a Principal Department led shared arrangement

approved by NSW Treasury on 5 August 2016.

The shared arrangement was between the NSW

Department of Planning and Environment,

Central Coast Regional Development Corporation,

Greater Sydney Commission, Hunter Development

Corporation, Lord Howe Island Board and Office of

Local Government.

A shared arrangement agreement provides for the

sharing of an audit and risk committee and a chief

audit executive, and the provision of secretariat

services for the Audit and Risk Committee by the



59

Commission meetings and attendance

Members 5 Sep 17

9 Feb 18

26 Jun 18

Chief Commissioner

Economic Commissioner

Social Commissioner

Environmental Commissioner

District Commissioner, Central Apology

District Commissioner, Eastern City

District Commissioner, West * – –

District Commissioner, South West ** – –

District Commissioner, Western City

District Commissioner, North Apology Apology

District Commissioner, West Central *** – – –

District Commissioner, South Apology Apology

Secretary, Department of Planning and Environment #

Secretary, NSW Treasury Apology Apology Apology

Secretary, Transport for NSW **** Apology

* Mr Sean O’Toole’s appointment as the District Commissioner, West District, ended when the West and South West Districts were merged by the Minister in September 2017 .

** Ms Sheridan Dudley as above resigned as the District Commissioner, South West in September 2017 .

*** Professor Edward Blakely resigned as the District Commissioner, Central City in December 2017

**** Mr Tim Reardon was replaced by Mr Rodd Staples as Secretary, Transport for NSW in February 2018 .

# Attendance by Statutory Delegation

In 2018, the West and South West Districts were merged to form one Western City District. Mr Geoff Roberts was appointed

as the Interim District Commissioner, Western City. Lucy Turnbull AO was appointed as the Interim District Commissioner,

Central City in April 2018, following Professor Blakely’s resignation.



Strategic Planning Committee 2017/18

Members 18 Jul 17 #

8 Aug 17 #

29 Aug 17

17 Oct 17

20 Oct 17 #

5 Dec 17

22 Dec 17

19 Jan 18

27 Feb 18

27 Mar 18

8 May 18

Chief Commissioner


Social Commissioner Apology Apology Apology


District Commissioner, Central

– – – –

District Commissioner, Eastern City

– – – Apology

District Commissioner, West *

– – – – – – – –

District Commissioner, South West **

Apology – – – – – – –


– – – –

District Commissioner, North

Apology

District Commissioner, West Central ***

– – – – – – – –

District Commissioner, South

Apology – Apology Apology

# Extraordinary meeting

* Mr Sean O’Toole’s appointment as the District Commissioner, West District, ended when the West and South West Districts were merged by the Minister in September 2017 .

** Ms Sheridan Dudley as above resigned as the District Commissioner, South West in September 2017 .

*** Professor Edward Blakely resigned as the District Commissioner, Central City in December 2017


61

Strategic Planning Committee 2017/18

Members 25 Jul 17

1 Aug 17 #

29 Aug 17

17 Oct 17

5 Dec 17

27 Feb 18

27 Mar 18

8 May 18

Chief Commissioner

District Commissioner, Central – – – – – – –


District Commissioner, Western City – – –

Social Commissioner Apology Apology Apology


# Extraordinary meeting

Infrastructure Delivery Committee 2017/18

Members 27 Feb 18

13 Jun 18

Chief Commissioner

District Commissioner, Central –



Social Commissioner


Secretary, Department of Planning and Environment Apology #

Secretary, NSW Treasury Apology Apology

Secretary, Transport for NSW Apology Apology

Secretary, Department of Education Apology Apology

Secretary, NSW Health Apology

# Attendance by Statutory Delegations



Audit and Risk Committee 2017/18

Members 20 Jul 17

13 Sep 17

6 Dec 17

7 Mar 18

7 Jun 18

Brian Blood

Alan Zammit

Elizabeth Crouch


63

Appendix 2

• Legal Change

• Risk management and insurance

• Internal audit and Risk Management Attestation

• Conflicts of interest

• Digital Information Security Attestation


64

Legal Change

Changes in Acts and subordinate legislation

• Ashfield Local Environmental Plan 2013 (Amendment No 4) (21 July 2017)

• Ashfield Local Environmental Plan 2013 (Amendment No 5) (27 October 2017)

• Auburn Local Environment Plan 2010 (Amendment No 11) (4 August 2017)

• Auburn Local Environmental Plan 2010 (Amendment No 20) (22 September 2017)

• Auburn Local Environmental Plan 2010 (Amendment No 21) (21 July 2017)

• Auburn Local Environmental Plan 2010 (Amendment No 24) (25 May 2018)

• Blacktown Local Environmental Plan 2015 (Amendment No 4) (29 September 2017)

• Blacktown Local Environmental Plan 2015 (Amendment No 6) (20 October 2017)

• Blacktown Local Environmental Plan Amendment (Sydney Region Growth Centres

– Blacktown Growth Centres Precinct) 2017 (15 December 2017)


– Marsden Park Industrial Precinct) 2017 (15 September 2017)


– Marsden Park Precinct) 2017 (22 September 2017)


– Riverstone Precinct) 2018 (16 February 2018)


– Schofields Precinct) 2017 (14 July 2017)

• Blue Mountains Local Environmental Plan 2015 (Amendment No 4 (3 November 2017)

• Blue Mountains Local Environmental Plan 2015 (Amendment No 8) (6 April 2018)

• Blue Mountains Local Environmental Plan 2015 (Amendment No 9) (19 January 2018)

• Burwood Local Environmental Plan 2012 (Amendment No 12) (17 November 2017)

• Burwood Local Environmental Plan 2012 (Amendment No 13) (29 September 2017)

• Camden Local Environmental Plan 2010 (Amendment No 39) (29 June 2018)

• Camden Local Environmental Plan 2010 (Amendment No 41) (29 March 2018)

• Camden Local Environmental Plan Amendment (Sydney Region Growth Centres

– East Leppington Precinct) 2018 (2 February 2018)

• Campbelltown Local Environmental Plan 2015 (Amendment No 2 (8 September 2017)

• Campbelltown Local Environmental Plan 2015 (Amendment No 3) (17 November 2017)

• Campbelltown Local Environmental Plan 2015 (Amendment No 4) (29 June 2018)


• Campbelltown Local Environmental Plan 2015 (Amendment No 6) (10 November 2017)



• Canada Bay Local Environmental Plan 2013 (Amendment No 11) (20 April 2018)

• Canada Bay Local Environmental Plan 2013 (Amendment No 12) (27 April 2018)

65


• Canada Bay Local Environmental Plan 2013 (Amendment No 14) (22 June 2018)

• Canada Bay Local Environmental Plan 2013 (Amendment No 16) (18 May 2018)

• Canterbury Local Environmental Plan 2012 (Amendment No 8) (2(15 September 2017)

• Canterbury Local Environmental Plan 2012 (Amendment No 11) (17 November 2017)

• Canterbury Local Environmental Plan 2012 (Amendment No 14) (25 January 2018)

• Canterbury Local Environmental Plan 2012 (Amendment No 15) (9 March 2018)

• Fairfield Local Environmental Plan 2013 (Amendment No 22) (15 September 2017)

• Fairfield Local Environmental Plan 2013 (Amendment No 23) (11 August 2017)

• Fairfield Local Environmental Plan 2013 (Amendment No 24) (29 September 2017)

• Fairfield Local Environmental Plan 2013 (Amendment No 25) (1 December 2017)

• Fairfield Local Environmental Plan 2013 (Amendment No 26) (23 February 2018)

• Holroyd Local Environmental Plan 2013 (Amendment No 10) (25 January 2018)

• Holroyd Local Environmental Plan 2013 (Amendment No 11) (21 July 2017)

• Holroyd Local Environmental Plan 2013 (Amendment No 12) (15 September 2017)

• Holroyd Local Environmental Plan 2013 (Amendment No 13) (22 September 2017)

• Holroyd Local Environmental Plan 2013 (Amendment No 14) (20 October 2017)

• Holroyd Local Environmental Plan 2013 (Amendment No 15) (8 December 2017)

• Holroyd Local Environmental Plan 2013 (Amendment No 16) (22 June 2018)

• Hornsby Local Environmental Plan 2013 (Amendment No 8) (29 September 2017)

• Hurstville Local Environmental Plan 2012 (Amendment No 9) (17 November 2017)

• Hurstville Local Environmental Plan 2012 (Amendment No 11) (29 September 2017)

• Hurstville Local Environmental Plan 2012 (Amendment No 12) (16 March 2018)

• Kogarah Local Environmental Plan 2012 (Amendment No 3) (2 March 2018)

• Ku-ring-gai Local Environmental Plan 2015 (Amendment No 14) (19 January 2018)

• Ku-ring-gai Local Environmental Plan 2015 (Amendment No 15) (4 August 2017)

• Ku-ring-gai Local Environmental Plan 2015 (Amendment No 16) (22 December 2017)

• Ku-ring-gai Local Environmental Plan 2015 (Amendment No 17) (29 June 2018)

• Ku-ring-gai Local Environmental Plan (Local Centres) 2012 (Amendment No 5) (29 September 2017)

• Ku-ring-gai Local Environmental Plan (Local Centres) 2012 (Amendment No 7) (29 September 2017)

• Ku-ring-gai Local Environmental Plan (Local Centres) 2012 (Amendment No 8) (21 July 2017)

• Lane Cove Local Environmental Plan 2009 (Amendment No 22) (1 December 2017)

• Lane Cove Local Environmental Plan 2009 (Amendment No 24) (15 December 2017)

• Leichhardt Local Environmental Plan 2013 (Amendment No 13) (17 November 2017)

• Leichhardt Local Environmental Plan 2013 (Amendment No 15) (27 April 2018)

• Liverpool Local Environmental Plan 2008 (Amendment No 41) (1 September 2017)

• Liverpool Local Environmental Plan 2008 (Amendment No 64) (11 August 2017)


66 Appendix 2

• Liverpool Local Environmental Plan 2008 (Amendment No 65) (3 November 2017)

• Liverpool Local Environmental Plan 2008 (Amendment No 67) (8 September 2017)

• Liverpool Plains Local Environmental Plan 2011 (Amendment No 4) (27 October 2017)

• Liverpool Plains Local Environmental Plan 2011 (Amendment No 6) (27 October 2017)

• Liverpool Plains Local Environmental Plan 2011 (Amendment No 7) (13 April 2018)

• Marrickville Local Environmental Plan 2011 (Amendment No 10) (22 December 2017)

• Marrickville Local Environmental Plan 2011 (Amendment No 12) (14 July 2017)

• Marrickville Local Environmental Plan 2011 (Amendment No 13) (11 August 2017)

• Marrickville Local Environmental Plan 2011 (Amendment No 14) (1 December 2017)

• Mosman Local Environmental Plan 2012 (Amendment No 10) (9 February 2018)

• North Sydney Local Environmental Plan 2013 (Amendment No 17) (22 September 2017)

• North Sydney Local Environmental Plan 2013 (Amendment No 21) (28 July 2017)

• North Sydney Local Environmental Plan 2013 (Amendment No 22) (23 February 2018)

• Parramatta Local Environmental Plan 2011 (Amendment No 20) (28 July 2017)

• Parramatta Local Environmental Plan 2011 (Amendment No 23) (14 July 2017)

• Parramatta Local Environmental Plan 2011 (Amendment No 24) (9 February 2018)

• Parramatta Local Environmental Plan 2011 (Amendment No 25) (6 April 2018)

• Parramatta Local Environmental Plan 2011 (Amendment No 26) (20 April 2018)

• Parramatta Local Environmental Plan 2011 (Amendment No 28) (15 June 2018)

• Penrith Local Environmental Plan 2010 (Amendment No 10) (25 August 2017)

• Penrith Local Environmental Plan 2010 (Amendment No 12) (11 August 2017)

• Penrith Local Environmental Plan 2010 (Amendment No 18) (27 October 2017)

• Penrith Local Environmental Plan 2010 (Amendment No 19) (22 June 2018)

• Pittwater Local Environmental Plan 2014 (Amendment No 8) (1 September 2017)

• Pittwater Local Environmental Plan 2014 (Amendment No 9) (13 April 2018)

• Pittwater Local Environmental Plan 2014 (Amendment No 10) (20 April 2018)

• Randwick Local Environmental Plan 2012 (Amendment No 4) (25 January 2018)

• Richmond Valley Local Environmental Plan 2012 (Amendment No 9) (22 December 2017)

• Rockdale Local Environmental Plan 2011 (Amendment No 17) (9 February 2018)

• Rockdale Local Environmental Plan 2011 (Amendment No 18) (4 May 2018)

• Rockdale Local Environmental Plan 2011 (Amendment No 19) (29 June 2018)

• Ryde Local Environmental Plan 2014 (Amendment No 15) (24 November 2017)

• Ryde Local Environmental Plan 2014 (Amendment No 17) (15 June 2018)



• Standard Instrument (Local Environmental Plans) Amendment (Low Rise Medium Density Housing)

Order 2017 (6 April 2018)


67

• Standard Instrument (Local Environmental Plans) Amendment (Minimum Subdivision Lot Size)

Order 2018 (20 April 2018)

• Standard Instrument (Local Environmental Plans) Amendment (Vegetation) Order 2017 (25 August 2017)

• State Environmental Planning Policies Amendment (State and Regionally Significant Development and Law

Revision) 2018 (28 February 2018)

• State Environmental Planning Policy (Affordable Rental Housing) Amendment

(Parking for Boarding Houses) 2018 (1 June 2018)

• State Environmental Planning Policy Amendment (Affordable Housing) 2018 (20 April 2018)

• State Environmental Planning Policy Amendment (Bella Vista and Kellyville Station Precincts) 2017

(1 December 2017)

• State Environmental Planning Policy Amendment (Miscellaneous) 2017 (7 July 2017)

• State Environmental Planning Policy Amendment (Willoughby) 2018 (20 April 2018)

• State Environmental Planning Policy (Exempt and Complying Development Codes) Amendment

(Container Recycling) 2017 (14 July 2017)


(Greenfield Housing Code) 2017 (6 May 2018)


(Low Rise Medium Density Housing) 2017 (6 April 2018)


(Low Rise Medium Density Housing) Amendment 2018 (18 May 2018)


(Miscellaneous) 2017 (22 September 2017)

• State Environmental Planning Policy (Infrastructure) Amendment (Review) 2017 (15 December 2017)

• State Environmental Planning Policy (State and Regional Development) Amendment

(State Significant Development) 2018 (21 March 2018)

• State Environmental Planning Policy (Sydney Region Growth Centres) Amendment

(Hawkesbury Growth Centres Precinct Plan) 2017 (15 December 2017)

• State Environmental Planning Policy (Three Ports) Amendment 2018 (20 April 2018)

• Strathfield Local Environmental Plan 2012 (Amendment No 10) (10 November 2017)

• Sutherland Shire Local Environmental Plan 2015 (Amendment No 4) (28 July 2017)

• Sutherland Shire Local Environmental Plan 2015 (Amendment No 9) (4 August 2017)

• Sutherland Shire Local Environmental Plan 2015 (Amendment No 10) (8 September 2017)

• Sutherland Shire Local Environmental Plan 2015 (Amendment No 11) (4 August 2017)

• Sutherland Shire Local Environmental Plan 2015 (Amendment No 12) (22 December 2017)

• Sutherland Shire Local Environmental Plan 2015 (Amendment No 13) (11 May 2018)

• Sydney Local Environmental Plan 2012 (Amendment No 37) (22 December 2017)

• Sydney Local Environmental Plan 2012 (Amendment No 38) (15 September 2017)

• Sydney Local Environmental Plan 2012 (Amendment No 42) (4 May 2018)

• Sydney Local Environmental Plan 2012 (Amendment No 45) (22 June 2018)


68 Appendix 2

• Sydney Local Environmental Plan 2012 (Amendment No 46) (8 June 2018)

• Sydney Local Environmental Plan (Green Square Town Centre – Stage 2) 2013

(Amendment No 3) (23 March 2018)

• The Hills Local Environmental Plan 2012 (Amendment No 40) (4 May 2018)

• The Hills Local Environmental Plan 2012 (Amendment No 41) (16 March 2018)

• The Hills Local Environmental Plan 2012 (Amendment No 43) (17 November 2017)

• The Hills Local Environmental Plan 2012 (Amendment No 45) (15 September 2017)

• The Hills Local Environmental Plan 2012 (Amendment No 48) (24 November 2017)

• The Hills Local Environmental Plan 2012 (Amendment No 49) (19 January 2018)

• The Hills Local Environmental Plan 2012 (Amendment No 50) (22 December 2017)

• The Hills Local Environmental Plan 2012 (Amendment No 51) (23 March 2018)

• The Hills Local Environmental Plan 2012 (Amendment No 52) (29 June 2018)

• The Hills Local Environmental Plan 2012 (Amendment No 53) (11 May 2018)

• Waverley Local Environmental Plan 2012 (Amendment No 10) (15 December 2017)

• Waverley Local Environmental Plan 2012 (Amendment No 11) (7 July 2017)

• Waverley Local Environmental Plan 2012 (Amendment No 12) (7 July 2017)

• Wentworth Local Environmental Plan 2011 (Amendment No 14) (24 November 2017)

• Willoughby Local Environmental Plan 2012 (Amendment No 10) (20 October 2017)

• Willoughby Local Environmental Plan 2012 (Amendment No 11) (22 September 2017)

• Willoughby Local Environmental Plan 2012 (Amendment No 12) (23 March 2018)

• Wollondilly Local Environmental Plan 2011 (Amendment No 25) (21 July 2017)

• Wollondilly Local Environmental Plan 2011 (Amendment No 26) (13 October 2017)

• Wollondilly Local Environmental Plan 2011 (Amendment No 27) (2 March 2018)

• Woollahra Local Environmental Plan 2014 (Amendment No 6) (18 August 2017)

• Woollahra Local Environmental Plan 2014 (Amendment No 7) (13 October 2017)

• Woollahra Local Environmental Plan 2014 (Amendment No 8) (24 November 2017)

• Woollahra Local Environmental Plan 2014 (Amendment No 9) (8 June 2018)


69

Risk management and insurance

Risk ManagementThe Commission recognises the importance of robust

risk management procedures. It has developed a

risk management program to identify and manage

risks consistent with NSW Government guidelines

and policy (in particular the Internal Audit and Risk

Management Policy for the NSW Public Sector

(TPP15-03)).

The Commission maintains an Enterprise Risk Register

and reports regularly on its risks and risk management

strategies to the Full Commission, the Finance and

Governance Committee and the Audit and Risk

Committee.

Insurance The NSW Department of Planning and Environment

organises the Commission’s insurance cover, which

includes workers’ compensation, building contents

(including office equipment) and public liability

insurance. The insurance policies are with the NSW

Self Insurance Corporation, under the NSW Self

Insurance Corporation Act 2004.


70 Appendix 2

Internal Audit and Risk Management Attestation

Internal Audit and Risk Management Attestation Statement for the 2017/18 Financial Year for the Greater Sydney Commission

I, Sarah Hill, Chief Executive Officer am of the opinion that the Greater Sydney Commission has internal audit and risk

management processes in operation that are complaint with the eight (8) core requirements set out in the NSW Treasury Policy

and Guidelines Paper Internal Audit and Risk Management Policy for the NSW Public Sector (TPP 15-03), specifically:

Risk Management Framework

1 .1 The agency head is ultimately responsible and accountable for risk management in the agency Compliant

1 .2 A risk management framework that is appropriate to the agency has been established and maintained and the framework is consistent with AS/NZS ISO 31000:2009 Compliant

Internal Audit Function

2 .1 An internal audit function has been established and maintained Compliant

2 .2 The operation of the internal audit function is consistent with the International Standards for the Professional Practice of Internal Auditing Compliant

2 .3 The agency has an Internal Audit Charter that is consistent with the content of the ‘model charter’ Compliant

Audit and Risk Committee

3 .1 An independent Audit and Risk Committee with appropriate expertise had been established Compliant

3 .2 The Audit and Risk Committee is an advisory committee providing assistance to the agency head on the agency’s governance process, risk management and control frameworks, and its external accountability obligations Compliant

3 .3 The Audit and Risk Committee has a charter that is consistent with the content of the ‘model charter’ Compliant

MembershipThe chair and members of the Audit and Risk Committee are:

Role Name Start term date Finish term date

Independent Chair Brian Blood 1 December 2013 30 November 2018*

Independent Member Alan Zammit 27 February 2012 26 February 2020*

Independent Member Elizabeth Crouch 21 October 2013 20 October 2019*

* Includes reappointment for a second term

The Audit and Risk Committee has been established under a Treasury approved principal department (Department of Planning

and Environment) led shared arrangement with the following statutory bodies:

• Planning Ministerial Corporation

• Central Coast Regional Development

Corporation

• Hunter Development Corporation

• Office of Local Government

• Lord Howe Island Board

• Greater Sydney Commission

Sarah Hill Danielle Smalley Chief Executive Officer, Greater Sydney Commission Acting Chief Operating Officer (Agency Contact)

18 September 2018 8289 6261


71

Conflicts of interest

The Commission is vigilant when it comes to identifying and managing where its staff or Full Commission members have interests that actually or potentially conflict with their respective positions within the organisation .

Staff conflicts of interest All staff, as employees of the Department of

Planning and Environment, are required to follow

the Department’s Disclosing Interests and Managing

Conflicts of Interest policy, which requires them to

declare conflicts:

• when commencing work with the Commission

• when commencing a new role

• when their circumstances or private interests change

• when a new conflict of interest arises

• after six months, if a conflict has been declared

• annually, if no conflict has been declared.

As part of this process, if a conflict has been identified,

staff members are required, to agree to a plan to

manage that conflict with their manager.

In December 2017, Greater Sydney Commission staff

moved from completing paper based Conflicts of

Interest declarations to online forms to simplify the

process and ensure greater visibility of compliance.

In addition, and in line with the Department’s Code

of Ethics and Conduct, all senior executives must

complete a declaration of private Interests:

• annually

• when there is any relevant change in their private

interests

• when they have been assigned to a new role.

Commissioner conflicts of interest Members of the Commission, its committees and sub-

committees are required to comply with the conflicts

of interest policies contained within the Commission’s

Code of Ethics and Conduct, the NSW Government’s

Boards and Committees Guidelines and the GSC Act.

Accordingly, all Commission, committee members

and observers have submitted an undertaking and

declaration of interests form and a conflicts of interest

form. Commission, committee members and observers

are required to provide a strategy for dealing with any

actual or perceived conflicts of interest.

Members of the Commission, its committees and

sub-committees undertake a conflict of interest refresh

twice a year.

A register of interests is maintained by the Commission

Secretary, a copy of which is provided to the Minister

for Planning.


72 Appendix 2

Digital Information Security Attestation

Digital Information Security Annual Attestation & Evidence of Certification Statement for the 2017/18 Financial Year for the Greater Sydney Commission

I, Sarah Hill, am of the opinion that the Greater Sydney Commission had an Information Security Management

System in place via Planning and Environment Cluster Corporate Services during the 2017/18 financial year that is

consistent with the Core Requirements set out in the NSW Government Digital Information Security Policy.

The controls in place to mitigate identified risks to the digital information and digital information systems of the

Greater Sydney Commission are adequate.

Planning and Environment Cluster Corporate Services has maintained certified compliance with ISO 27001

Information technology – Security techniques – Information security management systems – Requirements by an

Accredited Third Party (BSI) during the 2017/2018 financial year (Certificate Number IS 645082).

Sarah Hill Chief Executive Officer, Greater Sydney Commission

Date:


73

Appendix 3

• Credit card certification

• Public interest disclosures

• Privacy and personal information protection

• Public access to government information

• GIPA Act applications

• Consumer response

• International travel

• Research and development

• Waste management

• Report publication


74

Credit card certificationThe Commission’s corporate credit card policies are in

accordance with guidelines from NSW Treasury and

The Audit Office of NSW. The Commission’s corporate

credit card policies, procedures and use satisfy the

requirements of the Treasurer’s Directions. Corporate

credit card expenditure was monitored for compliance

and usage was considered to comply with best practice

guidelines.

Public interest disclosuresThe Commission has adopted the NSW Department of

Planning and Environment’s Public Interest Disclosure

Policy.

The following table contains information about the

Commission’s obligations under Section 31 of the

Public Interest Disclosures Act 1994.

No. Category Total number

1 . Public interest disclosures made by public officials in performing their day to day functions

Nil

2 . Public interest disclosures not covered by 1 . that are made under a statutory or other legal obligation

Nil

3 . All other public interest disclosures Nil

4 . Total number of public interest disclosures received relating to possible or alleged:

Nil

a . Corrupt conduct Nil

b . Maladministration Nil

c . Serious and substantial waste of public or local government money

Nil

d . Government information contraventions Nil

e . Local government pecuniary interest contraventions Nil

5 . Total number of public interest disclosures received Nil

6 . Number of public interest disclosures that have been finalised

Nil

7 . Whether we have a public interest disclosures policy in place

Yes

8 . Action taken by us to ensure that our staff awareness responsibilities under s 6E(1)(b) of the Public Interest Disclosures Act 1994 have been met

Yes


75

Privacy and personal information protectionThe Commission as an agency within the NSW

Department of Planning and Environment Cluster,

has adopted the Department’s Privacy Management

Plan. This outlines processes and responsibilities

for managing personal and health information

commensurate with the Privacy and Personal

Information Protection Act 1998.

The Privacy Management Plan:

• outlines processes and responsibilities for managing

personal and health information

• applies to all staff members, any individual

employed, appointed, or otherwise attached to the

Commission whether on an ongoing, temporary,

casual, contract, or voluntary basis

• requires that personal information only be

collected for a lawful purpose directly related to

the Commission’s work and which is reasonably

necessary for that work, and that personal

information be stored securely

• contains provisions in respect of accessing,

amending, updating and disclosing personal

information held

• contains procedures for complaints

• sets out public interest directions under the Privacy

and Personal Information Protection Act 1998 and

processes for internal review in relation to privacy

matters.

Under the Privacy and Personal Information

Protection Act 1998, in the 2017/18 reporting period, the

Commission did not receive any requests for access to

documents.

Public access to government informationThe Government Information (Public Access) Act 2009

(GIPA Act) encourages NSW public sector agencies to

release information proactively, and give individuals

easier access to information held by agencies. During

the reporting period, the Commission proactively

disclosed information on its website, including:

• the Statement of Priorities agreed between the

Minister for Planning and the Chief Commissioner

• Commission minutes

• media releases

• submissions

• details on how stakeholders can comment or

participate in the Commission’s work via social

media

• technical reports for district planning

• evidence / information reports.

Under Section 7(3) of the GIPA Act, the Commission

reviewed its program for the release of government

information in the reporting period to confirm that

information it holds that should be in the public

interest was made available.

GIPA Act applicationsAs the Commission is declared to be part of the

Department of Planning and Environment under

Schedule 3 of the Government Information (Public

Access) Regulation 2009, the Department is responsible

for handling the Commission’s access applications. Any

applications received are reported in the Department of

Planning and Environment’s Annual Report.

Consumer responseAll requests made to the Commission for information

or assistance are met directly and promptly and/or are

referred to the most appropriate officer.

Stakeholders and the community have many avenues

to provide feedback. They can make contact in writing,

by email or through social media.


76 Appendix 3

International travel The Commission incurred minimal international travel

costs in the reporting period for the following trips:

• An Executive Director attended a module of the

Australia New Zealand School of Government

Masters in Public Administration course held in New

Zealand. The Commission funded $400 relating to

airfares.

• A Strategic Planning Director represented the

NSW Government on a planning trip to Tokyo. The

Commission funded $1,600 relating to airfares.

• At the request of the NSW Department of

Industry, Trade and Investment, the Deputy Chief

Commissioner travelled to Tokyo, Japan to showcase

investment opportunities in Western Sydney. The

Commission contributed approximately $1,300

towards this trip.

• A Strategic Planning Director travelled to

Amsterdam, Netherlands to present at an

international review of urban strategies. The

Commission did not incur any travel expenses

relating to this trip.

Research and developmentThe Commission undertakes studies to inform strategic

planning policy analysis and decision-making within

the Commission, across government and to inform the

community. The studies used to inform development

of the Region and District Plans are available on the

Commission’s website.

Waste management The Commission seeks to reduce waste and promote

recycling and re-use as a part of its commitment to

sustainable practices and meeting its obligations

under the NSW Government’s Waste Reduction and

Purchasing Policy and Resource Efficiency Policy.

The Commission encourages the use of public

transport for work related travel in place of corporate

or hire vehicles. It also publishes documents

electronically wherever possible. Most printers are set

to double-sided printing as a default setting.

Report publicationThis report was desktop published by the Greater

Sydney Commission. As this report was produced

in-house, there was no additional production cost.

This report can be accessed online at

www.greater.sydney


77

Appendix 4

• Organisational Chart

• Human resources

• Exceptional movements in salaries and wages

• Personnel and industrial relations policies and practices

• Human resources policies and practices

• Executive remuneration and senior executives


78

Human ResourcesPeople and Culture remained a key focus of the

Commission in 2017 as the organisation continued

to evolve from its inception in 2016.

During the reporting period:

• The 2017 People Matter Employee Survey saw a

100% response rate from our staff and the results of

the survey indicated a very high level of engagement.

Action items from the survey included:

– held quarterly staff briefings sessions (in addition

to the fortnightly CEO briefings) to provide

detailed updates on projects, Human Resources

activities, staff achievements and other key

matters occurring across the organisation

– established an online listening hub for staff to

provide feedback and ask questions anonymously

– launched a culture roadmap

– implemented a customised Learning &

Development program with over 20 workshops

and training sessions held on a diverse range

of topics including WHS, ICAC, diversity,

compliance, writing / facilitation / presentation

skills. This was to complement the extensive

number of online and face to face courses

available to staff via the NSW Department of

Planning and Environment’s Learning Portal.

In addition, lunchtime learning sessions were

run with internal and external guest speakers

providing insight into areas of interest.

• Staff numbers grew and contracted to reflect the

project-based nature of the Commission’s work,

from 80 staff at 30 June 2017 to 55 staff at 30 June

2018. Employees, secondees and contractors all

formed the make-up of the Commission and allowed

for a dynamic, diverse and highly skilled workplace.

• Performance Development Agreements for

employees and secondees were implemented to

ensure clarity of KPIs, a continued alignment to the

Commission’s mandate and developing staff to their

fullest potential.

• The appointment of a director-level ongoing

employee in the role of Commission Secretary

recognised the importance of this function

overseeing the Board and Committees including the

Full Commission, Strategic Planning Committee,

Infrastructure Delivery Committee, and Finance and

Governance Committee.

• A wellbeing program was introduced involving

“Building Your Resilience” workshops run by the

Mental Health Recovery Institute, “Survive, Revive

and Thrive” lunchtime learning session, promotion

of the new Employee Assistance Program through

AccessEAP, wellbeing tips communicated to staff

(via the staff newsletter, emails and staff briefings),

establishing a staff committee to encourage

activities and charitable events, and setting up a

quiet room in the office where staff can take time out

for themselves.

2017/18 Organisational Chart

Chief Executive Officer Sarah Hill

Western Sydney City Deal

Delivery Office*

Executive Director Danielle Woolley (DPC)

City Planning Projects

Executive Director Greg Woodhams

City Planning Strategy

Executive Director Halvard Dalheim

Operations & Governance

Chief Operating Officer Marianne Christmann

Communications & Engagement

Executive Director Danielle Smalley

*Tri-government initiative including

Australian Government, NSW

State Government and Local Government .

GPOP & Growth Infrastructure

Compact

Greater Sydney Region Plan

Government & Executive Services

Communications & Media

Collaboration Areas & Projects

Metropolitan Planning

Secretariat & Commissioner

SupportEngagement

Western Sydney & South Creek

Implementation Give Effect To

Corporate (Finance, Human Resources, Office

Management)

Data & Digital

79


• A change communication program was developed

and implemented to ensure staff were informed

about the transition of the organisation from the

NSW Department of Planning and Environment

Cluster to the Department of Premier and Cabinet

on 30 June 2017.

Exceptional movements in salaries and wagesThere were no exceptional movements in salaries and

wages for the reporting period.

Personnel and industrial relations policies and practicesThe Commission adopts the Department’s policies and

practices, and provides regular information to staff

about these via written communication and face to

face updates.

Human resources policies and practices All staff are required to comply with the Department’s

human resources policies and practices. Permanent

and temporary employees are employed through the

Department on an award or senior executive basis.

Executive remuneration and senior executives The Commission comprises of 11 senior executive

employees at the Band 1 – 4 level as noted below:

2016/2017

Senior Executive Band

Range Per Annum

Male

Female

Average Remuneration

Band 4 $452,251 to $522,500

0 0 N/A

Band 3 $320,901 to $452,250

0 1 $410,000

Band 2 $255,051 to $320,900

2 2 $290,410

Band 1 $178,850 to $255,050

1 4 $234,285

2017/2018

Senior Executive Band

Range Per Annum

Male

Female

Average Remuneration

Band 4 $463,551 to $535,550

0 0 N/A

Band 3 $328,901 to $463,550

0 1 $420,250

Band 2 $261,451 to $328,900

2 2 $297,670

Band 1 $183,300 to $261,450

1 5 $230,668

Twenty two per cent of the Commission’s salary-related

expenditure in 2017/18 related to senior executives,

compared with 14 per cent in 2016/17. Percentage

increase is because not all senior executives were in

their roles for the whole of 2016/17.


80 Appendix 4

Staff profile by category and genderThe Commission staff profile consists of employees

(employed by the Department), secondees (from state

agencies and local councils) and contractors (engaged

via labour hire agencies). The proportionately high

number of secondees and contractors reflects the

project-based nature of the Commission’s work and the

need to bring in specialist or technical skills to support

those projects. Sixty nine percent of staff are women

and 73 percent of senior roles (Director level and above)

are held by women.

The table below provides staff information as at 30 June

for the last two reporting periods:

2016/2017

Employment Type

Headcount (#) Headcount (%)

Male Female Total Male Female

Employee (Ongoing) 4 20 24 17 83

Employee (Temporary) 1 0 1 100 0

Secondee 9 15 24 38 62

Contractor 9 22 31 29 71

23 57 80 29 71

2017/2018

Employment Type

Headcount (#) Headcount (%)

Male Female Total Male Female

Employee (Ongoing) 4 21 25 16 84

Employee (Temporary) 3 1 4 75 25

Secondee 3 8 11 27 73

Contractor 7 8 15 47 53

17 38 55 31 69

Workforce Diversity, Disability Inclusion Action Plan, Multicultural Policies & Services ProgramThe Commission as an agency within the NSW

Department of Planning and Environment Cluster

adopted, contributed to, participated in, and

fully supported the Department’s best practice

plans, programs and initiatives over the last three

reporting periods. Following the government’s

new Administrative Orders issued in June 2018, the

Commission will transition to the Department of

Premier and Cabinet from 1 July 2018 and therefore the

Commission will transition to Department of Premier

and Cabinet’s plans and programs.

Workforce DiversityThe Commission values the principles of equity and

diversity and is committed to building a workplace

culture that values and understands the benefits of

a diverse workforce that is reflective of the wider

community. In 2016, the NSW Department of Planning

and Environment established a diversity team

supporting all agencies within the Cluster, including

the Commission, to focus on delivering the Premier’s

Priorities.

Highlights of the workforce diversity initiatives

included:

• the launch of the Diversity and Inclusion Strategy

and Aboriginal Employment Plan for the cluster

setting out the vision and strategic priorities in this

area

• promotion of NAIDOC and National Reconciliation

weeks to staff through events and education

• promotion of the NSW Aboriginal Procurement

Policy to staff and encouraging the use of diverse

suppliers where possible

• the Aboriginal and Torres Strait Islander Cultural

Awareness Program made available for all staff via

the online Learning Portal

• staff celebrating International Women’s Day by

attending various events including a lunchtime

learning session, debates and panel discussions

• participation in the pilot of the Lean In Circles

program for women to promote peer to peer

learning, networking opportunities and professional

development


81

• participation in White Ribbon Day and It’s in the Bag

initiatives to support women in refuges and shelters

• commencing development of a Gender Equality

Plan and establishing a Gender Equality Employee

Reference Group involving diverse women and men

to inform the development of the plan

• senior staff member acting as a representative for

the Disability Inclusion Action Plan and Aboriginal

Steering Committee

• engagement of student planners as young workers

and welcoming a year 10 work experience student

for a one-week placement.

Disability Inclusion Action PlanThe Commission is committed to reducing barriers for

people with disabilities to access services and facilities,

obtain and maintain employment, and engage, work

and participate with the organisation.

Highlights of the disability inclusion initiatives

included:

• continued supporting the implementation of the

Department’s Disability Inclusion Action Plan

• promotion of the Disability Employee Network

(DEN) – a voluntary staff community open to all

employees with disability, their supervisors, carers

and employees with a passion for supporting people

with disability

• celebrating International Day of People with

Disability with talks from guest speakers and staff

who shared their personal experiences of living and

working with disability

• Deafness Awareness workshops open for staff

to attend. These workshops highlighted ways to

support people who are deaf or hearing impaired in

the workplace

• Working with Disability online training module was

made available to staff

• National Disability Services providing face to face

Let’s Talk Disability training for staff with presenters

sharing their lived experience with disability

• Cluster wide presentation on Seeing the advantage

in being different, which highlighted the unique

capabilities of people on the autism spectrum and

how they can be supported in the workplace.

Multicultural Policies and Services Program The Commission is committed to our culturally

diverse workforce and meeting the needs of culturally

diverse staff audiences by embodying the principles

in the Multicultural NSW Act 2000. We value the

skills, experiences and perspectives of people from

multicultural backgrounds and their contributions to

our work.

Highlights of the multicultural policies and services

initiatives included:

• celebrating and raising awareness of culturally

significant events and dates including Harmony Day

• senior staff member representing the Commission

on the Multicultural Steering Committee

• supporting the new Multicultural Plan and staff

being part of the Multicultural Employee Reference

Group to provide input on the new plan

• establishment of a quiet room in the office where

culturally and religiously diverse staff can undertake

spiritual and meditative practices

• ensuring the Commission’s reports, website and

community engagement information reflected the

diversity of our state

• development of tools and information with user-

friendly content and text in plain English.

Diversity DataThe NSW Department of Planning and Environment

regularly collects workforce diversity data, including

that of the Commission, for the NSW Public Service

Commission as part of the annual Workforce Profile

Collection. The profile measures performance in

meeting NSW Government benchmarks for employing

staff from diverse groups. It informs the planning and

development of diversity initiatives.

The information below is data relating to employees

(ongoing and temporary). Contractors and secondees

are employed by external organisations and therefore

their data is not collected by the Department

accordingly.


82 Appendix 4

Workforce Diversity Group

Target 2016/ 2017

2017/ 2018

Women 50% 80% 76%

Aboriginal and Torres Strait Islanders

3 .3% 0% 0%

People whose first language spoken as a child was not English

23 .2% 7 .69% 20 .69%

People with a disability N/A 5 .13% 6 .9%

People with a disability requiring work-related adjustment

N/A 0% 0%

• Note 1: The benchmark of 50% for representation

of women across the sector is intended to reflect the

gender composition of the NSW community.

• Note 2: The NSW Public Sector Aboriginal

Employment Strategy 2014/17 introduced an

aspirational target of 1.8% by 2021 for each of the

sector’s salary bands. If the aspirational target of

1.8% is achieved in salary bands not currently at

or above 1.8%, the cumulative representation of

Aboriginal employees in the sector is expected to

reach 3.3%.

• Note 3: A benchmark from the Australian Bureau of

Statistics (ABS) Census of Population and Housing

has been included for People whose First Language

Spoken as a Child was not English. The ABS Census

does not provide information about first language,

but does provide information about country of birth.

The benchmark of 23.2% is the percentage of the

NSW general population born in a country where

English is not the predominant language.

• Note 4: Work is underway to improve the reporting

of disability information in the sector to enable

comparisons with population data. For this reason,

no benchmark has been provided for People with a

Disability or for People with a Disability Requiring

Work-Related Adjustment.

Work health and safety The Commission recognises its responsibility to

provide a safe and healthy work environment for staff

and is continuing its focus on this area.

All staff are required to comply with the Department’s

policies and practices relating to Work, Health and

Safety and its programs, training and committees.

In 2017/18, the Commission had one workplace

incident where a lift stopped unevenly with the floor

level, causing an employee to trip. No time off was

required however minor first aid was administered. Lift

upgrade work in the building had been occurring and

this was raised with the Facilities Manager who in turn

spoke to the contractors.

One hazard was reported relating to overhead lighting

at an employee’s workstation which was contributing

to migraines. The employee was relocated to an

adjacent desk which did not have direct overhead

lighting which resolved this problem.

In 2017/18, separate face to face training sessions

on obligations and duties under the WHS Act were

conducted for staff, supervisors/managers/directors,

executive staff and Commissioners, with an 81%

participation rate. Staff unable to attend could

complete the online training module.

The Commission has also reviewed its Work Health

and Safety risk register, identifying areas of inherent

risk. Following the application of controls no areas of

high risk were identified. The Commission has also

identified further improvements to be undertaken and

is continuing to implement these to improve the safety

and wellbeing of all staff.


83

Appendix 5

• Budgets

• Payment of accounts

• Consultants


84

Budgets

Outline Budget for 2017/18

Workforce Diversity Group Notes 2017/18 $’000

Total expenses excluding losses Operating expenses, personnel and other expenses 21,816

Total Revenue Grants, contributions and other revenue 21,766

Net Result (50)

Note: Budget as provided by the Department of Planning and Environment, and reflects all approved 2017/18

budget proposals.

Outline Budget for 2018/19The 2018/19 budget provided to Greater Sydney Commission is $15.97m. The budget will be used to deliver the

Commission’s priorities for 2018/19. This will include: developing housing supply targets and tools for infrastructure

planning; supporting stakeholder and community participation and engagement; implementing several place based

initiatives and supporting the coordination and delivery of the Western Sydney City Deal.

Payment of accounts

Account Payment PerformanceAll financial services for the Commission were provided by NSW Department of Planning and Environment. This

information is contained within the DPE Annual Report 2017/18.

Accounts Due or Paid Within Each QuarterAll financial services for the Commission for the

2017/18 financial year were provided by the Department of Planning and Environment. This information is

contained within the Department’s Annual Report 2017/18.

ConsultantsNumber of consultancy engagements costing less than $50,000: 5

Total value of consultancy engagements costing less than $50,000: $110,251

These costs related to: Strategy and planning

Number of consultancy engagements costing $50,000 or more: Nil

85



Audited financial statements


86


Independent Auditor’s Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

Statement by the Chief Executive Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .91

Statement of comprehensive income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Statement of financial position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93

Statement of changes in equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

Statement of cash flows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

Notes to the financial statements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

87


INDEPENDENT AUDITOR’S REPORT Greater Sydney Commission

To Members of the New South Wales Parliament

Opinion I have audited the accompanying financial statements of the Greater Sydney Commission (the Commission), which comprise the Statement of Comprehensive Income for the year ended 30 June 2018, the Statement of Financial Position as at 30 June 2018, the Statement of Changes in Equity and the Statement of Cash Flows for the year then ended, notes comprising a Summary of Significant Accounting Policies and other explanatory information.

In my opinion, the financial statements:

• give a true and fair view of the financial position of the Commission as at 30 June 2018, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards

• are in accordance with section 41B of the Public Finance and Audit Act 1983 (PF&A Act) and the Public Finance and Audit Regulation 2015.

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

Basis for Opinion I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ section of my report.

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

• Australian Auditing Standards • Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for

Professional Accountants’ (APES 110).

I have fulfilled my other ethical responsibilities in accordance with APES 110.

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

• providing that only Parliament, and not the executive government, can remove an Auditor-General

• mandating the Auditor-General as auditor of public sector agencies • precluding the Auditor-General from providing non-audit services.

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

INDEPENDENT AUDITOR’S REPORT Greater Sydney Commission

To Members of the New South Wales Parliament

Opinion I have audited the accompanying financial statements of the Greater Sydney Commission (the Commission), which comprise the Statement of Comprehensive Income for the year ended 30 June 2018, the Statement of Financial Position as at 30 June 2018, the Statement of Changes in Equity and the Statement of Cash Flows for the year then ended, notes comprising a Summary of Significant Accounting Policies and other explanatory information.

In my opinion, the financial statements:

• give a true and fair view of the financial position of the Commission as at 30 June 2018, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards

• are in accordance with section 41B of the Public Finance and Audit Act 1983 (PF&A Act) and the Public Finance and Audit Regulation 2015.

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

Basis for Opinion I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ section of my report.

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

• Australian Auditing Standards • Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for

Professional Accountants’ (APES 110).

I have fulfilled my other ethical responsibilities in accordance with APES 110.

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

• providing that only Parliament, and not the executive government, can remove an Auditor-General

• mandating the Auditor-General as auditor of public sector agencies • precluding the Auditor-General from providing non-audit services.

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


88 Audited financial statements

Other Information Other information comprises the information included in the Commission’s annual report for the year ended 30 June 2018, other than the financial statements and my Independent Auditor’s Report thereon. The Chief Executive Office of the Commission is responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprise the Statement by the Chief Executive Officer pursuant to section 41C of the PF&A Act.

My opinion on the financial statements does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information.

In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

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

I have nothing to report in this regard.

The Chief Executive Officer’s Responsibilities for the Financial Statements The Chief Executive Officer is responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the PF&A Act, and for such internal control as the Chief Executive Officer determines is necessary to enable the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Chief Executive Officer is responsible for assessing the Commission’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting except where the Commission will be dissolved by an Act of Parliament or otherwise cease operations.

Auditor’s Responsibilities for the Audit of the Financial Statements My objectives are to:

• obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error

• issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the financial statements.

A description of my responsibilities for the audit of the financial statements is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar4.pdf. The description forms part of my auditor’s report.


89



My opinion does not provide assurance:

• that the Commission carried out its activities effectively, efficiently and economically • about the assumptions used in formulating the budget figures disclosed in the financial

statements • about the security and controls over the electronic publication of the audited financial

statements on any website where they may be presented • about any other information which may have been hyperlinked to/from the financial statements.

Reiky Jiang Director, Financial Audit Services

19 September 2018 SYDNEY

90

Greater Sydney Commission Statement by the Chief Executive Officerfor the year ended 30 June 2018

Pursuant to section 41C of the Public Finance and Audit Act 1983, I declare, on behalf of the Greater Sydney

Commission (the Commission) that in my opinion:

(a) The accompanying financial statements have been prepared in accordance with:

• applicable Australian Accounting Standards (which includes Australian Accounting Interpretations);

• the requirements of the Public Finance and Audit Act 1983 and Public Finance and Audit Regulation 2015;

and

• the Financial Reporting Directions published in the Financial Reporting Code for NSW General Government

Sector Entities or issued by the Treasurer.

(b) The statements and notes exhibit a true and fair view of the financial position and transactions of the

Commission; and

(c) There are no circumstances which would render any particulars included in the financial statements to be

misleading or inaccurate.

Sarah Hill Chief Executive Officer

Date: September 2018


91

Audited financial statements92


Greater Sydney Commission Statement of comprehensive incomefor the year ended 30 June 2018

Actual Budget* Actual 2018 2018 2017 Notes $'000 $'000 $'000

EXPENSES EXCLUDING LOSSES

Operating expenses

Personnel services ** 3(a) 7,799 14,146 4,114

Other operating expenses ** 3(b) 14,358 5,671 16,576

Depreciation and amortisation 3(c) 57 50 37

Grants and subsidies 3(d) 750 124,000 –

Total expenses excluding losses 22,964 143,867 20,727

REVENUE

Grants and contributions 4(a) 22,515 143,817 17,830

Personnel services revenue 4(b) 328 – 179

Other income 4(c) 98 – 530

Total revenue 22,941 143,817 18,539

Net result (23) (50) (2,188)

OTHER COMPREHENSIVE INCOME

Items that will not be reclassified to net result in subsequent periods

– – –

Total other comprehensive income – – –

TOTAL COMPREHENSIVE INCOME (23) (50) (2,188)

The accompanying notes form part of these financial statements .

*Refer to note 17 (budget review note) for details of budget adjustments made during 2017/18 . **Refer to notes 3(a) & 3(b) for 2017 actual reclassification .

93


Greater Sydney Commission Statement of financial positionfor the year ended 30 June 2018

Actual Budget Actual 2018 2018 2017 Notes $'000 $'000 $'000

ASSETS

Current assets

Cash and cash equivalents 5 524 – –

Receivables 6 343 – 203

Total current assets 867 – 203

Non-current assets

Plant and equipment 7 100 175 98

Total plant and equipment 100 175 98

Intangible assets 8 112 – 119

Total non-current assets 212 175 217

Total assets 1,079 175 420

LIABILITIES

Current liabilities

Payables 9 2,641 – 2,416

Provisions 10 646 – 192

Total current liabilities 3,287 – 2,608

Non-current liabilities

Provisions 10 3 – –

Total non-current liabilities 3 – –

Total liabilities 3,290 – 2,608

Net assets (2,211) 175 (2,188)

EQUITY

Accumulated funds 1(b) (2,211) 175 (2,188)

Total equity (2,211) 175 (2,188)




Greater Sydney Commission Statement of changes in equityfor the year ended 30 June 2018

Total Equity $'000

Balance at 1 July 2017 (2,188)

Net result for the year (23)

Other comprehensive income –

Total comprehensive income for the year (23)

Transactions with owners in their capacity as owners –

Balance at 30 June 2018 (2,211)

Balance at 1 July 2016 –

Net result for the year (2,188)

Other comprehensive income –

Total comprehensive income for the year (2,188)

Transactions with owners in their capacity as owners –

Balance at 30 June 2017 (2,188)


95


Greater Sydney Commission Statement of cash flowsfor the year ended 30 June 2018

Actual Budget Actual* 2018 2018 2017 Notes $'000 $'000 $'000

CASH FLOWS FROM OPERATING ACTIVITIES

Payments

Personnel services (7,009) (14,146) –

Grants and Subsidies 17 (750) (124,000) –

Other payments (14,278) (5,671) –

Total Payments (22,037) (143,817) –

Receipts

Grants and contributions received 22,515 143,817 –

Other revenue 98 – –

Total Receipts 22,613 143,817 –

NET CASH FLOWS FROM OPERATING ACTIVITIES 11 576 – –

CASH FLOWS FROM INVESTING ACTIVITIES

Purchase of plant and equipment 7 (27) – –

Purchase of Intangible assets 8 (25) – –

NET CASH FLOWS FROM INVESTING ACTIVITIES (52) – –

NET INCREASE/(DECREASE) IN CASH AND CASH EQUIVALENTS 524 – –

Opening cash and cash equivalents – – –

CLOSING CASH AND CASH EQUIVALENTS 5 524 – –


* Refer note 2: There were no cash balances in the prior year, as the Commission did not maintain a bank account . All the cash transactions were previously managed by the Department of Planning and Environment .



Greater Sydney Commission Notes to the financial statementsfor the year ended 30 June 2018

1. Summary of significant accounting policies

(a) Reporting entity

The Greater Sydney Commission (the Commission)

is a NSW Government entity and is controlled by

the State of New South Wales, which is the ultimate

parent. The Commission is a not-for-profit entity

(as profit is not its principal objective) and it has

no cash generating units. The reporting entity is

consolidated as part of the NSW Total State Sector

Accounts.

These financial statements for the year ended 30

June 2018 have been authorised for issue by the

Chief Executive Officer on 18 September 2018.

(b) Basis of preparation

The Commission’s financial statements are general

purpose financial statements which have been

prepared on an accrual basis and in accordance

with:

• applicable Australian Accounting Standards

(AAS) (which include Australian Accounting

Interpretations);

• the requirements of the Public Finance and Audit

Act 1983 and Public Finance and Audit Regulation

2015; and

• the Financial Reporting Directions issued by the

Treasurer.

Plant and equipment and other financial statement

items are prepared in accordance with the historical

cost convention except where specified otherwise.

Judgements, key assumptions and estimations

management has made are disclosed in the relevant

notes to the financial statements.

These financial statements are prepared on a

going concern basis. The Commission is a budget

dependant Government Agency. The Commission’s

operations are funded from grants receivable from

the Department of Planning and Environment (the

Department) which is the principal Department

in the Planning and Environment cluster. The

Department receives contributions from the

Consolidated Fund as approved under the

Appropriations Act to fund grants payable to the

Commission and other cluster entities.

All amounts are rounded to the nearest one

thousand dollars and are expressed in Australian

currency, which is the entity’s presentation and

functional currency.

(c) Statement of compliance

The financial statements and notes comply with

Australian Accounting Standards (AAS), which

include Australian Accounting Interpretations.

(d) Insurance

The Commission’s insurance activities are

conducted through the NSW Treasury Managed

Fund scheme of self-insurance for Government

entities. The expense (premium) is determined by

the Fund Manager based on past claims experience.

(e) Accounting for the Goods and Services Tax (GST)

Income, expenses and assets are recognised net of

the amount of GST, except that the:

• amount of GST incurred by the Commission

as a purchaser that is not recoverable from the

Australian Taxation Office is recognised as part

of an asset’s cost of acquisition or as part of an

item of expense; and

• receivables and payables are stated with the

amount of GST included.

Cash flows are included in the statement of

cash flows on a gross basis. However, the GST

components of cash flows arising from investing

and financing activities which are recoverable

from, or payable to the Australian Taxation Office

are classified as operating cash flows.

97


Greater Sydney Commission Notes to the financial statements (continued)for the year ended 30 June 2018

(f) Comparative Information

Except when an Australian Accounting Standard

permits or requires otherwise, comparative

information is presented in respect of the previous

period for all amounts reported in the financial

statements.

(g) Changes in accounting policy, including new or revised Australian Accounting Standards

i. Effective for the first time in 2017/18

There were no new or revised Australian

Accounting Standards (AAS) effective in

2017/18 impacting these financial statements.

ii. Issued but not yet effective

NSW public sector entities are not permitted

to early adopt new AAS, unless Treasury

determines otherwise.

The following AAS have not been applied and are

not yet effective. NSW Treasury TC 18-01 mandates

agencies not to early adopt any of the following

accounting pronouncements:

• AASB 9 Financial Instruments

• AASB 15, AASB 2014-5, AASB 2015-8 and

2016-3 regarding Revenue from Contracts with

Customers

• AASB 16 Leases

• AASB 1058 Income of Not-for-profit Entities

• AASB 2016-7 Amendments to Australian

Accounting Standards – Deferral of AASB 15 for

Not-for-Profit Entities

• AASB 2016-8 Amendments to Australian

Accounting Standards – Australian

Implementation Guidance for Not-for-Profit

Entities

• AASB2017-5 Amendments to Australian

Accounting Standards – Effective Date of

Amendments to AASB 10 and AASB 128 and

Editorial Corrections

These standards have been assessed for their

possible impact on the financial statements, if

any, in the period of their initial application. The

assessment concluded that AASB 16 Leases and

AASB 1058 Income of Not-for-Profit Entities, both

effective from the 2019/20 financial year may have

some financial impact. Apart from this, the other

new standards are not likely to have any material

impact.

2. Accounting records

From 01 July 2017 the Commission maintains

its own accounting records. Previously these

transactions were maintained within the

accounting records of the Department of Planning

and Environment.




3. Expenses excluding losses

(a) Personnel services

2018 2017 Notes $'000 $'000

Salaries and wages (including recreation leave)* 6,557 3,316

Superannuation – defined contribution plans 452 338

Long service leave 355 179

Payroll tax and Fringe benefits tax 435 281

7,799 4,114

(b) Other operating expenses

Auditor's remuneration – audit of the financial statements 28 27

Internal auditors remuneration 48 –

Advertising / public relations 9 195

Board remuneration and expenses 1,448 2,091

Office accommodation 616 359

Computer costs 43 132

Contractors* 6,417 7,882

Consultants 110 721

Fees for services 5,047 4,764

Staff training and conferences 72 26

Travel costs 25 12

Minor equipment purchases 4 19

Other 491 348

14,358 16,576

*Cost of secondments to the Commission are reclassified as contractor costs in the current financial year . Hence an amount of $1 .572 million is reclassified in the prior year, from Salaries and wages (including recreation leave) (see note 3(a)) to Contractors (see note 3(b)) .

99



(c) Depreciation and amortisation expense

2018 2017 Notes $'000 $'000

Depreciation – plant and equipment 7 25 19

Amortisation – intangible assets 8 32 18

57 37

Recognition and measurement policies on depreciation and amortisation expenses are disclosed in note 7 and 8 .

(d) Grants and subsidies

Grants and subsidies 750 –

750 –

Grant payments were made in relation to the Parramatta Road Urban Amenity Improvement Program .

4. Revenue

Recognition and measurement

Income is measured at the fair value of the consideration or contribution received or receivable.

Comments regarding the accounting policies for the recognition of income are discussed below.

(a) Grants and contributions

2018 2017 $'000 $'000

Contributions from the Department of Planning and Environment 22,515 17,830

22,515 17,830


Income from grants (other than contribution by owners) is recognised when the Commission obtains control

over the contributions. The Commission is deemed to have assumed control when the grant is received or

receivable.

Contributions are recognised at their fair value. Contributions of services are recognised when and only when a

fair value of those services can be reliably determined, and the services would be purchased if not donated.

(b) Personnel services revenue (Refer note 10)

Long service leave assumed by the Crown Finance Entity 328 179

328 179




4. Revenue (continued)

(c) Other income

2018 2017 $'000 $'000

Services received free of charge (Refer note 14(c)) 62 521

Other 36 9

98 530

5. Current assets – cash and cash equivalents

Cash at bank or on hand 524 –

524 –

For the purposes of the Statement of cash flows, cash and cash equivalents include cash at bank, cash on hand,

and short-term deposits with a maturity of three months or less, which have an insignificant risk of change in

value, and net of outstanding bank overdraft.

Cash and cash equivalent assets recognised in Statement of financial position are reconciled at the end of the

financial year to the Statement of cash flows as follows:

Cash and cash equivalents (per Statement of financial position) 524 –

Closing cash and cash equivalents (per Statement of cash flows) 524 –

6. Current assets – receivables

GST receivable 294 203

Prepayments 49 –

343 203

Details regarding credit risk, liquidity risk and market risk including financial assets that are either past due or

impaired are disclosed at Note 13.

101



7. Non-current assets – plant and equipment

Plant and equipment

$'000

At 1 July 2017 – fair value

Gross carrying amount 117

Accumulated depreciation (19)

Net carrying amount 98

At 30 June 2018 – fair value




Reconciliation

A reconciliation of the carrying amount of each class of plant and equipment at the beginning and end of the

current reporting period is set out below:

Year ended 30 June 2018

Net carrying amount at beginning of year 98

Additions 27

Depreciation expense (25)

Net carrying amount at end of year 100


Gross carrying amount –

Accumulated depreciation –

Net carrying amount –








7. Non-current assets – plant and equipment (continued)

Reconciliation:

A reconciliation of the carrying amount of each class of plant and equipment at the beginning

and end of the previous reporting period is set out below:

Plant and equipment

$'000


Net carrying amount at beginning of year –

Additions 117

Depreciation expense (19)



Acquisition of plant and equipment

Property, plant and equipment are initially

measured at cost and subsequently revalued at

fair value less accumulated depreciation and

impairment. Cost is the amount of cash or cash

equivalents paid or the fair value of the other

consideration given to acquire the asset at the

time of its acquisition or construction or, where

applicable, the amount attributed to that asset

when initially recognised in accordance with the

requirements of other AAS.

Fair value is the price that would be received to sell

an asset in an orderly transaction between market

participants at measurement date.

Where payment for an asset is deferred beyond

normal credit terms, its cost is the cash price

equivalent; i.e. deferred payment amount is

effectively discounted over the period of credit.

Assets acquired at no cost, or for nominal

consideration, are initially recognised at their fair

value at the date of acquisition.

Capitalisation thresholds

Plant and equipment and intangible assets costing

$5,000 or (forming part of a network costing more

than $5,000) are capitalised.

Depreciation of plant and equipment

Except for certain non-depreciable assets,

depreciation is provided for on a straight-line basis

so as to write off the depreciable amount of each

asset as it is consumed over its useful life to the

Commission.

All material identifiable components of assets are

depreciated separately over their useful lives.

The following are the depreciation rates:

Leasehold improvements 19.67% to 33.33%

Plant and equipment 20% to 25%

103



Revaluation of plant and equipment

Physical non-current assets are valued in

accordance with the ‘Valuation of Physical Non-

Current Assets at Fair Value’ Policy and Guidelines

Paper (TPP14-01). This policy adopts fair value in

accordance with AASB 13 and AASB 116.

Non-specialised assets with short useful lives are

measured at depreciated historical cost, which

for these assets approximates fair value. The

Commission has assessed that any difference

between fair value and depreciated historical cost is

unlikely to be material.

The residual values, useful lives and methods of

depreciation of plant and equipment are reviewed

at each financial year end.

Impairment of plant and equipment

As a not-for-profit entity with no cash generating

units, impairment under AASB 136 Impairment

of Assets is unlikely to arise. Since plant and

equipment is carried at fair value or an amount that

approximates fair value, impairment can only arise

in rare circumstances such as where the costs of

disposal are material.

The Commission assesses, at each reporting date,

whether there is an indication that an asset may

be impaired. If any indication exists, or when

annual impairment testing for an asset is required,

the Commission estimates the asset’s recoverable

amount. When the carrying amount of an asset

exceeds its recoverable amount, the asset is

considered impaired and is written down to its

recoverable amount.

Specialised assets held for continuing use of their

service capacity are rarely sold and their cost of

disposal is typically negligible. Their recoverable

amount is expected to be materially the same as

fair value, where they are regularly revalued under

AASB 13.

As a not-for-profit entity, an impairment loss

is recognised in the net result to the extent the

impairment loss exceeds the amount in the

revaluation surplus for the class of asset.

After an impairment loss has been recognised,

it is reversed only if there has been a change in

the assumptions used to determine the asset’s

recoverable amount. The reversal is limited so that

the carrying amount of the asset does not exceed

its recoverable amount, nor exceed the carrying

amount that would have been determined, net

of depreciation, had no impairment loss been

recognised for the asset in prior years. Such

reversal is recognised in net result and is treated

as a revaluation increase. However, to the extent

that an impairment loss on the same class of asset

was previously recognised in net result, a reversal

of that impairment loss is also recognised in net

result.




8. Non-current assets – intangible assets

Software $'000



Accumulated amortisation (18)






Reconciliation

A reconciliation of the carrying amount of the intangible assets at the beginning and end of the current

reporting period is set out below:


Net carrying amount at beginning of year 119

Additions 25

Amortisation expense (32)



Gross carrying amount –

Accumulated amortisation –

Net carrying amount –





105



Reconciliation:

A reconciliation of the carrying amount of the intangible assets at the beginning and end of the previous

reporting period is set out below:

Software $'000


Net carrying amount at beginning of year –

Additions 137

Amortisation expense (18)



The Commission recognises intangible assets

only if it is probable that future economic benefits

will flow to the Commission and the cost of the

asset can be measured reliably. Intangible assets

are measured initially at cost. Where an asset is

acquired at no or nominal cost, the cost is its fair

value as at the date of acquisition. Following initial

recognition, intangible assets are subsequently

measured at fair value only if there is an active

market. If there is no active market for the

Commission’s intangible assets, the assets are

carried at cost less any accumulated amortisation

and impairment losses.

All research costs are expensed. Development costs

are only capitalised when certain criteria are met.

The useful lives of intangible assets are assessed to

be finite.

The Commission’s intangible assets are amortised

using the straight-line method over a period

of 4 years to 5 years appropriate to the future

economic benefit.

The amortisation period and the amortisation

method for an intangible asset with a finite

useful life are reviewed at least at the end of each

reporting period.

Intangible assets are tested for impairment where

an indicator of impairment exists. If the recoverable

amount is less than its carrying amount, the

carrying amount is reduced to recoverable amount

and the reduction is recognised as an impairment

loss.




9. Current liabilities – payables

2018 2017 $'000 $'000

Creditors 2,618 2,398

Accrued personnel services 23 18

2,641 2,416

Details regarding credit risk, liquidity risk, and

market risk, including financial assets that are

either past due or impaired, are disclosed in Note 13.


Payables represent liabilities for goods and services

provided to the Commission and other amounts.

Short-term payables with no stated interest rate are

measured at the original invoice amount where the

effect of discounting is immaterial.

Payables are financial liabilities at amortised

cost, initially measured at fair value, net of

directly attributable transaction costs. These are

subsequently measured at amortised cost using

the effective interest method. Gains and losses are

recognised in the net result when the liabilities are

derecognised as well as through the amortisation

process.

10. Current / non-current liabilities – provisions

Current liabilities – provisions

Personnel services – Annual leave 554 157

Personnel services – Employee benefits and related on-costs 92 35

646 192

Non-current liabilities – provisions

Personnel services – Employee benefits and related on-costs 3 –

3 –

Personnel services benefits expected to be settled within 12 months from reporting date


Personnel services – Employee benefits and related on-costs 55 35

495 160

107



10. Current / non-current liabilities – provisions (continued)

2018 2017 $'000 $'000

Personnel services benefits expected to be settled after 12 months from reporting date


Personnel services – Employee benefits and related on-costs 40 –

154 32

Aggregate personnel services

Provisions 649 192

Accrued personnel services (Note 9) 23 18

672 210


Personnel Services and related on-costs

Salaries and wages, annual leave and sick leave

Salaries and wages (including non-monetary

benefits) and paid sick leave that are expected

to be settled wholly within 12 months after the

end of the period in which the employees render

the service are recognised and measured at the

undiscounted amounts of the benefits.

Annual leave is not expected to be settled wholly

before twelve months after the end of the annual

reporting period in which the employees render

the related service. As such, it is required to be

measured at present value in accordance with AASB

119 Employee Benefits (although short-cut methods

are permitted). Unused non-vesting sick leave does

not give rise to a liability as it is not considered

probable that sick leave taken in the future will be

greater than the benefits accrued in the future.

Long service leave and superannuation

The Commission’s liabilities for long service leave

and defined benefit superannuation are assumed

by the Crown Entity. The Commission accounts

for the liability as having been extinguished,

resulting in the amount assumed being shown as

part of the non-monetary revenue item described

as ‘Acceptance by the Crown Entity of employee

benefits and other liabilities’.

Long service leave is measured at the present

value of expected future payments to be made in

respect of services provided up to the reporting

date. Consideration is given to certain factors based

on actuarial review, including expected future

wage and salary levels, experience of employee

departures, and periods of service. Expected future

payments are discounted using Commonwealth

government bond rate at the reporting date.




10. Current / non-current liabilities – provisions (continued)

The superannuation expense for the financial year

is determined by using the formulae specified in

the Treasurer’s Directions. The expense for certain

superannuation schemes (i.e. Basic Benefit and

First State Super) is calculated as a percentage of

the employees’ salary. For other superannuation

schemes (i.e. State Superannuation Scheme

and State Authorities Superannuation Scheme),

the expense is calculated as a multiple of the

employees’ superannuation contributions.

Consequential on-costs

Consequential costs to employment are recognised

as liabilities and expenses where the employee

benefits to which they relate have been recognised.

This includes outstanding amounts of payroll tax,

workers’ compensation insurance premiums and

fringe benefits tax.

11. Reconciliation of cash flows from operating activities to net result

Reconciliation of cash flows from operating activities to the net result as reported in the Statement

of comprehensive income is as follows:

2018 2017 $'000 $'000

Net cash flows from operating activities 576 –

Depreciation and amortisation (57) (37)

Increase in receivables 140 203

(Increase) in payables (225) (2,416)

(Increase) in provisions (457) (192)

Capital contributions not included in net result – 254

Net result (23) (2,188)

12. Program groups

The Commission is part of the Department

of Planning and Environment program group

“Planning, designing and implementing integrated

regions and communities”, which is aligned to

the State outcome to “Create a strong and vibrant

NSW”.

109



13. Financial instruments

The Commission’s principal financial instruments

are outlined below. These financial instruments

arise directly from the Commission’s operations

or are required to finance the Commission’s

operations. The Commission does not enter into

trade financial instruments, including derivative

financial instruments, for speculative purposes.

The Commission’s main risk arising from financial

instruments are outlined below, together with the

Commission’s objectives, policies and processes for

measuring and managing risk. Further quantitative

and qualitative disclosures are included throughout

these financial statements.

The Chief Executive Officer has overall

responsibility for the establishment and oversight

of risk management and reviews and agrees

policies for managing each of these risks. Risk

management policies are established to identify

and analyse the risks faced by the Commission,

to set risk limits and controls to monitor risks.

Compliance with policies is reviewed by the

Commission on a regular basis.

(a) Financial instrument categories

Carrying amount

Carrying amount

2018 2017 Financial Assets Notes Category $'000 $'000

Class:

Cash and cash equivalents 5 N/A 524 –

Receivables1 6Loans and receivables (at amortised cost)

– –

Financial Liabilities

Class:

Payables2

9Financial liabilities measured at amortised cost

2,641 2,416

1 . Excludes statutory receivables and prepayments (i .e . not within scope of AASB 7) . 2 . Excludes statutory payables and unearned revenue (i .e . not within scope of AASB 7) .




13. Financial instruments (continued)

(b) Derecognition of financial assets and liabilities

A financial asset is derecognised when the

contractual rights to the cash flows from the

financial assets expire; or if the Commission

transfers the financial asset:

• where substantially all the risks and rewards

have been transferred; or

• where the entity has not transferred

substantially all the risks and rewards, if the

Commission has not retained control.

Where the Commission has neither transferred

nor retained substantially all the risks and rewards

or transferred control, the asset continues to be

recognised to the extent of the Commission’s

continuing involvement in the asset. In that case,

the Commission also recognises an associated

liability. The transferred asset and the associated

liability are measured on a basis that reflects the

rights and obligations that the Commission has

retained.

Continuing involvement that takes the form of a

guarantee over the transferred asset is measured

at the lower of the original carrying amount of the

asset and the maximum amount of consideration

that the Commission could be required to repay.

A financial liability is derecognised when the

obligation specified in the contract is discharged

or cancelled or expires. When an existing financial

liability is replaced by another from the same

lender on substantially different terms, or the

terms of an existing liability are substantially

modified, such an exchange or modification

is treated as the derecognition of the original

liability and the recognition of a new liability.

The difference in the respective carrying amounts

is recognised in the net result.

(c) Financial risks

i. Credit risk

Credit risk arises when there is the possibility that

the counterparty will default on their contractual

obligations, resulting in a financial loss to the

Commission. The maximum exposure to credit risk

is generally represented by the carrying amount

of the financial assets (net of any allowance for

impairment).

Credit risk arises from the financial assets of the

Commission, including cash, receivables, and

short-term deposits. No collateral is held by the

Commission. The Commission has not granted any

financial guarantees.

Cash and cash equivalents

Cash comprises cash on hand and bank balances.

ii. Liquidity risk

Liquidity risk is the risk the Commission will be

unable to meet its payment obligations when they

fall due. The Commission continuously manages

risk through monitoring future cash flows from

contributions receivable from NSW Treasury via

the principle Department.

During the current year, there was no defaults of

payments to suppliers. No assets have been pledged

as collateral. The Commission’s exposure to

liquidity risk is deemed insignificant based on prior

period’s data and current assessment of risk.

The liabilities are recognised for amounts due

to be paid in the future for goods and services

received, whether or not invoiced. Amounts owing

to suppliers (which are unsecured) are settled in

accordance with the policy set out in NSW TC 11-12.

For small business suppliers, where terms are not

specified, payment is made not later than 30 days

from the receipt of a correctly rendered invoice.

111



For other suppliers, if trade terms are not specified,

payment is made no later than the end of the

month following the month in which an invoice

or a statement is received. For small business

suppliers, where payment is not made within the

specified time period, simple interest must be paid

automatically unless an existing contract specifies

otherwise. For payments to other suppliers, the

Chief Executive Officer of the Commission (or a

person appointed by the Chief Executive Officer

of the Commission) may automatically pay the

supplier simple interest. The rate of interest applied

during the year was 9.72% (2017: 9.78%).

The table below summarises the maturity profile of

the Commission’s financial liabilities, together with

the interest rate exposure.

Maturity Analysis and interest rate exposure of financial liabilities

Interest Rate Exposure $’000

Maturity Dates $’000

Weighted average effective Interest

RateNominal Amount

Fixed Interest

Rate

Variable Interest

Rate

Non-Interest Bearing < 1 year 1 – 5 years > 5 years

2018

Payables N/A 2,641 – – 2,641 2,641 – –

2,641 – – 2,641 2,641 – –

2017

Payables N/A 2,416 – – 2,416 2,416 – –

2,416 – – 2,416 2,416 – –

Notes 1 . The amounts disclosed are the contractual undiscounted cash flows of each class of financial liabilities based on the earliest date on which the Commission can be required to pay .




13. Financial instruments (continued)

(c) Financial risks (cont’d)

iii. Interest rate risk

The Commission has no exposure to interest rate

risk as it has no interest-bearing assets or liabilities

subject to interest charges.

(d) Fair value measurement

i. Fair value compared to carrying amount

Fair value is the price that would be received to sell

an asset or paid to transfer a liability in an orderly

transaction between market participants at the

measurement date. The fair value measurement

is based on the presumption that the transaction

to sell the asset or transfer the liability takes place

either in the principal market for the asset or

liability or in the absence of a principal market,

in the most advantageous market for the asset or

liability.

With regard to the Commission, the carrying

amount of the financial assets and liabilities

approximate the fair value.

14. Related party disclosures

(a) Key management personnel compensation

During the year, the Commission incurred

$1.9 million in respect of the key management

personnel services that are provided by the NSW

Department of Planning and Environment.

The key management personnel compensation

excludes the Minister for Planning. Ministerial

compensation is paid by the NSW Legislature, not

the Commission. It also excludes long service leave

and defined benefit superannuation amounts,

which are assumed by the Crown.

The Commission did not provide any non-

monetary benefits to Cabinet Ministers, their close

family members or entities controlled or jointly

controlled thereof during the year.

(b) Transactions with key management personnel

The Commission did not enter into any related

party transactions with key management

personnel, their close family members or entities

controlled or jointly controlled thereof during the

year.

(c) Transactions with government related entities

During the year, the Commission entered into the

following individually significant arm’s length

transactions with other entities that are controlled

by the NSW Government:

• Cluster grant funding received from the NSW

Department of Planning and Environment of

$22.5 million (2017: $17.8 million).

• Personnel service expenses of $7.8 million (2017:

$5.7 million) and Commissioners’ remuneration

of $1.4 million (2017: $2.1 million) were paid to

the Department of Planning and Environment;

of these, $22,554 (2017: $18,105) is recognised as

accrued expense at year end.

• During the year the Commission received

in-kind services valued at $33,000 from

Health Infrastructure and $28,925 from Office

of Environment and Heritage. Compared to

$259,875 from Urban Growth NSW and $260,913

from Sydney Water Corporation during 2016/17.

The Commission also entered into other

transactions with entities that are controlled by

the NSW Government during the year. These

transactions are conducted at arm’s length and

are not individually significant. This includes

services received from the Department of Planning

and Environment, Sydney Water Corporation,

NSW Audit Office, Department of Justice,

Department of Finance, Services and Innovation,

Infrastructure NSW, Transport NSW and other

NSW government entities. These services included

113


corporate shared services, audit, procurement

and staff secondments. The Commission had

certain employee benefits assumed by the Crown

Financing Entity.

15. Commitments

The Commission has no lease commitments.

All operating lease commitments have been borne

by the Department of Planning and Environment

on behalf of the Commission.

16. Contingent liabilities / assets

A contingent liability is a possible liability that

arises from past events whose existence will

be confirmed only by the occurrence or non-

occurrence of one or more uncertain future events

not wholly within the control of the Commission.

A contingent asset is the opposite of a contingent

liability.

As at 30 June 2018, the Commission does not have

any contingent liabilities nor contingent assets

(2017: nil).

17. Budget review note

The Commission is a budget dependent general

Government agency which commenced

operations on 27 January 2016. The 2017/18 budget

allocation for the Commission was included in the

Department’s budget allocation.

The Secretary of the Department approved

a budget allocation of $143.9 million for the

Commission for 2017/18 financial year. Out of this

budget, $121.2 million of grant payments relating

to Parramatta Road Urban Amenity Improvement

Program were carried forward to 2018/19 budget

and outer years in order to align the expenditure

budget of the program to latest spend projections.

In addition, $0.9 million was carried forward from

2016/17 to 2017/18. As a result, the revised budget

for 2017/18 was $22.6 million.

18. Events after the reporting period

The Government has announced that the

Commission will be transferred into the

Department of Premier and Cabinet cluster from

01 July 2018.

The Commission is not aware of any after balance

date events, which would have a material impact on

these financial statements.

End of audited financial statements.


Index

Collaboration Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 19, 46, 50

Committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29, 58–63

Directions for a Greater Sydney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 19

District Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6, 7, 17, 31–35, 37, 45

Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21, 31–35, 53

Environmental Planning & Assessment Act 1979 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57–58

Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26, 56–63

Greater Parramatta and the Olympic Peninsula (GPOP) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19, 29, 46, 52

Growth Infrastructure Compact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7, 19, 46, 49, 52

GSC Act . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10, 25, 26

Greater Sydney Region Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6, 7, 17, 31, 35, 37

Metropolitan Greenspace Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Organisational structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27, 79

Parramatta Road Urban Amenity Improvement Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Western Sydney City Deal . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6, 7, 46, 48, 52


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Date post:	21-May-2020
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