{ "entity_id": "S-NSW-009", "folder": "Department-of-Planning-Housing-and-Infrastructure", "name": "Department of Planning, Housing and Infrastructure", "type": "State Department", "jurisdiction": "NSW", "portfolio": "Planning, Housing and Infrastructure", "website": "https://www.planning.nsw.gov.au/", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 9, "n_kpi_targets": 3, "n_kpi_results": 3, "n_outcomes": 5, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "Placemaking NSW creates and cares for places that people love.", "official_site_url": "https://www.planning.nsw.gov.au/", "source_documents": [ { "type": "annual_report", "title": "Place Management NSW and Luna Park Reserve Trust Annual Report 2024–2025 (PDF, 5.5 MB) get_app", "url": "https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Place Management NSW and Luna Park Reserve Trust Annual Report 2023–2024 (PDF, 1.9 MB) get_app", "url": "https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "Place Management NSW and Luna Park Reserve Trust Annual Report 2022–2023 (PDF, 3.5 MB) get_app", "url": "https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Place Management NSW and Luna Park Reserve Trust Annual Report 2021–2022 (PDF, 5.1 MB) get_app", "url": "https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Place Management NSW Annual Report 2020–2021 (PDF, 8.3 MB) get_app", "url": "https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf", "period": "2020-21", "confidence": "high" }, { "type": "strategie", "title": "Place Management NSW Reconciliation Action Plan (PDF, 8.4 MB) get_app", "url": "https://www.planning.nsw.gov.au/sites/default/files/2026-04/place-management-nsw-innovate-reconciliation-action-plan.pdf", "period": "2026", "confidence": "medium" } ], "purpose": { "text": "Placemaking NSW creates and cares for places that people love.", "source_url": "", "source_page": 4, "source_deep_url": "" }, "vision": { "text": "Creating and caring for places that people love.", "source_url": "", "source_page": 6, "source_deep_url": "" }, "strategic_priorities": [ { "title": "Trusted leaders in placemaking", "description": "Trusted leaders in placemaking", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Connected to Country", "description": "Connected to Country", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Unlocking the economic value of place", "description": "Unlocking the economic value of place", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Leading sustainable transformation", "description": "Leading sustainable transformation", "source_url": "", "source_page": 20, "source_deep_url": "" }, { "title": "Investing in our organisation", "description": "Investing in our organisation", "source_url": "", "source_page": 21, "source_deep_url": "" } ], "values": [ { "name": "Diversity", "description": "", "source_url": "", "source_page": null }, { "name": "Inclusion", "description": "", "source_url": "", "source_page": null }, { "name": "Sustainability", "description": "", "source_url": "", "source_page": null } ], "outcomes": [ { "name": "Priority area 1: Trusted leaders in placemaking", "description": "Hosted approximately 26.4 million people to Darling Harbour and 13.9 million people to The Rocks through venues, events and activations.", "activities": [ "Delivery of over 400 activations", "Hosting hallmark events", "White Bay Power Station activities", "Chinese Garden of Friendship", "ICC Sydney events" ], "source_url": "", "source_page": 19, "source_deep_url": "" }, { "name": "Priority area 2: Connected to Country", "description": "Finalised the Bays West Connecting with Country Framework.", "activities": [ "Cultural review and input to several projects", "First Nations Advisors working across projects", "Community session facilitated by Gujaga Foundation" ], "source_url": "", "source_page": 20, "source_deep_url": "" }, { "name": "Priority area 3: Unlocking the economic value of place", "description": "Placemaking NSW drives the sustained competitive advantage of Sydney and NSW through its internationally significant portfolio of special precincts and places.", "activities": [ "Facilitating hallmark events", "ICC Sydney events", "$2 billion Harbourside mixed use re-development" ], "source_url": "", "source_page": 20, "source_deep_url": "" }, { "name": "Priority area 4: Leading sustainable transformation", "description": "Working towards net zero emissions target by 2035 for Scope 1 and 2 emissions.", "activities": [ "Net Zero Pathway audits", "24 projects completed or commenced", "ICC Sydney sustainability efforts" ], "source_url": "", "source_page": 21, "source_deep_url": "" }, { "name": "Priority area 5: Investing in our organisation", "description": "Regular engagement and collaboration with stakeholders across precincts, industry and government supporting and enabling the delivery of NSW Government priorities.", "activities": [ "People Matter Employee Survey", "Launched a new intranet site", "Procurement strategy finalised" ], "source_url": "", "source_page": 21, "source_deep_url": "" } ], "performance_measures": [ { "code": "CCE01", "measure": "Net Zero Pathway audits", "target": "Completed for each of the major assets, including the public domain", "latest_result": "Completed", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf", "result_source_page": 21 }, { "code": "CCE02", "measure": "Projects completed or commenced", "target": "24 projects completed or commenced with predicted savings of $33k and 136 MWh in energy, 97 tonnes CO2-e and 3.59 NABERS Energy Stars", "latest_result": "24 projects completed or commenced", "status": "Achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf", "result_source_page": 21 }, { "code": "CCE03", "measure": "ICC Sydney sustainability efforts", "target": "76% operational waste diversion from landfill", "latest_result": "71% operational waste diversion from landfill", "status": "Partially achieved", "target_source_url": "", "target_source_page": 21, "result_source_url": "https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf", "result_source_page": 21 } ], "document_alignment_terms": { "must_support": [ "Placemaking NSW creates and cares for places that people love.", "Creating and caring for places that people love.", "Trusted leaders in placemaking", "Connected to Country", "Unlocking the economic value of place", "Leading sustainable transformation", "Investing in our organisation" ], "watch_terms": [ "Net Zero Pathway audits", "Projects completed or commenced", "ICC Sydney sustainability efforts" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Department of Planning, Housing and Infrastructure — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)\n\n## Vision\n\n> Creating and caring for places that people love. [CP p.6]\n\n## Our purpose / purposes\n\n> Placemaking NSW creates and cares for places that people love. [CP p.4]\n\n## How we deliver\n\n> Placemaking NSW aims to foster well-connected communities with quality local environments by ensuring a cohesive approach across the precincts. [CP p.8]\n\n## Government priorities for this department\n\n- Trusted leaders in placemaking [CP p.20]\n- Connected to Country [CP p.20]\n- Unlocking the economic value of place [CP p.20]\n- Leading sustainable transformation [CP p.20]\n- Investing in our organisation [CP p.21]\n\n## Outcomes\n\n### Priority area 1: Trusted leaders in placemaking\nHosted approximately 26.4 million people to Darling Harbour and 13.9 million people to The Rocks through venues, events and activations. [CP p.19]\n\n**Key activities:**\n- Delivery of over 400 activations\n- Hosting hallmark events\n- White Bay Power Station activities\n- Chinese Garden of Friendship\n- ICC Sydney events\n\n### Priority area 2: Connected to Country\nFinalised the Bays West Connecting with Country Framework. [CP p.20]\n\n**Key activities:**\n- Cultural review and input to several projects\n- First Nations Advisors working across projects\n- Community session facilitated by Gujaga Foundation\n\n### Priority area 3: Unlocking the economic value of place\nPlacemaking NSW drives the sustained competitive advantage of Sydney and NSW through its internationally significant portfolio of special precincts and places. [CP p.20]\n\n**Key activities:**\n- Facilitating hallmark events\n- ICC Sydney events\n- $2 billion Harbourside mixed use re-development\n\n### Priority area 4: Leading sustainable transformation\nWorking towards net zero emissions target by 2035 for Scope 1 and 2 emissions. [CP p.21]\n\n**Key activities:**\n- Net Zero Pathway audits\n- 24 projects completed or commenced\n- ICC Sydney sustainability efforts\n\n### Priority area 5: Investing in our organisation\nRegular engagement and collaboration with stakeholders across precincts, industry and government supporting and enabling the delivery of NSW Government priorities. [CP p.21]\n\n**Key activities:**\n- People Matter Employee Survey\n- Launched a new intranet site\n- Procurement strategy finalised\n\n## Values and principles\n\n- Diversity\n- Inclusion\n- Sustainability\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Net Zero Pathway audits | Completed for each of the major assets, including the public domain | CP p.21 |\n| CCE02 | Projects completed or commenced | 24 projects completed or commenced with predicted savings of $33k and 136 MWh in energy, 97 tonnes CO2-e and 3.59 NABERS Energy Stars | CP p.21 |\n| CCE03 | ICC Sydney sustainability efforts | 76% operational waste diversion from landfill | CP p.21 |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Net Zero Pathway audits | Completed | Achieved | [AR p.21](https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf#page=21)(https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf#page=21) |\n| CCE02 | Projects completed or commenced | 24 projects completed or commenced | Achieved | [AR p.21](https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf#page=21)(https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf#page=21) |\n| CCE03 | ICC Sydney sustainability efforts | 71% operational waste diversion from landfill | Partially achieved | [AR p.21](https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf#page=21)(https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf#page=21) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of Planning, Housing and Infrastructure - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:41:37.210189+00:00\n**Entity ID**: S-NSW-009\n**Entity type**: State Department\n**Jurisdiction**: NSW\n**Portfolio**: Planning, Housing and Infrastructure\n**Website**: https://www.planning.nsw.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| other-pdfs | 3 |\n| pages | 5 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- Overview Purpose, vision and TPG25-10a 2.1 Yes 3\nvalues\nEstablishing Yes 4\nlegislation\nAims and objectives Yes 5\nManagement and Yes 6\nstructure\nHigh-level Yes 5\ndescriptions of\nfunctions and\nservices\nControlled entities or Yes 4\nrelated agencies\nCombined Annual Yes 5\nReport\n107\nPlace Management NSW and Luna Park Reserve Trust Annual Report 2024-25\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- [Page 6]\n10 | PLACEMAKING NSW 2023-24 year in review | 11\nnoisiv\nPURPOSE\nMaking special places thrive\nVISION\nWe create and care for places that people love\nOUR CORE BUSINESS\nThe special places we care for are\nforever assets – significant culturally future or foresight\nGovernment retained land and socially precincts\nAND KEY\nOUR VALUES\nPRIORITY\nAREAS\nDaring Kind Collaborative Inclusive Creative Sustainable\nPRIORITY AREAS\n1 2 3 4 5\nTrusted Connected to Unlocking Leading Investing\nleaders in Country the economic sustainable in our\nplacemaking value of place transformation organisation\nOur unique places Our places are Our places create Our places are We care for our\nlift the bar on what alive with First shared, lasting resilient and people and create\nis possible, for the Nations cultural and balanced regenerative a culture in which\npeople of NSW knowledge outcomes they thrive\n Source: `other-pdfs/placemaking-nsw-year-in-review-2023-2024.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/placemaking-nsw-year-in-review-2023-2024.pdf)`\n- [Page 15]\nStrategy\nStrategic objectives and outcomes\nPURPOSE:\nMaking special places thrive\nVISION:\nWe create and care for places that people love\nPRIORITIES:\nOur places lift the Our places are We unlock the We earn trust to We are leaders in\nbar on what is connected to economic value of care for NSW’s Placemaking\npossible Country and alive places unique places\nwith First Nations\ncultural knowledge\nOUTCOMES:\nThe customer and Connecting to With a genuine Our broad remit We are always\nstakeholder Country is at the focus on jobs and provides the NSW learning the best\nexperience at all heart of how we growth, we work Government with ways to care for\nour places is design and manage with our partners an opportunity to and create great\nexcellent. our places. to foster the NSW add more special places, constantly\neconomy while places to our experimenting and\nimproving peoples’ organisation.\n Source: `annual-reports/2022-23.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf)`\n- [Page 7]\nnoisiv\nvision\nAND\nPURPOSE Making special places thrive\nVALUES\nVISION We create and care for places that people love\nOUR CORE The special places we care for are\nBUSINESS\nforever assets significant future or\n– Government culturally and foresight\nretained land socially precincts\nOUR VALUES\nDaring Kind Collaborative\nAND KEY\nPRIORITY\nInclusive Creative Sustainable\nAREAS\nTrusted leaders Connected to Unlocking the Leading Investing in our\nPRIORITY\nin placemaking Country economic value sustainable organisation\nAREAS\nof place transformation\nOur unique places Our places are Our places create Our places are We care for our\nlift the bar on what alive with First shared, lasting resilient and people and create\nis possible, for the Nations cultural and balanced regenerative a culture in which\npeople of NSW knowledge outcomes they thrive\nBallast Point Park\n Source: `other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf)`\n\n### Role and Functions\n\n- [Page 113]\nMembership\nThe independent chair and members of the Audit and Risk Committee are:\nRole Name Start Term Date Finish Term Date\nIndependent Chair Carol Holley 30 March 2020 29 March 2023\nIndependent Member Arthur Butler 30 March 2020 29 March 2023\nIndependent Member Nirmal Hansra 30 March 2020 29 March 2023\nShared Arrangements\nI, Anita Mitchell, Chief Executive, Place Management NSW, advise that Place Management NSW\nhas entered into an approved shared arrangement comprising the following agencies:\n• Place Management NSW\n• Hunter and Central Coast Development Corporation\n• Luna Park Reserve Trust\n• Sydney Olympic Park Authority\n• Property NSW\n• Waste Assets Management Corporation\n• Planning Ministerial Corporation\n• Cemeteries and Crematoria NSW\nThe resources shared include the Audit and Risk Committee, the Chief Audit Executive, and the\ninternal audit function.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 115]\nMembership\nThe independent chair and members of the Audit and Risk Committee are:\nRole Name Start Term Date Finish Term Date\nIndependent Chair Carol Holley 30 March 2020 29 March 2023\nIndependent Member Arthur Butler 30 March 2020 29 March 2023\nIndependent Member Nirmal Hansra 30 March 2020 29 March 2023\nShared Arrangements\nI, Anita Mitchell, Chief Executive, Place Management NSW (Manager of the Luna Park Reserve\nTrust), advise that the Luna Park Reserve Trust has entered into an approved shared arrangement\ncomprising the following agencies:\n• Luna Park Reserve Trust\n• Place Management NSW\n• Sydney Olympic Park Authority\n• Hunter and Central Coast Development Corporation\n• Property NSW\n• Waste Assets Management Corporation\n• Planning Ministerial Corporation\n• Cemeteries and Crematoria NSW\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [pages 14,15,16]\nTable 3 Members of the White Bay Power Station Adaptive Reuse Committee\nName Role\nAlex O’Mara Chair\nKate Foy Group Deputy Secretary, Department of Enterprise, Investment\nand Trade\nAbbie Galvin Government Architect, NSW Government Architect\nChontelle Perucich Chief of Staff, Sydney Metro\nAnita Mitchell Chief Executive, Placemaking NSW\nManagement\nTable 4 Principal Officers\nPrincipal Officers Position Qualifications\nAnita Mitchell Chief Executive Bachelor of Environmental Science\nMaster of Environmental Management\nMBA\nSusan Lee Chief Operating Officer Bachelor of Laws (LLB)\nMaster of Laws (LLM)\nHumfrey Whitaker Project Head, Bays West Urban Bachelor of Building Construction\nRenewal Economics\nAnnual Report 9\n Source: `annual-reports/2022-23.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf)`\n- Government Resource Efficiency Policy (GREP) & Sustainability Building Certifications\n• 1-5 Hickson Road achieved 5.5 Stars NABERS Energy due to lighting upgrades and reduced\nvacancy\n• NABERS improvements by portfolio have improved for both energy and water weighted\naverages over the last 12 months:\nEnergy 0.3 Stars to 3.8 Stars\no\nWater 0.5 Stars to 2.6 Stars\no\n• Diversion from landfill for operational waste doubled over the last 12 months with an increase\nin organics from 9.5 to 29.5 tonnes\n• The monitoring of fit-out waste continued has continued to limit the amount of waste to\nlandfill and maximise the amount of re-use and recycling of discarded items such as desks\nand other office furniture\n• Energy consumption down 13.3% compared to 2019 baseline due to improved efficiency of\nlifecycle mechanical upgrades and LED lighting upgrades.\n• Water consumption down 30.\n Source: `annual-reports/2023-24.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf)`\n- [Page 25]\nPriority area 3: Unlocking the economic value of place\n• Placemaking NSW is a major contributor to the NSW Visitor Economy and is critical in being\nable to achieve the NSW Government's Visitor Economy Strategy targets.\n• Placemaking NSW drives the sustained competitive advantage of Sydney and NSW through\nits internationally significant portfolio of special precincts and places including facilitating\nhallmark events such as New Year’s Eve and Vivid and major tourism initiatives such as the\nSydney Marathon.\n• Spending in the precincts contributed a total of $3.8 billion in value added to the state\neconomy, with associated employment of 40,200 Full Time Equivalent (FTE) jobs;\nrepresenting 0.5% of NSW Gross State Product and 1.1% of state FTE employment (Deloitte\nAccess Economics 2024).\n• ICC Sydney hosted 546 core events and achieved total revenue of over $126 million, an\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- Priority area 4: Leading sustainable transformation\n• Working towards net zero emissions target by 2035 for Scope 1 and 2 emissions.\n• Net Zero Pathway audits completed for each of the major assets, including the public domain.\n• 24 projects completed or commenced with predicted savings of $33k and 136 MWh in\nenergy, 97 tonnes CO2-e and 3.59 NABERS Energy Stars and a payback period of 3 years.\n• The NABERS rating weighted average for the portfolio has slightly improved for energy and\nslightly decreased for water over the last 12 months.\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n\n### Strategic Priorities\n\n- [Page 25]\nPriority area 3: Unlocking the economic value of place\n• Placemaking NSW is a major contributor to the NSW Visitor Economy and is critical in being\nable to achieve the NSW Government's Visitor Economy Strategy targets.\n• Placemaking NSW drives the sustained competitive advantage of Sydney and NSW through\nits internationally significant portfolio of special precincts and places including facilitating\nhallmark events such as New Year’s Eve and Vivid and major tourism initiatives such as the\nSydney Marathon.\n• Spending in the precincts contributed a total of $3.8 billion in value added to the state\neconomy, with associated employment of 40,200 Full Time Equivalent (FTE) jobs;\nrepresenting 0.5% of NSW Gross State Product and 1.1% of state FTE employment (Deloitte\nAccess Economics 2024).\n• ICC Sydney hosted 546 core events and achieved total revenue of over $126 million, an\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- Priority area 4: Leading sustainable transformation\n• Working towards net zero emissions target by 2035 for Scope 1 and 2 emissions.\n• Net Zero Pathway audits completed for each of the major assets, including the public domain.\n• 24 projects completed or commenced with predicted savings of $33k and 136 MWh in\nenergy, 97 tonnes CO2-e and 3.59 NABERS Energy Stars and a payback period of 3 years.\n• The NABERS rating weighted average for the portfolio has slightly improved for energy and\nslightly decreased for water over the last 12 months.\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- Strategy Strategic objectives TPG25-10a 2.1 Yes 6\nand outcomes\nCurrent and future Yes 7\nstrategic plans to\naccomplish\noutcomes\nSystems and Yes 7\nprocesses to\nmeasure the target\noutcomes\nResource allocation Yes 7\nto implement\nstrategic plans\n3.\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- Sep 2024, 2025 Chief Operating Officer(cid:2)\nPrecinct Project Officer, (cid:2) Precinct Project Officer, (cid:2)\nCulture & Community Culture & Community\nAction 3 Deliverable Timeline Responsiblity\nPromote reconciliation through Develop and implement a staff engagement strategy to raise Sep 2024 Director: Strategy and\nour sphere (cid:2)of influence.(cid:2) awareness of reconciliation across our workforce.\n Source: `strategies/place-management-nsw-innovate-reconciliation-action-plan.pdf (https://www.planning.nsw.gov.au/sites/default/files/2026-04/place-management-nsw-innovate-reconciliation-action-plan.pdf)`\n- Through Communities & Stakeholders\ncontent and programming to reflect Aboriginal and Torres (cid:2)\nthis we will create a positive public Strait Islander peoples stories, histories, and cultures.\nawareness of reconciliation and\nAction 6 Deliverable Timeline Responsibility\nhave respect be the core foundation\nDemonstrate respect to Aboriginal Increase staff’s understanding of the purpose and significance (cid:2) Nov 2024, Nov 2025, Manager, Culture,\nfor PMNSW internal and external\nand Torres Strait Islander peoples by behind cultural protocols, including Acknowledgement of Aug 2026 Communities & Stakeholders\nstaff and stakeholders to promote a observing cultural protocols.\n Source: `strategies/place-management-nsw-innovate-reconciliation-action-plan.pdf (https://www.planning.nsw.gov.au/sites/default/files/2026-04/place-management-nsw-innovate-reconciliation-action-plan.pdf)`\n- 6\nVision & Key Priority Areas............................................................10\nPerformance Highlights .................................................................12\nEvent Highlights ................................................................................18\nLooking Ahead: 2024-27 Priorities ...........................................\n Source: `other-pdfs/placemaking-nsw-year-in-review-2023-2024.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/placemaking-nsw-year-in-review-2023-2024.pdf)`\n- [Page 6]\n10 | PLACEMAKING NSW 2023-24 year in review | 11\nnoisiv\nPURPOSE\nMaking special places thrive\nVISION\nWe create and care for places that people love\nOUR CORE BUSINESS\nThe special places we care for are\nforever assets – significant culturally future or foresight\nGovernment retained land and socially precincts\nAND KEY\nOUR VALUES\nPRIORITY\nAREAS\nDaring Kind Collaborative Inclusive Creative Sustainable\nPRIORITY AREAS\n1 2 3 4 5\nTrusted Connected to Unlocking Leading Investing\nleaders in Country the economic sustainable in our\nplacemaking value of place transformation organisation\nOur unique places Our places are Our places create Our places are We care for our\nlift the bar on what alive with First shared, lasting resilient and people and create\nis possible, for the Nations cultural and balanced regenerative a culture in which\npeople of NSW knowledge outcomes they thrive\n Source: `other-pdfs/placemaking-nsw-year-in-review-2023-2024.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/placemaking-nsw-year-in-review-2023-2024.pdf)`\n- Awards\nRecognition through\nIndustry Awards\nWINNER JUDGE’S CHOICE\nincluding:\nMaster Builders Association NSW National Trust\n(Site Safety and Innovation – Heritage Awards\nCommercial Projects: Design 5 and Placemaking\n$50 million - $100 million) NSW for White Bay Power\nFDC and Placemaking NSW Station\nfor White Bay Power Station\n12 | PLACEMAKING NSW 2023-24 year in review | 13\nsthgilhgih\nPRIORITY\nAREA Trusted leaders in placemaking\nPERFORMANCE\n1\nOur unique places lift the bar on what is possible, for the\npeople of NSW\nVisitation\n26.7m 14.4m 1.2m\nvisitors to visitors to delegates welcomed\nDarling Harbour The Rocks to ICC Sydney\n6.8% 1%\n200k 77,667 10,567 Commercial vacancy rate in Retail vacancy rate in The Rocks\nThe Rocks (compared to Sydney (compared to Sydney CBD\nCBD vacancy rate of 12.2%) vacancy rate of 7.4%)\nvisitors to visitors to students attended\n Source: `other-pdfs/placemaking-nsw-year-in-review-2023-2024.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/placemaking-nsw-year-in-review-2023-2024.pdf)`\n- [pages 7,8,9,10]\nview | 13\nsthgilhgih\nPRIORITY\nAREA Trusted leaders in placemaking\nPERFORMANCE\n1\nOur unique places lift the bar on what is possible, for the\npeople of NSW\nVisitation\n26.7m 14.4m 1.2m\nvisitors to visitors to delegates welcomed\nDarling Harbour The Rocks to ICC Sydney\n6.8% 1%\n200k 77,667 10,567 Commercial vacancy rate in Retail vacancy rate in The Rocks\nThe Rocks (compared to Sydney (compared to Sydney CBD\nCBD vacancy rate of 12.2%) vacancy rate of 7.4%)\nvisitors to visitors to students attended\nthe Chinese Garden The Rocks Sydney Learning\nof Friendship Discovery Museum Adventures programs\n17\nRetail lease deals finalised\nEvents and Activations\n11\n400+ 90% Commercial lease deals finalised\nevents and activations free\ndelivered\nFIFA Women’s World Cup\nNew Year’s Eve VIVID Sydney Biennale of Sydney\n Source: `other-pdfs/placemaking-nsw-year-in-review-2023-2024.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/placemaking-nsw-year-in-review-2023-2024.pdf)`\n- It also cares for with Stage 1 planning.\nthe natural and built environments Together, the team leverages these\nthat make the precincts the popular • Partnerships and third-party diverse skills to achieve Placemaking\ndestinations they are today. activations NSW’s strategic objectives and\npriorities.\n• Education programs including\nThe Rocks Discovery Museum\n10 | PLACEMAKING NSW 2024-25 year in review | 11\n Source: `other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 25]\nMarketing KPI Performance 2021-22\nThe Rocks\nChannel Target Result\nPR 200 m reach 213 m reach\nWebsite 915,493 sessions 1,111,559 sessions\nEmail 15% click to open 13.3% click to open\n7230 engaged database 12,996 engaged database\nSocial 4.5% Facebook engagement rate 4.3% Facebook engagement rate\n1.8% Instagram engagement rate 0.8% Instagram engagement rate\nDarling Harbour\nChannel Target Result\nPR 137.5 m reach 134 m reach\nWebsite 1.182 m sessions 1.223 m sessions\nEmail 18% click to open 17.39% click to open\n15,378 engaged database 22,095 engaged database\nSocial 3.5% Facebook engagement rate 5.8 % Facebook engagement rate\n1.8% Instagram engagement rate 1.2% Instagram engagement rate\nVenue Hire KPI Performance 2021-22\nThe Rocks\nFY - 2021/22 Total\nVenue Hire - The Rocks Budget $219,981\nVenue Hire - The Rocks Actual $264,683\nVariance +$44,702\nDarling Harbour\nFY - 2021/22 Total\n Source: `annual-reports/2021-22.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf)`\n- Strategy Strategic objectives TPG25-10a 2.1 Yes 6\nand outcomes\nCurrent and future Yes 7\nstrategic plans to\naccomplish\noutcomes\nSystems and Yes 7\nprocesses to\nmeasure the target\noutcomes\nResource allocation Yes 7\nto implement\nstrategic plans\n3.\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- [Page 10]\nLeading sustainable transformation Investing in our organisation\n4 5\nOur places are resilient and regenerative We care for our people and create a culture in which they thrive\nSustainability, The Rocks Marrinawi Cove, Barangaroo Reserve Heritage Restoration, White Bay Power Station Leadership Keynote, White Bay Power Station\nEnergy consumption • Working towards net zero emissions target by 2035 for Scope 1 and 2 • Regular engagement and collaboration with stakeholders across PMES Result\nemissions. precincts, industry and government supporting and enabling the\nHighlights\ndelivery of NSW Government priorities including visitor and night-\n• Net Zero Pathway audits completed for each of the major assets,\n13% time economy, arts, culture and creative industries, Transport\nincluding the public domain.\n Source: `other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf)`\n- The online audiences often FRIENDSHIP of the community.\nsurpassed the usual in-person\nAs a key cultural destination For the 2020-21 period, despite\nattendance by the hundreds and\nsituated on one hectare of Darling the extended period that Museum\nsometimes thousands, performing\nHarbour’s central precinct, The remained closed as a result of the\nan important community service\nChinese Garden of Friendship relevant health orders in place, the\nin allowing people to connect and\nwelcomed just over 110 000 Museum was still able to welcome\nshare ideas whether in person or\nvisitors across general admission, 15,454 visitors (76% decline), along\nremotely.\neducation tours, self-guided school with conducting 3,264 self-guided\nAnother pleasing note was visits, group visits, weddings, tours (32% decline) and 104 guided\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- If the\naspirational target of 1.8% is achieved in salary bands not currently at or above 1.8%,\nthe cumulative representation of Aboriginal employees in the sector is expected to\nreach 3.3%.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- Note 4: In December 2017 the NSW Government announced the target of doubling\nthe representation of people with disability in the NSW public sector from\nTrends in the Distribution Index for Workforce Diversity Groups\nWorkforce Diversity Group Benchmark 2019 2020 2021\nWomen 100 95 96 96\nAboriginal and/or Torres Strait 100 N/A N/A N/A\nIslander People\nPeople whose First Language 100 N/A N/A N/A\nSpoken as a Child was not English\nPeople with a Disability 100 N/A N/A N/A\nPeople with a Disability Requiring 100 N/A N/A N/A\nWork-Related Adjustment\nNote 1: A Distribution Index score of 100 indicates that the distribution of members of\nthe Workforce Diversity group across salary bands is equivalent to that of the rest of the\nworkforce.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 38]\nPLACE MANAGEMENT NSW\nStart of Audited Financial Statements\nStatement of Comprehensive Income\nFor the Year Ended 30 June 2021\nRestated\nActual Actual\nNote 2021 2020\n$'000 $'000\nContinuing Operations\nExpenses\nOperating Expenses:\nProperty related 2(a) 8 7,057 1 21,293\nPersonnel services 2(b) 8 ,779 8 ,897\nOther operating expenses 2(c) 3 7,458 3 6,712\nDepreciation and amortisation 2(d) 8 5,438 8 2,741\nFinance costs 2(e) 4 8,328 4 8,868\nTotal Expenses 2 67,060 2 98,511\nRevenue\nSale of goods and services 3(a) 6 9,079 1 44,669\nInvestment revenue 3(b) 1 2,642 1 5,626\nGrants and contributions 3(c) 1 68,655 6 8,925\nOther revenue 3(d) 1 8,400 2 7,282\nTotal Revenue 2 68,776 2 56,502\nOperating Result 1 ,716 ( 42,009)\nGain/(loss) on disposal of non-current assets 4(a) ( 2,307) 5 ,062\nOther gains/(losses) 4(b) 1 4,438 3 2,967\nNet result before income tax equivalent 13,847 (3,980)\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- The effect of adopting AASB 1059 is as follows:\nImpact on the Statement of Comprehensive Income (increase/(decrease)) for the year ended 30 June 2020:\n30 June 2020 30 June 2020 30 June 2020\n$'000 $'000 $'000\nWithout\nadoption of Impact of\nAASB 1059 AASB 1059 AASB 1059\nContinuing Operations\nExpenses\nOperating Expenses:\nProperty related 1 21,293 1 21,293 -\nPersonnel services 8 ,897 8 ,897 -\nOther operating expenses 3 6,712 3 6,712 -\nDepreciation and amortisation 8 2,741 8 2,741 -\nFinance costs 4 8,868 7 1,710 ( 22,842)\nTotal Expenses 2 98,511 3 21,353 (22,842)\nRevenue\nSale of goods and services 1 44,669 1 44,669 -\nInvestment revenue 1 5,626 1 5,626 -\nGrants and contributions 6 8,925 6 8,925 -\nOther revenue 2 7,282 2 7,282 -\nTotal Revenue 2 56,502 2 56,502 -\nGain/(loss) on disposal of non-current assets 5 ,062 5 ,062 -\nOther gains/(losses) 3 2,967 3 2,967 -\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [pages 44,45,46]\nf Impact of\nAASB 1059 AASB 1059 AASB 1059\nContinuing Operations\nExpenses\nOperating Expenses:\nProperty related 1 21,293 1 21,293 -\nPersonnel services 8 ,897 8 ,897 -\nOther operating expenses 3 6,712 3 6,712 -\nDepreciation and amortisation 8 2,741 8 2,741 -\nFinance costs 4 8,868 7 1,710 ( 22,842)\nTotal Expenses 2 98,511 3 21,353 (22,842)\nRevenue\nSale of goods and services 1 44,669 1 44,669 -\nInvestment revenue 1 5,626 1 5,626 -\nGrants and contributions 6 8,925 6 8,925 -\nOther revenue 2 7,282 2 7,282 -\nTotal Revenue 2 56,502 2 56,502 -\nGain/(loss) on disposal of non-current assets 5 ,062 5 ,062 -\nOther gains/(losses) 3 2,967 3 2,967 -\nNet result before income tax equivalent (3,980) (26,822) 22,842\nIncome tax equivalent - - -\nNet Result After Income Tax Equivalent (3,980) (26,822) 22,842\n- 7 -\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- INCOME TAX EQUIVALENT\n(a) Income Tax Equivalent Calculation\nRestated\n2021 20201\n$'000 $'000\nNet result before income tax equivalent 13,847 (3,980)\nPrepaid Rental Revenue - Long Term Leases (Note 3(a)(i)) ( 90) ( 36)\nFair Value Increment on Investment Property Revaluation (Note 4(b)) ( 14,438) ( 31,625)\nGrant Revenue (Note 3(c)) ( 168,655) ( 68,925)\nFinance Revenue - Long Term Leases (Note 3(b)) ( 12,579) ( 15,302)\nRental Received- Finance Leases 1 2,579 1 5,302\nNotional Taxable Surplus/(Deficit) (169,336) (104,566)\nIncome Tax Equivalent Calculated at 30% of Notional Taxable Surplus - -\nTotal Income Tax Equivalent - -\n1) The 2019-20 amounts have been restated due to the implementation of AASB 1059 (Note 1(g)(i)).\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 54]\nPLACE MANAGEMENT NSW\nSection C: Assets\nNotes to and Forming Part of the Financial Statements for the Year Ended 30 June 2021\n(c) Reconciliation of Cash Flows from Operating Activities to Net Result\nAfter Income Tax Equivalent\nRestated\n2021 20201\n$'000 $'000\nNet Cash Flows from Operating Activities 6 9,588 2 3,478\nNon-Cash Revenues/(Expenses):\nDepreciation and Amortisation ( 85,438) ( 82,741)\nGain/(Loss) on Disposal of Non-Current Assets ( 2,307) 5 ,062\nOther Gains/(Losses) 1 4,438 3 2,968\nChanges in Operating Assets and Liabilities:\n(Decrease)/Increase in Inventories ( 115) ( 69)\n(Decrease)/Increase in Receivables 1 5,965 ( 44,784)\nDecrease/(Increase) in Creditors 1 ,803 3 0,081\nDecrease/(Increase) in Provisions 5 73 4 ,851\nDecrease/(Increase) in Lease Receipts in Advance ( 97) 1 75\nDecrease/(Increase) in Revenue in Advance ( 563) 4 ,530\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- Reconciliation of Opening and Closing Carrying Amounts\nRestated\n2021 20201\n$'000 $'000\nLand and Buildings (Includes Open Spaces and Roads)\nCarrying Amount at 1 July 245,828 239,781\nTransfer from Infrastructure (Note 10(a)) 1,402 -\nNet Revaluation Increment/(Decrement) 1 2,787 1 09\nCorrection of prior period error (Note 23) - 9 ,505\nRestated Net Revaluation Increment/(Decrement) 1 2,787 9 ,614\nDepreciation Expense ( 3,619) ( 3,567)\nCarrying Amount at 30 June 256,398 245,828\nService Concession Assets\nCarrying Amount at 1 July 1,150,783 1,171,373\nNet Revaluation Increment/(Decrement) Recognised in the Net Result - 18,354\nNet Revaluation Increment/(Decrement) 3 1,679 18,153\nCorrection of prior period error (Note 23) - 5,536\nRestated Net Revaluation Increment/(Decrement) 3 1,679 23,689\nDepreciation expense (Note 2(d)) ( 63,513) (62,633)\nCarrying Amount at 30 June 1,118,949 1,150,783\n- 23 -\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [pages 60,61]\nuildings (Includes Open Spaces and Roads)\nCarrying Amount at 1 July 245,828 239,781\nTransfer from Infrastructure (Note 10(a)) 1,402 -\nNet Revaluation Increment/(Decrement) 1 2,787 1 09\nCorrection of prior period error (Note 23) - 9 ,505\nRestated Net Revaluation Increment/(Decrement) 1 2,787 9 ,614\nDepreciation Expense ( 3,619) ( 3,567)\nCarrying Amount at 30 June 256,398 245,828\nService Concession Assets\nCarrying Amount at 1 July 1,150,783 1,171,373\nNet Revaluation Increment/(Decrement) Recognised in the Net Result - 18,354\nNet Revaluation Increment/(Decrement) 3 1,679 18,153\nCorrection of prior period error (Note 23) - 5,536\nRestated Net Revaluation Increment/(Decrement) 3 1,679 23,689\nDepreciation expense (Note 2(d)) ( 63,513) (62,633)\nCarrying Amount at 30 June 1,118,949 1,150,783\n- 23 -\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- Accumulated Funds - Movement Restated\n2021 20201\n$'000 $'000\nCarrying Amount at 1 July 6 80,791 1 ,178,217\nChanges in accounting policy- initial application of AASB 1059 (Note 1(g)(i)) - (463,787)\nCorrection of prior period errors (Note 23) - 610\nRestated balance at 1 July 6 80,791 7 15,040\nNet Result for the Year 13,847 (5,111)\nCorrection of prior period errors (Note 23) - 1,131\nRestated Net Result for the Year 13,847 (3,980)\nTransfer from Asset Revaluation Reserve on Derecognition of PP&E (Note 18 (a)) - 266\nFinancial Distributions (i) - (30,535)\nCarrying Amount at 30 June 6 94,638 6 80,791\n1) The amounts as at 1 July 2019 and 30 June 2020 have been restated due to the implementation of AASB 1059 (Note 1(g)(i))\nand for the error set out in Note 23.\n(i) Financial Distributions\n2021 2020\n$'000 $'000\nCapital Repatriations from the Net Proceeds of Asset\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $0.3 million, $0.8 million, $45.0 million, 0.3 million | Major variances\nbetween the original budgeted amounts and the actual amounts disclosed in the primary financial statements are\nexplained below.\n(a) Net Result\nThe Net Result of $0.3 million surplus was $0.3 million higher than budget, primarily due to decrease in Other Operating\nExpense by $0.8 million, in particular Repairs and Maintenance expense, and partly offset by decrease in Rental Revenue.\n(b) Assets and Liabilities\nTotal Assets of $45.0 | `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)` |\n| $0.1 million, $0.2 million, $0.5 million, $0.7 million | Major variances\nbetween the original budgeted amounts and the actual amounts disclosed in the primary financial statements are\nexplained below.\n(a) Net Result\nThe Net Result of $0.1 million surplus was $0.2 million lower than budget, primarily due to increase in Other Operating\nExpenses by $0.5 million (mainly from the Repair and Maintenance expense) and increase in Depreciation Expense by\n$0.2 million as a result of the revaluation of Property, | `annual-reports/2022-23.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf)` |\n| $0.7 million, $0.1 million, $50.5 million, $6.9 million, 0.7 million, 0.1 million | [pages 99,100,101,102]\nyear, offset by increase in\nSale of Goods and Services of $0.7 million and decrease in Investment Revenue of $0.1 million.\n(b) Assets and Liabilities\nTotal Assets of $50.5 million were $6.9 million higher than budget, primarily due to increase in Property, Plant and\nEquipment from current financial year and prior financial year revaluations. | `annual-reports/2022-23.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf)` |\n| $1.1 million, $1.4 million, $50.3 million, $0.5 million, $1.3 million | Major variances\nbetween the original budgeted amounts and the actual amounts disclosed in the primary financial statements are\nexplained below.\n(a) Net Result\nThe Net Result of $1.1 million deficit was $1.4 million lower than budget, primarily due to increase in Other Operating\nExpenses by $1.4 million, in particular Repair and Maintenance expenses.\n(b) Assets and Liabilities\nTotal Assets of $50.3 million were $0.5 million lower than budget mainl | `annual-reports/2023-24.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf)` |\n| $1.1 million, $1.4 million, $50.3 million, $0.5 million, $1.3 million | [pages 102,103,104,105]\nbetween the original budgeted amounts and the actual amounts disclosed in the primary financial statements are\nexplained below.\n(a) Net Result\nThe Net Result of $1.1 million deficit was $1.4 million lower than budget, primarily due to increase in Other Operating\nExpenses by $1.4 million, in particular Repair and Maintenance expenses.\n(b) Assets and Liabilities\nTotal Assets of $50.3 million were $0.5 million lower than budg | `annual-reports/2023-24.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf)` |\n| $65.4 million, $84.2 million, 65.4 million, 84.2 million | The forecasted deficit\nSydney, finished the 2020-21\nmissing person NSW Police 26.11.2020. is primarily due to depreciation\nfinancial year with a $65.4 million\ndiscovered by Divers searched Cockle Bay expenses of $84.2 million.\nsurplus compared to budget. | `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)` |\n| $48.9\n, $0.3 million, 0.3 million | No Place Management NSW delivered LUNA PARK\nBay. action required by PMNSW or a favourable variance of $48.9\nRESERVE TRUST\nCBRE. million in revenue primarily due\n4.2.2021 9.45am Worker received Electrical isolation of the to an increase in stimulus grant Luna Park Reserve Trust is\nan electric shock area completed however a from Treasury as part of NSW forecasted to deliver a surplus of\nwhilst removing redundant unterminated cable Government COVID- | `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)` |\n| $0.7 million, $0.4 , 0.7 million, 0\nmillion | This was a result of Expenses 298,511 267,060 274,469 (7,409) 327,860\ntraining reviewed. the decrease in Other Operating\nRevenues 256,502 268,776 219,795 48,981 276,538\nExpense of $0.7 million and the\ndecrease in Rental Revenue of $0.4 Other gains/(losses) 38,029 12,131 3,108 9,023 0\nmillion. | `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)` |\n| $89.0 million, $39.1 million, $36.4 million, $23.1 million, $151.0 million, 89.0 million | The\nforecasted deficit is primarily due to depreciation expenses $89.0 million, SICEEP\nfinance lease quarterly service charge of $39.1 million, TCorp loan interest $36.4 million\nand major planned maintenance costs $23.1 million, offset by Treasury grant for SICEEP\nand White Bay projects $151.0 million\n2020-21 2021-22 2021-22 2021-22 2022-23\nactual actual budget variance budget\n$'000 $'000 $'000 $'000 $'000\nPlace Management NSW\nExpenses 267,060 33 | `annual-reports/2021-22.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf)` |\n| $0.1 m, $0.4 million, $1.3 million, 0.4 million, 1.3 million | Total Liabilities of $0.1 milion were in line with budget.\n(c) Cash Flows\nClosing Cash and Cash Equivalents of $0.4 million were $1.3 million lower than budget as a result of the increase\nin Repairs and Maintenance expenses.\n- 9 - | `annual-reports/2023-24.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf)` |\n| $3.8 billion, $126 million, 3.8 billion, 126 million | [Page 25]\nPriority area 3: Unlocking the economic value of place\n• Placemaking NSW is a major contributor to the NSW Visitor Economy and is critical in being\nable to achieve the NSW Government's Visitor Economy Strategy targets.\n• Placemaking NSW drives the sustained competitive advantage of Sydney and NSW through\nits internationally significant portfolio of special precincts and places including facilitating\nhallmark events such as New Year’s Ev | `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)` |\n| $1.7 million, 1.7 million | The significant decrease in Repairs and Maintenance of $1.7 million in 2020-21 was due to decrease in Restricted Cash\nin 2020-21 available for reimbursement to the tenant due to decrease in the Heritage and Infrastructure Rental Income\ncomponent.\n(b) Depreciation Expense\n2021 2020\n$'000 $'000\nDepreciation Expense (Note 7(a)) 9 60 889\n960 889\nRecognition and Measurement - Depreciation of Property, Plant and Equipment\nExcept for certain heritage as | `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)` |\n| $219,981\n, $264,683\n, $44,702 | [Page 25]\nMarketing KPI Performance 2021-22\nThe Rocks\nChannel Target Result\nPR 200 m reach 213 m reach\nWebsite 915,493 sessions 1,111,559 sessions\nEmail 15% click to open 13.3% click to open\n7230 engaged database 12,996 engaged database\nSocial 4.5% Facebook engagement rate 4.3% Facebook engagement rate\n1.8% Instagram engagement rate 0.8% Instagram engagement rate\nDarling Harbour\nChannel Target Result\nPR 137.5 m reach 134 m reach\nWebsite 1.182 m s | `annual-reports/2021-22.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf)` |\n| $0.3 million, $0.8 million, $45.0 million, 0.3 million | Major variances\nbetween the original budgeted amounts and the actual amounts disclosed in the primary financial statements are\nexplained below.\n(a) Net Result\nThe Net Result of $0.3 million surplus was $0.3 million higher than budget, primarily due to decrease in Other Operating\nExpense by $0.8 million, in particular Repairs and Maintenance expense, and partly offset by decrease in Rental Revenue.\n(b) Assets and Liabilities\nTotal Assets of $45.0 | `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)` |\n\n## Key Achievements\n\n- [Page 27]\nPriority Area 3: We unlock the economic value of places\nActions Progress Highlights\n• Co-develop White Bay, beginning with • White Bay Power Station remediation,\nrepair and remediation of the White Bay conservation and temporary activation\nPower Station. works underway with completion expected\nin January 2024.\n• Work with Sydney Metro to leverage the\nconnection of the Bays metro station. • White Bay Power Station Adaptive Re-use\nCommittee established to identify long-\n• Work with Transport for NSW to develop a\nterm re-use opportunities.\nlong-term solution for the Glebe Island\nBridge. • Business Case development underway for\nBays West Stage 1 and the broader Bays\n• Foster economic growth in Darling Harbour\nWest precinct.\nand the Rocks.\n• Multi-agency governance arrangements\n• Ensure great place outcomes are delivered\nestablished.\nwith new developments at Darling Harbour\n Source: `annual-reports/2022-23.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf)`\n- No Place Management NSW delivered LUNA PARK\nBay. action required by PMNSW or a favourable variance of $48.9\nRESERVE TRUST\nCBRE. million in revenue primarily due\n4.2.2021 9.45am Worker received Electrical isolation of the to an increase in stimulus grant Luna Park Reserve Trust is\nan electric shock area completed however a from Treasury as part of NSW forecasted to deliver a surplus of\nwhilst removing redundant unterminated cable Government COVID-19 economic $0.3 million in the 2021-22 budget.\na section of withing the wall cavity remained stimulus.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 10]\nLeading sustainable transformation Investing in our organisation\n4 5\nOur places are resilient and regenerative We care for our people and create a culture in which they thrive\nSustainability, The Rocks Marrinawi Cove, Barangaroo Reserve Heritage Restoration, White Bay Power Station Leadership Keynote, White Bay Power Station\nEnergy consumption • Working towards net zero emissions target by 2035 for Scope 1 and 2 • Regular engagement and collaboration with stakeholders across PMES Result\nemissions. precincts, industry and government supporting and enabling the\nHighlights\ndelivery of NSW Government priorities including visitor and night-\n• Net Zero Pathway audits completed for each of the major assets,\n13% time economy, arts, culture and creative industries, Transport\nincluding the public domain.\n Source: `other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf)`\n- Temporary activation of the site commenced with\nthe Biennale of Sydney attracting more than 180,000 visitors across a three-month period.\n• Recognition through Industry Awards including:\nWinner - Master Builders Association (Site Safety and Innovation – Commercial\no\nProjects: $50 million - $100 million) - FDC and Placemaking NSW for White Bay Power\nStation\nJudge’s Choice - NSW National Trust Heritage Awards – Design 5 and Placemaking\no\nNSW for White Bay Power Station\n• The Rocks Revitalisation, Vision and Place Strategy implementation with highlights including:\nThe Rocks Markets Refresh Strategy increased average 4.5 star google reviews\no\nrecord gross precinct Turnover for the reporting period\no\nend of year Net Promotor Scores up 2 points on the previous year\no\nattracting high quality food and beverage operators\no\n Source: `annual-reports/2023-24.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf)`\n- [Page 113]\nHeading Compliance Basis for, or source of, Completed (Yes, No, Page reference\nrequirement requirement N/A)\nEconomic and/or TPG25-10a 2.1 Yes 22\nother factors\naffecting\nachievement of\noperational\nobjectives\nUse of technology TPG25-10a 2.1 Yes 23\nInnovation and TPG25-10a 2.1 Yes 23\ncontinuous\nimprovement\nInfrastructure TPG25-10a 2.2 Yes 24\nprogram, major\nworks, asset\nacquisitions and\ndisposals\nEvents arising after Yes 24\nthe end of the annual\nreporting that\nsignificantly affect\noperations or the\ncommunity served\nIPART TPG25-10a 2.3 Yes 24\ndeterminations\n4.\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- 14 | PLACEMAKING NSW\necnamrofrep\nSTHGILHGIH\nTrusted leaders in placemaking\nOur unique places lift the bar on what is possible, for the people of NSW\n14m 5.2m 26.4m\nvisitors visitors visitors\n1.5m 195k 73k 12k\nevent attendees visitors visitors students attended\n400+\nevents and\nactivations\ndelivered\n90%\nfree\nHighlights of The Rocks Revitalisation, Vision and Place Strategy include:\n$20m +2% 5\nincrease new vibrant\nHeritage conservation Net Promoter Score tenancies opened\nprojects\nnoitatisiV\nsnoitavitcA\n&\nstnevE\nnoitasilativeR\nskcoR\nehT\n1\nSusannah Place, The Rocks Unwins Courtyard, The Rocks\nThe Rocks Barangaroo Reserve Darling Harbour\nFortune of War, The Rocks Nurses Walk Amenities Upgrade, The Rocks Chinese Garden path, Darling Harbour\nChinese Garden The Rocks Sydney Learning\nICC Sydney of Friendship Discovery Museum Adventures\nNocturne, Barangaroo Latin Nights, Darling Harbour\n Source: `other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf)`\n- [pages 8,9,10]\nhe people of NSW\n14m 5.2m 26.4m\nvisitors visitors visitors\n1.5m 195k 73k 12k\nevent attendees visitors visitors students attended\n400+\nevents and\nactivations\ndelivered\n90%\nfree\nHighlights of The Rocks Revitalisation, Vision and Place Strategy include:\n$20m +2% 5\nincrease new vibrant\nHeritage conservation Net Promoter Score tenancies opened\nprojects\nnoitatisiV\nsnoitavitcA\n&\nstnevE\nnoitasilativeR\nskcoR\nehT\n1\nSusannah Place, The Rocks Unwins Courtyard, The Rocks\nThe Rocks Barangaroo Reserve Darling Harbour\nFortune of War, The Rocks Nurses Walk Amenities Upgrade, The Rocks Chinese Garden path, Darling Harbour\nChinese Garden The Rocks Sydney Learning\nICC Sydney of Friendship Discovery Museum Adventures\nNocturne, Barangaroo Latin Nights, Darling Harbour\nLaneway Cinema, The Rocks Power Up Festival\n Source: `other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf)`\n- 2024-25 year in review | 17\nnoitubirtnoc\ncimonocE\ntnemtsevni\ngnitatilicaF\nstnevE\ntnacfiingiS\nConnected to Country\n2\nOur places are alive with First Nations cultural knowledge\n• Finalisation and implementation of\nBangaba Budyari Mudjin (Continue to\nmake good relations) Reconciliation\nAction Plan with significant progress\non actions.\n• $500k spent with accredited First\nICC Sydney, Darling Harbour Nations suppliers including capital\nworks, events and activation spend.\n• Finalised the Bays West Connecting\nwith Country Framework.\n• Cultural review of Ballast Point Park\nPlan of Management.\n• First Nations Advisors working across\nprojects including White Bay Power\nStation, The Rocks and Darling\nHarbour Vision 2050.\n• Community engagement focused on\nconnecting community, the foreshore\nand government agencies on how to\nbetter connect to Country across our\nprecincts.\n Source: `other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf)`\n- Priority area 4: Leading sustainable transformation\n• Working towards net zero emissions target by 2035 for Scope 1 and 2 emissions.\n• Net Zero Pathway audits completed for each of the major assets, including the public domain.\n• 24 projects completed or commenced with predicted savings of $33k and 136 MWh in\nenergy, 97 tonnes CO2-e and 3.59 NABERS Energy Stars and a payback period of 3 years.\n• The NABERS rating weighted average for the portfolio has slightly improved for energy and\nslightly decreased for water over the last 12 months.\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- [Page 114]\nHeading Compliance Basis for, or source of, Completed (Yes, No, Page reference\nrequirement requirement N/A)\nConsultants TPG25-10a 2.6 Yes 29\nInternational travel TPG25-10a 2.7 Yes 29\nRequirements arising TPG25-10a 2.8 Yes 29\nfrom employment\narrangements\nLegislation TPG25-10a 2 Yes 29\nadministered by the\nagency\nChanges to TPG25-10a 2 Yes 30\nlegislation or\nsignificant judicial\ndecisions\nPIPP Act TPG25-10a 2.9 Yes 30\nrequirements\nGIPA Act TPG25-10a 2.10 Yes 30\nrequirements\nRisk Management TPG25-10a 2 Yes 30\nand insurance\nactivities\nInternal audit and TPG25-10a 2.11 Yes 31\nrisk management\nTPP20-08\npolicy attestation\n5.\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- Communities & Stakeholders on progress of RAP commitments through 6 monthly updates; Apr, Oct 2025, Communities & Stakeholders\n- PMNSW All Staff Meetings Apr 2026\nPrecinct Project Officer, (cid:2) - PMSNW Board Meetings Senior Manager: Marketing\nCulture & Community - Tenant Newsletters\nCreate a public activation at The Rocks Discovery Museum with Oct 2024, Precinct Project Officer, (cid:2) Create pathways and facilitate relationships with advisory bodies for 6 monthly – Senior Manager: Marketing\nschool holiday programming or exhibitions.\n Source: `strategies/place-management-nsw-innovate-reconciliation-action-plan.pdf (https://www.planning.nsw.gov.au/sites/default/files/2026-04/place-management-nsw-innovate-reconciliation-action-plan.pdf)`\n- 6\nVision & Key Priority Areas............................................................10\nPerformance Highlights .................................................................12\nEvent Highlights ................................................................................18\nLooking Ahead: 2024-27 Priorities ...........................................\n Source: `other-pdfs/placemaking-nsw-year-in-review-2023-2024.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/placemaking-nsw-year-in-review-2023-2024.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 5]\nCONTENTS\nLetter of submission 3 Risk management and insurance activities 110\nChair Report 6 Internal Audit and Risk Management\nAttestation Statement –\nPlacemaking NSW 7 Place Management NSW 112\nChief Executive Report 8 Internal Audit and Risk Management\nAttestation –\nChief Operating Officer Report 9\nLuna Park Reserve Trust 114\nCharter 10\nDigital information security policy\nattestation 2019-20 –\nAims and objectives 11\nPlace Management NSW 116\nAccess 11\nDigital information security policy\nattestation 2019-20 –\nManagement and structure 12\nLuna Park Reserve Trust 117\nSummary review of operations 18\nMulticultural Policies and Services Program 118\nFunds granted to non-government\nWork Health and Safety (WHS) 118\ncommunity organisations 28\nBudgets 119\nManagement and activities 28\nAdditional matters for inclusion 120\nHuman Resources 29\nNumbers and remuneration of\nConsultants 29\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 111]\n1.8M\nPROPERTY AND\n1.65M\nADVISORY GROUP\n1.6M\nAUDIT AND RISK\nCOMMITTEE (ARC)\n1.4M\nPMNSW has an independent\nAudit and Risk Committee (ARC)\n1.2M under a collaborative shared\nAudit and Risk Committee\narrangement.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- 800k\nMEMBERSHIP\n616.19k\n582.3k\n600k The Chair and members of the\nAudit and Risk Committee are:\n400k • Carol Holley, Independent\nChair, from 30 March 2020 to\n29 March 2023\n200k\n• Arthur Butler, Independent\nMember, from 30 March\n12.27k\n2020 to 29 March 2023\n0\nFY 17-18 FY 18-19 FY 19-20 FY 20-21\n• Nirmal Hansra, Independent\nGeneral Liability Motor Vehicles Property Member, from 30 March\nPlace Management NSW 111\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 113]\nMembership\nThe independent chair and members of the Audit and Risk Committee are:\nRole Name Start Term Date Finish Term Date\nIndependent Chair Carol Holley 30 March 2020 29 March 2023\nIndependent Member Arthur Butler 30 March 2020 29 March 2023\nIndependent Member Nirmal Hansra 30 March 2020 29 March 2023\nShared Arrangements\nI, Anita Mitchell, Chief Executive, Place Management NSW, advise that Place Management NSW\nhas entered into an approved shared arrangement comprising the following agencies:\n• Place Management NSW\n• Hunter and Central Coast Development Corporation\n• Luna Park Reserve Trust\n• Sydney Olympic Park Authority\n• Property NSW\n• Waste Assets Management Corporation\n• Planning Ministerial Corporation\n• Cemeteries and Crematoria NSW\nThe resources shared include the Audit and Risk Committee, the Chief Audit Executive, and the\ninternal audit function.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 115]\nMembership\nThe independent chair and members of the Audit and Risk Committee are:\nRole Name Start Term Date Finish Term Date\nIndependent Chair Carol Holley 30 March 2020 29 March 2023\nIndependent Member Arthur Butler 30 March 2020 29 March 2023\nIndependent Member Nirmal Hansra 30 March 2020 29 March 2023\nShared Arrangements\nI, Anita Mitchell, Chief Executive, Place Management NSW (Manager of the Luna Park Reserve\nTrust), advise that the Luna Park Reserve Trust has entered into an approved shared arrangement\ncomprising the following agencies:\n• Luna Park Reserve Trust\n• Place Management NSW\n• Sydney Olympic Park Authority\n• Hunter and Central Coast Development Corporation\n• Property NSW\n• Waste Assets Management Corporation\n• Planning Ministerial Corporation\n• Cemeteries and Crematoria NSW\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- Membership\nThe Chair and members of the Audit and Risk Committee are:\n• Carol Holley, Independent Chair, from 30 March 2020 to 29 March 2023\n• Arthur Butler, Independent Member, from 30 March 2020 to 29 March 2023\n• Nirmal Hansra, Independent Member, from 30 March 2020 to 29 March 2023\nOFFICIAL 39\n Source: `annual-reports/2021-22.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf)`\n- [Page 114]\nHeading Compliance Basis for, or source of, Completed (Yes, No, Page reference\nrequirement requirement N/A)\nConsultants TPG25-10a 2.6 Yes 29\nInternational travel TPG25-10a 2.7 Yes 29\nRequirements arising TPG25-10a 2.8 Yes 29\nfrom employment\narrangements\nLegislation TPG25-10a 2 Yes 29\nadministered by the\nagency\nChanges to TPG25-10a 2 Yes 30\nlegislation or\nsignificant judicial\ndecisions\nPIPP Act TPG25-10a 2.9 Yes 30\nrequirements\nGIPA Act TPG25-10a 2.10 Yes 30\nrequirements\nRisk Management TPG25-10a 2 Yes 30\nand insurance\nactivities\nInternal audit and TPG25-10a 2.11 Yes 31\nrisk management\nTPP20-08\npolicy attestation\n5.\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n- [Page 112]\nInternal Audit and Risk Management Attestation Statement for the\n2020-2021 Financial Year for Place Management NSW\nI, Anita Mitchell, Chief Executive, Place Management NSW, am of the opinion that Place\nManagement NSW has internal audit and risk management processes in operation that are\ncompliant with the seven (7) Core Requirements set out in the Internal Audit and Risk\nManagement Policy for the General Government Sector, specifically:\nCore Requirements\nRisk Management Framework\n1.1 The Accountable Authority shall accept ultimate responsibility and Compliant\naccountability for risk management in the agency.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [pages 113,114,115,116,117]\nnto an approved shared arrangement comprising the following agencies:\n• Place Management NSW\n• Hunter and Central Coast Development Corporation\n• Luna Park Reserve Trust\n• Sydney Olympic Park Authority\n• Property NSW\n• Waste Assets Management Corporation\n• Planning Ministerial Corporation\n• Cemeteries and Crematoria NSW\nThe resources shared include the Audit and Risk Committee, the Chief Audit Executive, and the\ninternal audit function.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 114]\nInternal Audit and Risk Management Attestation Statement for the\n2020-2021 Financial Year for the Luna Park Reserve Trust\nI, Anita Mitchell, Chief Executive, Place Management NSW, Manager of the Luna Park Reserve\nTrust, am of the opinion that the Luna Park Reserve Trust, has internal audit and risk management\nprocesses in operation that are compliant with the seven (7) Core Requirements set out in the\nInternal Audit and Risk Management Policy for the General Government Sector, specifically:\nCore Requirements\nRisk Management Framework\n1.1 The Accountable Authority shall accept ultimate responsibility and Compliant\naccountability for risk management in the agency.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- Compliance with policies is reviewed by\nManagement on a continuous basis.\n(a) Financial Instrument Categories\n(i) As at 30 June 2023\nCarrying amount\nClass Category Notes $'000\nFinancial Assets\nCash and Cash Equivalents Amortised Cost 6 286,980\nLoans and Receivables at\nAmortised Cost (i) Amortised Cost 7 300,773\nFinancial Liabilities\nPayables (ii) Financial Liabilities\nmeasured at Amortised Cost 14 59,870\nBorrowings Financial Liabilities\nmeasured at Amortised Cost 15 1,689,526\n(i) Excludes statutory receivables and prepayments as they are not within the scope of AASB 7.\n(ii) Excludes statutory payables and unearned revenue as they are not within the scope of AASB 7.\n(ii) As at 30 June 2022\nCarrying amount\nClass Category Notes $'000\nFinancial Assets\nCash and Cash Equivalents Amortised Cost 6 244,925\nLoans and Receivables at\nAmortised Cost (i) Amortised Cost 7 204,732\nFinancial Liabilities\n Source: `annual-reports/2022-23.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf)`\n- [pages 41,42,43,44]\nernal audit function provides independent and objective review and advisory services\ndesigned to improve the operations, risk management, controls and governance processes.\n Source: `annual-reports/2023-24.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf)`\n- Compliance with policies is reviewed by\nManagement on a continuous basis.\n(a) Financial Instrument Categories\n(i) As at 30 June 2024\nCarrying amount\nClass Category Notes $'000\nFinancial Assets\nCash and Cash Equivalents Amortised Cost 6 312,499\nLoans and Receivables at\nAmortised Cost (i) Amortised Cost 7 292,563\nFinancial Liabilities\nPayables (ii) Financial Liabilities\nmeasured at Amortised Cost 14 71,480\nBorrowings Financial Liabilities\nmeasured at Amortised Cost 15 1,665,399\n(i) Excludes statutory receivables and prepayments as they are not within the scope of AASB 7.\n(ii) Excludes statutory payables and unearned revenue as they are not within the scope of AASB 7.\n(ii) As at 30 June 2023\nCarrying amount\nClass Category Notes $'000\nFinancial Assets\nCash and Cash Equivalents Amortised Cost 6 286,980\nLoans and Receivables at\nAmortised Cost (i) Amortised Cost 7 300,773\nFinancial Liabilities\n Source: `annual-reports/2023-24.pdf (https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf)`\n- [Page 36]\nInternal audit and risk management policy attestations\n32\nPlace Management NSW and Luna Park Reserve Trust Annual Report 2024-25\n Source: `annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Refer to Notes 9, 10, 12, 13 and 20 for further disclosures regarding fair value measurements\nof financial and non-financial assets.\n(g) Changes in Accounting Policy including New or Revised Australian Accounting Standards\n(i) Effective for the First Time in 2020-21\nPMNSW applied AASB 1059 Service Concession Arrangements: Grantors (AASB 1059) for the first time.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- The fair value of the service concession assets remains the same as it\nwas fair valued using the cost approach.\n(ii) The adoption of AASB 1059 increased PMNSW's financial liability related to ICC Sydney by around $463.8 million,\nfrom $258.7 million to $722.5 million at 1 July 2019 due to remeasurement using incremental borrowing rate at 1 July\n2019.\n(iii) In 2019-2020 Finance Lease Interest Charges decreased by $22.8 million from $39.7 million to $16.9 million due\nto remeasurement of financial liability related to ICC Sydney using incremental borrowing rate at 1 July 2019.\n(ii) Issued but Not Yet Effective\nNSW public sector entities are not permitted to early adopt new Australian Accounting Standard, unless Treasury\ndetermines otherwise.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- GAINS AND LOSSES\n(a) Gain/(Loss) on Disposal of Non-Current Assets\n2021 2020\n$'000 $'000\nNet Proceeds from Disposal of Non-Current Assets 3 4,975 24,536\nWritten Down Value (Notes 9(b) and 10(a)) ( 37,282) ( 19,474)\nNet Gain/(Loss) on Disposal (2,307) 5,062\n(b) Other Gains/(Losses)\nRestated\n2021 20201\n$'000 $'000\nFair Value Increment on Investment Property and Service\nConcession Assets Revaluation (Notes 9(b) and 10(a)) 14,438 31,625\nGain on Recognition of Plant and Equipment - 1,342\nOther Gains/(Losses) 14,438 32,967\n1) The 2019-20 amounts have been restated for the error set out in Note 23.\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- NON-CURRENT ASSETS - PROPERTY, PLANT AND EQUIPMENT\n(a) Total Property, Plant and Equipment\nRestated\n2021 20201\n$'000 $'000\nNon-Current\nLand and Buildings\nAt Fair Value 5 65,097 5 44,901\nLess Accumulated Depreciation ( 66,304) ( 64,808)\nCarrying Amount at 30 June 4 98,793 4 80,093\nService Concession Assets\nAt Fair Value 1 ,416,265 1,377,689\nLess Accumulated Depreciation ( 297,316) (226,906)\nCarrying Amount at 30 June 1 ,118,949 1 ,150,783\nInfrastructure\nAt Fair Value 2 99,760 292,132\nLess Accumulated Depreciation ( 120,627) (117,213)\nCarrying Amount at 30 June 1 79,133 1 74,919\nPlant and Equipment\nAt Fair Value 9 1,490 89,730\nLess Accumulated Depreciation ( 62,886) (52,589)\nCarrying Amount at 30 June 28,604 37,141\nArt and Artefacts\nAt Fair Value 1 4,591 11,980\nCarrying Amount at 30 June 14,591 11,980\nWork in Progress 9,862 6,984\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 60]\nPLACE MANAGEMENT NSW\nSection C: Assets\nNotes to and Forming Part of the Financial Statements for the Year Ended 30 June 2021\n(b) Property, Plant and Equipment held and used by PMNSW\nRestated\n2021 20201\n$'000 $'000\nNon-Current\nLand and Buildings\nAt Fair Value 3 18,810 3 04,471\nLess Accumulated Depreciation ( 62,412) ( 58,643)\nCarrying Amount at 30 June 2 56,398 2 45,828\nService Concession Assets\nAt Fair Value 1 ,416,265 1 ,377,689\nLess Accumulated Depreciation ( 297,316) ( 226,906)\nCarrying Amount at 30 June 1 ,118,949 1 ,150,783\nInfrastructure\nAt Fair Value 2 99,760 2 92,132\nLess Accumulated Depreciation ( 120,627) ( 117,213)\nCarrying Amount at 30 June 1 79,133 1 74,919\nPlant and Equipment\nAt Fair Value 9 1,490 8 3,155\nLess Accumulated Depreciation ( 62,886) ( 52,589)\nCarrying Amount at 30 June 28,604 30,566\nArt and Artefacts\nAt Fair Value 1 4,591 1 1,980\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- [Page 64]\nPLACE MANAGEMENT NSW\nSection C: Assets\nNotes to and Forming Part of the Financial Statements for the Year Ended 30 June 2021\n(b) Subsequent to initial recognition\nSubsequent to the initial recognition or reclassification, the service concession asset is measured at current\nreplacement cost and accounted for in accordance with the depreciation and impairment requirements of AASB 116\nProperty, Plant and Equipment and AASB 136 Impairment of Assets.\n(c) At the end of the arrangement\nAt the end of the service concession arrangement:\n- the entity accounts for the asset in accordance with other AAS, with the entity reclassifying the asset based on its\nnature or function;\n- reference to fair value reverts from the mandated current replacement cost under AASB 1059 to the appropriate\napproach under AASB 13; and\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- FAIR VALUE MEASUREMENT OF NON-FINANCIAL ASSETS\n(a) Fair Value Hierarchy\n2021 Level 1 Level 2 Level 3 Total Fair\nValue\n$'000 $'000 $'000 $'000\nInvestment Properties (Note 9) - 610,085 - 610,085\nProperty, Plant and Equipment (Note 10):\nLand and Buildings - 263,544 235,249 498,793\nService Concession Assets - - 1,118,949 1,118,949\nInfrastructure - - 179,133 179,133\nArt and Artefacts - 14,591 - 14,591\n- 888,220 1,533,331 2,421,551\n2020 Restated\nLevel 1 Level 2 Level 3 Total Fair\nValue1\n$'000 $'000 $'000 $'000\nInvestment Properties (Note 9) - 632,407 - 632,407\nProperty, Plant and Equipment (Note 10):\nLand and Buildings - 255,621 224,472 480,093\nService Concession Assets - - 1,150,783 1,150,783\nInfrastructure - - 174,919 174,919\nArt and Artefacts - 11,980 - 11,980\n- 900,008 1,550,174 2,450,182\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n- Art and Artefacts Market approach (recurring) - assets are valued based on - Market selling prices\nobservable market selling prices involving identical or similar\nassets\nCost approach (recurring) - assets are valued by referring to - Replication costs\ncost of constructing another asset that is either a replica of\nthe original or one that could furnish equal utility.\n(c) Reconciliation of Recurring Level 3 Fair Value Measurements\nService Total Recurring\nLand and Art and\n2021 Concession Infrastructure Level 3 Fair\nBuildings Artefacts\nAssets Value\n$'000 $'000 $'000 $'000 $'000\nFair Value as at 1 July 224,472 1,150,783 174,919 - 1,550,174\nAdditions - - - - -\nTransfer between PPE 688 - 950 - 1,638\nRevaluation Increment/(Decrement) 12,264 31,679 10,630 - 54,573\nDepreciation (2,175) (63,513) (7,366) - (73,054)\nFair Value as at 30 June 235,249 1,118,949 179,133 - 1,533,331\n- 29 -\n Source: `annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf\n- `strategies/place-management-nsw-innovate-reconciliation-action-plan.pdf` - strategies - https://www.planning.nsw.gov.au/sites/default/files/2026-04/place-management-nsw-innovate-reconciliation-action-plan.pdf\n- `pages/about.html` - pages - https://www.planning.nsw.gov.au/about-us\n- `pages/homepage.html` - pages - https://www.planning.nsw.gov.au/\n- `pages/news-latest.html` - pages - https://www.planning.nsw.gov.au/news/minns-labor-government-unlocks-land-build-more-than-200-new-homes-east-tamworth\n- `pages/priorities-index.html` - pages - https://www.planning.nsw.gov.au/about-us/our-work/placemaking-nsw\n- `pages/priorities-index__00.html` - pages - https://www.planning.nsw.gov.au/sites/default/files/2026-04/place-management-nsw-innovate-reconciliation-action-plan.pdf\n- `other-pdfs/placemaking-nsw-year-in-review-2023-2024.pdf` - other-pdfs - https://www.planning.nsw.gov.au/sites/default/files/2024-12/placemaking-nsw-year-in-review-2023-2024.pdf\n- `other-pdfs/nsw-public-spaces-charter.pdf` - other-pdfs - https://www.planning.nsw.gov.au/sites/default/files/2024-12/nsw-public-spaces-charter.pdf\n- `other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf` - other-pdfs - https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Department of Planning, Housing and Infrastructure - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:27:17.447334+00:00\n**Entity ID**: S-NSW-009\n**Jurisdiction**: NSW\n**Portfolio**: Planning, Housing and Infrastructure\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 14\n- Unique legislation references found: 35\n\n| Type | Count |\n|---|---:|\n| Act | 31 |\n| Regulation | 4 |\n\n## Legislation References\n\n### Government Sector Finance Act 2018\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 22\n**Register search**: https://legislation.nsw.gov.au/search?query=Government+Sector+Finance+Act+2018\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- sing a\nStatement of Significant Accounting Policies, and other explanatory information.\nIn my opinion, the financial statements:\n• have been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2018 (GSF Regulation) and the Treasurer's Directions\n• presents fairly the Place Management NSW's financial position, financial performance and cash\nflows.\nMy opinion should be read in conjunction with the r\n Source: `annual-reports/2020-21.pages.jsonl`\n- ces\nDelegate of the Auditor-General for New South Wales\n12 October 2021\nSYDNEY\n36 2020–21 Annual Report\n\n[page 37]\nPlace Management NSW\nFinancial Statements\nFor the Year Ended 30 June 2021\nStatement by Chief Executive Officer\nPursuant to section 7.6(4) of the Government Sector Finance Act 2018 (‘the Act’), I state on behalf of\nPlace Management NSW, that in my opinion:\n(a) The accompanying financial statements have been prepared in accordance with applicable Australian Accounting\nStandards (which includes Australian Accounting interpretations) and t\n Source: `annual-reports/2020-21.pages.jsonl`\n- nancial statements are general-purpose financial statements which have been prepared on an accrual\nbasis and in accordance with:\n(i) applicable Australian Accounting Standards (which include Australian Accounting Interpretations);\n(ii) the requirements of the Government Sector Finance Act 2018 (GSF Act); and\n(iii) Treasurer's Directions issued under the GSF Act.\nProperty, plant and equipment, assets held for sale and investment property are measured at fair value. Borrowings are\ninitially measured at the fair value of the consideration received and\n Source: `annual-reports/2020-21.pages.jsonl`\n- sing a\nStatement of Significant Accounting Policies, and other explanatory information.\nIn my opinion, the financial statements:\n• Have been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2018 (GSF Regulation) and the Treasurer's Directions\n• presents fairly the Trust's financial position, financial performance and cash flows\nMy opinion should be read in conjunction with the rest of this repo\n Source: `annual-reports/2020-21.pages.jsonl`\n- s.\nMin Lee\nDirector, Financial Audit\nDelegate of the Auditor-General for New South Wales\n7 October 2021\nSYDNEY\n\n[page 84]\nLuna Park Reserve Trust\nFinancial Statements\nFor the Year Ended 30 June 2021\nStatement by Trust Manager\nPursuant to section 7.6(4) of the Government Sector Finance Act 2018 (‘the Act’), I state on behalf of\nthe Luna Park Reserve Trust, that in my opinion:\n(a) The accompanying financial statements have been prepared in accordance with applicable Australian Accounting\nStandards (which includes Australian Accounting interpretations\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Place Management NSW Act 1998\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 15\n**Register search**: https://legislation.nsw.gov.au/search?query=Place+Management+NSW+Act+1998\n\n**Sources**:\n- `pages/priorities-index.html`\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ter planning Rozelle Bay.\nBays West\nBays West comprises Rozelle Bay, Rozelle Rail Yards, White Bay, Glebe Island and White Bay Power Station.\nLearn more\neast\nPlace Management NSW Board\nThe Place Management NSW (PMNSW) Board is appointed in accordance with the\nPlace Management NSW Act 1998\n. The board oversees PMNSW’s policies, management and performance, sets strategic direction for the entity and monitors compliance with statutory requirements. The board monitors organisational performance against strategic objectives.\nPMNSW’s Chief Executive\n Source: `pages/priorities-index.html`\n- tion A: Entity Information and Basis of Preparation\nNotes to and Forming Part of the Financial Statements for the Year Ended 30 June 2021\n1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES\n(a) Reporting Entity\nPlace Management NSW (PMNSW) was established under the Place Management NSW Act 1998 (\"the Act\") and is\nresponsible for Sydney’s most historically and culturally significant waterfront locations - principally within The Rocks\nand Darling Harbour precincts in Sydney. These responsibilities include the care, protection, management and\npromotion\n Source: `annual-reports/2020-21.pages.jsonl`\n- recinct activation has been a welcome but challenging experience and\nI know one we are all very proud to be part of.\n4. Charter\nPlacemaking NSW is the operating name of Place Management NSW (PMNSW). PMNSW\nis a statutory corporation and its functions under the Place Management NSW Act 1998\nare to:\n1. protect and enhance the natural and cultural heritage of the foreshore area;\n2. promote, coordinate, manage, undertake, and secure the orderly and\neconomic development and use of the foreshore area, including the provision\nof infrastructure; and\n3.\n Source: `annual-reports/2021-22.pages.jsonl`\n- roperty.nsw.gov.au\nwww.dpie.nsw.gov.au/housing-and-property/place-management-nsw\nCore business hours are 8:30am – 5:00pm Monday to Friday.\n7. Management and structure\nRole of the Board\nThe Place Management NSW (PMNSW) Board is appointed in accordance with the Place\nManagement NSW Act 1998. The Board oversees PMNSW’s policies, management and\nperformance, sets strategic direction for the entity and monitors compliance with\nstatutory requirements. The Board monitors organisational performance against\nstrategic objectives.\nPMNSW’s Chief Executive\n Source: `annual-reports/2021-22.pages.jsonl`\n- ransport division in Transport for NSW during\nthe reporting period.\nAnnual Report 3\n\n[page 8]\nCharter\nPlace Management NSW\nPlacemaking NSW is the trading name of Place Management NSW.\nPlace Management NSW is a statutory corporation and its functions under the Place Management\nNSW Act 1998 are to:\n1. protect and enhance the natural and cultural heritage of the foreshore area;\n2. promote, coordinate, manage, undertake, and secure the orderly and economic development and\nuse of the foreshore area, including the provision of infrastructure; and\n3.\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Government Information (Public Access) Act 2009\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 13\n**Register search**: https://legislation.nsw.gov.au/search?query=Government+Information+%28Public+Access%29+Act+2009\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- Budgets 119\nManagement and activities 28\nAdditional matters for inclusion 120\nHuman Resources 29\nNumbers and remuneration of\nConsultants 29\nsenior executives 120\nWorkforce Diversity 29\nCredit card certification 120\nConsumer response 32\nGovernment Information\n(Public Access) Act 2009 120\nFinancial Statements 34\nAssessment Approvals 121\nAppendices 107\nPublic Interest Disclosures 121\nPayment of accounts –\nPlace Management NSW 108\nExemptions and nil reports 121\nPayment of accounts –\nLuna Park Reserve Trust 109\nPlace Management NSW 5\n\n[page 6\n Source: `annual-reports/2020-21.pages.jsonl`\n- s ..................................................................... 116\n31. Credit card certification ......................................................................................................................... 117\n32. Government Information (Public Access) Act 2009 ................................................................. 117\n33. Assessment Approvals ........................................................................................................................... 118\nOFFICIAL 2\n\n[page 4]\n34. Public Inte\n Source: `annual-reports/2021-22.pages.jsonl`\n- cy that complies with NSW Treasury’s TPP\n21-02 Use and Management of NSW Government Purchasing Cards. Cardholders are\nrequired to observe the policy and complete a reconciliation form each month, which is\nauthorised by PMNSW’s CEO.\n32. Government Information (Public Access) Act 2009\nThe Government Information (Public Access) Act 2009 (GIPA Act) requires NSW\nGovernment agencies to make mandatory disclosures of information, encourages\nproactive releases of information and provides mechanisms for individuals to apply to\naccess government in\n Source: `annual-reports/2021-22.pages.jsonl`\n- nd Management of NSW Government Purchasing Cards. Cardholders are\nrequired to observe the policy and complete a reconciliation form each month, which is\nauthorised by PMNSW’s CEO.\n32. Government Information (Public Access) Act 2009\nThe Government Information (Public Access) Act 2009 (GIPA Act) requires NSW\nGovernment agencies to make mandatory disclosures of information, encourages\nproactive releases of information and provides mechanisms for individuals to apply to\naccess government information.\nStatistical information relating to forma\n Source: `annual-reports/2021-22.pages.jsonl`\n- .......................................................................................................... 33\nPrivacy and Personal Information Protection Act 1998 (PPIP Act) .......................................................... 34\nGovernment Information (Public Access) Act 2009 (GIPA Act) ................................................................. 34\nPublic Interest Disclosures Act 1994 (PID Act).................................................................................................. 34\nOther information .............\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Privacy and Personal Information Protection Act 1998\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 11\n**Register search**: https://legislation.nsw.gov.au/search?query=Privacy+and+Personal+Information+Protection+Act+1998\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- FICIAL 107\n\n[page 109]\nOFFICIAL 108\n\n[page 110]\nOFFICIAL 109\n\n[page 111]\nOFFICIAL 110\n\n[page 112]\nOFFICIAL 111\n\n[page 113]\nOFFICIAL 112\n\n[page 114]\nOFFICIAL 113\n\n[page 115]\nOFFICIAL 114\n\n[page 116]\nOFFICIAL 115\n\n[page 117]\n28. Additional matters for inclusion\nPrivacy and Personal Information Protection Act 1998 (PPIP Act)\nThe Privacy and Personal Information Protection (PPIP) Act 1998 contains 12 information\nprotection principles regulating the collection, use and disclosure of personal\ninformation by NSW public sector agencies. These principles ensure that agencies\n Source: `annual-reports/2021-22.pages.jsonl`\n- cies collect\npersonal information for lawful purposes, and that such information is protected from\nmisuse and unauthorised release.\nNSW Government agencies are required to prepare and implement a privacy\nmanagement plan in accordance with section 33(1) of the Privacy and Personal Information\nProtection Act 1998.\nAdditional information about how PMNSW manages its obligations under the PPIP Act is\navailable at https://www.planning.nsw.gov.au/Privacy\nAccessing this report\nThis report is available for download at https://www.dpie.nsw.gov.au/housing-and-\nproperty/place-m\n Source: `annual-reports/2021-22.pages.jsonl`\n- cy attestations .............................................................................. 29\nCyber Security Policy attestation ............................................................................................................................ 33\nPrivacy and Personal Information Protection Act 1998 (PPIP Act) .......................................................... 34\nGovernment Information (Public Access) Act 2009 (GIPA Act) ................................................................. 34\nPublic Interest Disclosures Act 1994 (PID Act)............\n Source: `annual-reports/2022-23.pages.jsonl`\n- t.\nAnnual Report 28\n\n[page 33]\nInternal audit and risk management policy attestations\nAnnual Report 29\n\n[page 34]\nAnnual Report 30\n\n[page 35]\nAnnual Report 31\n\n[page 36]\nAnnual Report 32\n\n[page 37]\nCyber Security Policy attestation\nAnnual Report 33\n\n[page 38]\nPrivacy and Personal Information Protection Act 1998 (PPIP\nAct)\nDivision 7.3 of the Government Sector Finance Act 2018 and relevant annual reporting policies issued\nby Treasury require an agency to provide a statement of its actions to comply with the requirements\nof the Privacy and Personal Information Protect\n Source: `annual-reports/2022-23.pages.jsonl`\n- Personal Information Protection Act 1998 (PPIP\nAct)\nDivision 7.3 of the Government Sector Finance Act 2018 and relevant annual reporting policies issued\nby Treasury require an agency to provide a statement of its actions to comply with the requirements\nof the Privacy and Personal Information Protection Act 1998 (PPIP Act). It must also provide statistical\ndetails of any reviews conducted by, or on behalf of, the agency, under Part 5 of the PPIP Act.\nPlace Management NSW complies with the Privacy Management Plan for the Department of\nPlanning and Environment. The Pla\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Luna Park Site Act 1990\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 9\n**Register search**: https://legislation.nsw.gov.au/search?query=Luna+Park+Site+Act+1990\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ngharbour@\nsupport, sustain, and inspire locals\ninfrastructure features. property.nsw.gov.au\nand visitors. Prior to COVID-19,\nthese precincts attracted more LPRT was established in 1990 under dpie.nsw.gov.au/housing-and-\nthan 40 million visitors annually. the Luna Park Site Act 1990. Luna property/place-management-nsw\nPark Reserve is dedicated under\nImportantly, these responsibilities Core business hours are\nthe Crown Land Management Act\nalso include the care, protection, 8:30am – 5:00pm Monday – Friday.\n2016 for the purpose of public\nan\n Source: `annual-reports/2020-21.pages.jsonl`\n- . The Trust is a not-for-profit entity (as profit is not\nits principal objective) and it has no cash generating units. The reporting entity is consolidated as part of the NSW Total\nState Sector Accounts.\nThe Trust was established on 12 October 1990, under the Luna Park Site Act 1990. The purpose of the Trust is to\ncontrol the Luna Park Site, which has been dedicated to an area of public amusement, recreation and entertainment.\nOn 9 February 2001, Place Management NSW (PMNSW) was appointed to manage the affairs of the Trust.\nThe Departmen\n Source: `annual-reports/2020-21.pages.jsonl`\n- int that make up Luna Park Reserve. LPRT oversees a 40-year operating lease for the\nLuna Park site and manages the Heritage and Infrastructure Fund to conserve and\nimprove the park’s heritage and infrastructure features.\nLPRT was established in 1990 under the Luna Park Site Act 1990. Luna Park Reserve is\ndedicated under the Crown Land Management Act 2016 for the purpose of public\nrecreation, amusement, and entertainment.\nThe Minister for Planning and Public Spaces has administrative responsibility for the Luna\nPark Reserve and oversees L\n Source: `annual-reports/2021-22.pages.jsonl`\n- na Park Trust Reserve oversees a 40-year\noperating lease for the Luna Park site and manages the Heritage and Infrastructure Fund to\nconserve and improve the park’s heritage and infrastructure features.\nLuna Park Reserve Trust was established in 1990 under the Luna Park Site Act 1990. Luna Park\nReserve is dedicated under the Crown Land Management Act 2016 for the purpose of public\nrecreation, amusement, and entertainment.\nThe Minister for Planning and Public Spaces has administrative responsibility for the Luna Park\nReserve and oversees t\n Source: `annual-reports/2022-23.pages.jsonl`\n- . The Trust is a not-for-profit entity (as profit is not\nits principal objective) and it has no cash generating units. The reporting entity is consolidated as part of the NSW Total\nState Sector Accounts.\nThe Trust was established on 12 October 1990, under the Luna Park Site Act 1990. The purpose of the Trust is to\ncontrol the Luna Park Site, which has been dedicated to an area of public amusement, recreation and entertainment.\nOn 9 February 2001, Place Management NSW (PMNSW) was appointed to manage the affairs of the Trust.\nThe Departmen\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### NSW WHS Act 2011\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://legislation.nsw.gov.au/search?query=NSW+WHS+Act+2011\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- h in line with the\nDepartment of Planning and Environment’s WHS Management System.\nThe following tables show Place Management NSW’s Work Health and Safety (WHS) performance\nand details of injuries for the reporting period. There were no prosecutions under the NSW WHS Act\n2011.\nTable 11 - Incidents reported to the department's WHS Team in 2022 - 2023\nIncidents recorded Date occurred\nThe Rocks - Knee injury at The Rocks Discovery Museum 16/03/2023\nTable 12 - Mechanism of injury data from Icare Insurance for NSW data as of 30 June 20\n Source: `annual-reports/2022-23.pages.jsonl`\n- h in line with the\nDepartment of Planning and Environment’s WHS Management System.\nThe following tables show Place Management NSW’s Work Health and Safety (WHS) performance\nand details of injuries for the reporting period. There were no prosecutions under the NSW WHS Act\n2011.\nTable 11 - Incidents reported to the department's WHS Team in 2022 - 2023\nIncidents recorded Date occurred\nThe Rocks - Knee injury at The Rocks Discovery Museum 16/03/2023\nTable 12 - Mechanism of injury data from Icare Insurance for NSW data as of 30 June 20\n Source: `annual-reports/2022-23.pages.jsonl`\n- th the\nDepartment of Planning, Housing and Infrastructure’s WHS Management System.\nThe following tables show Place Management NSW’s Work Health and Safety (WHS) performance\nand details of injuries for the reporting period. There were no prosecutions under the NSW WHS Act\n2011.\n40\nAnnual Report\n\n[page 45]\nTable 11 - Incidents reported to the Department's WHS Team in 2023 - 2024\nInjury Outcome Injury Numbers Injury %\nNo treatment/first aid 2 66.67%\ntreatment\nLost time injury 1 33.33%\nTable 12 - Mechanism of injury data from Icare In\n Source: `annual-reports/2023-24.pages.jsonl`\n- th the\nDepartment of Planning, Housing and Infrastructure’s WHS Management System.\nThe following tables show Place Management NSW’s Work Health and Safety (WHS) performance\nand details of injuries for the reporting period. There were no prosecutions under the NSW WHS Act\n2011.\n40\nAnnual Report\n\n[page 45]\nTable 11 - Incidents reported to the Department's WHS Team in 2023 - 2024\nInjury Outcome Injury Numbers Injury %\nNo treatment/first aid 2 66.67%\ntreatment\nLost time injury 1 33.33%\nTable 12 - Mechanism of injury data from Icare In\n Source: `annual-reports/2023-24.pages.jsonl`\n- ative approach in line with the\nDepartment of Planning, Housing and Infrastructure’s WHS Management System.\nThe following tables show Place Management NSW’s WHS performance and details of injuries for\nthe reporting period. There were no prosecutions under the NSW WHS Act 2011.\n39\nPlace Management NSW and Luna Park Reserve Trust Annual Report 2024-25\n\n[page 44]\nTable 12 - Incidents reported to the Department's WHS Team in 2024 - 2025\nInjury Outcome Injury Numbers Injury %\nLost time injury 6 75%\nNo treatment/first aid 1 12.5%\ntreatm\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://legislation.nsw.gov.au/search?query=Modern+Slavery+Act+2018\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- .......................................................................................... 35\nDisability Inclusion Action Plan ................................................................................................................................. 36\nModern Slavery Act 2018 ............................................................................................................................................. 36\nWork Health and Safety (WHS) .....................................................................................\n Source: `annual-reports/2022-23.pages.jsonl`\n- .......................................................................................... 39\nDisability Inclusion Action Plan ................................................................................................................................. 40\nModern Slavery Act 2018 ............................................................................................................................................. 40\nWork Health and Safety (WHS) .....................................................................................\n Source: `annual-reports/2023-24.pages.jsonl`\n- ing, Housing & Infrastructure’s\nprocurement framework and receives procurement services from that Department. All Modern\nSlavery Act 2018 (NSW) requirements are managed through this procurement framework, and\nactivities to support and uphold the intent of the Modern Slavery Act 2018 (NSW) are reported in the\nDepartment of Planning, Housing and Infrastructure’s Annual Report.\nWork Health and Safety (WHS)\nPlace Management NSW takes a proactive approach to managing the safety of its employees, other\nworkers and visitors to its properties an\n Source: `annual-reports/2023-24.pages.jsonl`\n- .......................................................................................... 36\nDisability Inclusion Action Plan ................................................................................................................................. 38\nModern Slavery Act 2018 ............................................................................................................................................. 39\nWork Health and Safety (WHS) .....................................................................................\n Source: `annual-reports/2024-25.pages.jsonl`\n- sability Inclusion Action Plan and associated initiatives for Place Management NSW will be\nreported in the Department of Planning, Housing and Infrastructure’s Annual Report.\n38\nPlace Management NSW and Luna Park Reserve Trust Annual Report 2024-25\n\n[page 43]\nModern Slavery Act 2018\nModern Slavery Singificant Operational Issues\nThere were no issues raised in relation to Place Management NSW or Luna Park Reserve Trust by\nthe NSW Anti-slavery Commissioner in the 2024-25 reporting period.\nReasonable Steps\nDuring the 2024–2025 reporting peri\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Taxation Administration Act 1996\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 5\n**Register search**: https://legislation.nsw.gov.au/search?query=Taxation+Administration+Act+1996\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- id\nautomatically unless an existing contract specifies otherwise. For payments to other suppliers, PMNSW may\nautomatically pay the supplier simple interest. The rate of interest applied by PMNSW accords with the current rate\napplicable under section 22 of the Taxation Administration Act 1996.\n- 31 -\n\n[page 69]\nPLACE MANAGEMENT NSW\nSection D: Liabilities\nNotes to and Forming Part of the Financial Statements for the Year Ended 30 June 2021\nThe tables below summarises the maturity profile and interest rate exposure of PMNSW’s other major payables.\nM\n Source: `annual-reports/2020-21.pages.jsonl`\n- id\nautomatically unless an existing contract specifies otherwise. For payments to other suppliers, PMNSW may\nautomatically pay the supplier simple interest. The rate of interest applied by PMNSW accords with the current rate\napplicable under section 22 of the Taxation Administration Act 1996.\n71\n\n[page 76]\nPLACE MANAGEMENT NSW\nSection D: Liabilities\nNotes to and Forming Part of the Financial Statements for the Year Ended 30 June 2023\nThe tables below summarises the maturity profile and interest rate exposure of PMNSW’s other major payables.\nMatur\n Source: `annual-reports/2022-23.pages.jsonl`\n- paid\nautomatically unless an existing contract specifies otherwise. For payments to other suppliers, LPRT may automatically\npay the supplier simple interest. The rate of interest applied by LPRT accords with the current rate applicable under\nsection 22 of the Taxation Administration Act 1996.\n(iv) Market Risk\nMarket risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in\nmarket prices. The Trust’s exposures to market risk are primarily through interest rate risk on the Trust’s Cash\n Source: `annual-reports/2022-23.pages.jsonl`\n- id\nautomatically unless an existing contract specifies otherwise. For payments to other suppliers, PMNSW may\nautomatically pay the supplier simple interest. The rate of interest applied by PMNSW accords with the current rate\napplicable under section 22 of the Taxation Administration Act 1996.\n- 28 -\n\n[page 80]\nPLACE MANAGEMENT NSW\nSection D: Liabilities\nNotes to and Forming Part of the Financial Statements for the Year Ended 30 June 2024\nThe tables below summarises the maturity profile and interest rate exposure of PMNSW’s other major payables.\nM\n Source: `annual-reports/2023-24.pages.jsonl`\n- paid\nautomatically unless an existing contract specifies otherwise. For payments to other suppliers, LPRT may automatically\npay the supplier simple interest. The rate of interest applied by LPRT accords with the current rate applicable under\nsection 22 of the Taxation Administration Act 1996.\n(iv) Market Risk\nMarket risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in\nmarket prices. The Trust’s exposures to market risk are primarily through interest rate risk on the Trust’s Cash\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Act, the Government Sector Finance Regulation 2018\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://legislation.nsw.gov.au/search?query=Act%2C+the+Government+Sector+Finance+Regulation+2018\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- Place Management NSW, that in my opinion:\n(a) The accompanying financial statements have been prepared in accordance with applicable Australian Accounting\nStandards (which includes Australian Accounting interpretations) and the applicable requirements of the Act, the\nGovernment Sector Finance Regulation 2018 and the Treasurer's directions;\n(b) The statements and notes present fairly the financial position as at 30 June 2021, financial performance and\ncash flows of Place Management NSW for the year then ended.\nAnita Mitchell\nChief Executive Officer\nPlace Managemen\n Source: `annual-reports/2020-21.pages.jsonl`\n- na Park Reserve Trust, that in my opinion:\n(a) The accompanying financial statements have been prepared in accordance with applicable Australian Accounting\nStandards (which includes Australian Accounting interpretations) and the applicable requirements of the Act, the\nGovernment Sector Finance Regulation 2018 and the Treasurer's directions;\n(b) The statements and notes present fairly the financial position as at 30 June 2021, financial performance and\ncash flows of the Trust for the year then ended.\nAnita Mitchell\nChief Executive Officer\nPlace Management NSW\n(Trus\n Source: `annual-reports/2020-21.pages.jsonl`\n- Accountable Authority\nPursuant to section 7.6(4) of the Government Sector Finance Act 2018 (‘the Act’), I state that these financial\nstatements:\n• have been prepared in accordance with the Australian Accounting Standards and the applicable requirements\nof the Act, the Government Sector Finance Regulation 2018 and the Treasurer's directions, and\n• present fairly Place Management NSW's financial position, financial performance and cash flows.\nAnita Mitchell\nChief Executive Officer\nPlace Management NSW\nDate: 13 October 2023\n43\n\n[page 48]\nPLACE MANAGEMENT NSW\nStart of\n Source: `annual-reports/2022-23.pages.jsonl`\n- Accountable Authority\nPursuant to section 7.6(4) of the Government Sector Finance Act 2018 (‘the Act’), I state that these financial\nstatements:\n• have been prepared in accordance with the Australian Accounting Standards and the applicable requirements\nof the Act, the Government Sector Finance Regulation 2018 and the Treasurer's directions, and\n• present fairly Luna Park Reserve Trust's financial position, financial performance and cash flows.\nAnita Mitchell\nChief Executive Officer\nPlace Management NSW\n(Trust Manager)\nDate: 13 October 2023\n86\n\n[page 91]\nLUNA PARK\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Crown Land Management Act 2016\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://legislation.nsw.gov.au/search?query=Crown+Land+Management+Act+2016\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ing lease for the\nLuna Park site and manages the Heritage and Infrastructure Fund to conserve and\nimprove the park’s heritage and infrastructure features.\nLPRT was established in 1990 under the Luna Park Site Act 1990. Luna Park Reserve is\ndedicated under the Crown Land Management Act 2016 for the purpose of public\nrecreation, amusement, and entertainment.\nThe Minister for Planning and Public Spaces has administrative responsibility for the Luna\nPark Reserve and oversees LPRT, any land dealings at Luna Park and its general\nadministration.\nLuna\n Source: `annual-reports/2021-22.pages.jsonl`\n- una Park site and manages the Heritage and Infrastructure Fund to\nconserve and improve the park’s heritage and infrastructure features.\nLuna Park Reserve Trust was established in 1990 under the Luna Park Site Act 1990. Luna Park\nReserve is dedicated under the Crown Land Management Act 2016 for the purpose of public\nrecreation, amusement, and entertainment.\nThe Minister for Planning and Public Spaces has administrative responsibility for the Luna Park\nReserve and oversees the Luna Park Reserve Trust, any land dealings at Luna Park and its genera\n Source: `annual-reports/2022-23.pages.jsonl`\n- una Park site and manages the Heritage and Infrastructure Fund to\nconserve and improve the park’s heritage and infrastructure features.\nLuna Park Reserve Trust was established in 1990 under the Luna Park Site Act 1990. Luna Park\nReserve is dedicated under the Crown Land Management Act 2016 for the purpose of public\nrecreation, amusement and entertainment.\nThe Minister for Planning and Public Spaces has administrative responsibility for the Luna Park\nReserve and oversees the Luna Park Reserve Trust, any land dealings at Luna Park and its general\n Source: `annual-reports/2023-24.pages.jsonl`\n- una Park site and manages the Heritage and Infrastructure Fund to\nconserve and improve the park’s heritage and infrastructure features.\nLuna Park Reserve Trust was established in 1990 under the Luna Park Site Act 1990. Luna Park\nReserve is dedicated under the Crown Land Management Act 2016 for the purpose of public\nrecreation, amusement and entertainment.\nThe Minister for Planning and Public Spaces has administrative responsibility for the Luna Park\nReserve and oversees the Luna Park Reserve Trust, any land dealings at Luna Park and its general\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### GSF Act), the Government Sector Finance Regulation 2018\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://legislation.nsw.gov.au/search?query=GSF+Act%29%2C+the+Government+Sector+Finance+Regulation+2018\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- unting Policies, and other explanatory information.\nIn my opinion, the financial statements:\n• have been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2018 (GSF Regulation) and the Treasurer's Directions\n• presents fairly the Place Management NSW's financial position, financial performance and cash\nflows.\nMy opinion should be read in conjunction with the rest of this report.\nBasis for Opinion\nI conducted my audi\n Source: `annual-reports/2020-21.pages.jsonl`\n- unting Policies, and other explanatory information.\nIn my opinion, the financial statements:\n• Have been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2018 (GSF Regulation) and the Treasurer's Directions\n• presents fairly the Trust's financial position, financial performance and cash flows\nMy opinion should be read in conjunction with the rest of this report.\nBasis for Opinion\nI conducted my audit in accordance\n Source: `annual-reports/2020-21.pages.jsonl`\n- unting Policies, and other explanatory information.\nIn my opinion, the financial statements:\n• have been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2018 (GSF Regulation) and the Treasurer's Directions\n• presents fairly the Place Management NSW's financial position, financial performance and cash\nflows.\nMy opinion should be read in conjunction with the rest of this report.\nBasis for Opinion\nI conducted my audi\n Source: `annual-reports/2022-23.pages.jsonl`\n- unting Policies, and other explanatory information.\nIn my opinion, the financial statements:\n• have been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2018 (GSF Regulation) and the Treasurer's Directions\n• presents fairly the Trust's financial position, financial performance and cash flows.\nMy opinion should be read in conjunction with the rest of this report.\nBasis for Opinion\nI conducted my audit in accordance\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Government Sector Employment Act 2013\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://legislation.nsw.gov.au/search?query=Government+Sector+Employment+Act+2013\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ated as part of the NSW\nTotal State Sector Accounts.\nUnder the Act, PMNSW is unable to employ staff. However, to enable it to exercise its functions, PMNSW can obtain\npersonnel services from Government agencies who are able to engage staff under Part 4 of the Government Sector\nEmployment Act 2013 . During 2020-21, personnel services were provided by the Department of Planning, Industry and\nEnvironment (DPIE). The DPIE, a principal department, is a separate reporting entity and does not control PMNSW for\nfinancial reporting purposes.\nThese financial st\n Source: `annual-reports/2020-21.pages.jsonl`\n- ated as part of the NSW\nTotal State Sector Accounts.\nUnder the Act, PMNSW is unable to employ staff. However, to enable it to exercise its functions, PMNSW can obtain\npersonnel services from Government agencies who are able to engage staff under Part 4 of the Government Sector\nEmployment Act 2013 . During the year ended 30 June 2023, personnel services were provided by the Department of\nTransport. The Department of Transport is a separate reporting entity and does not control PMNSW for financial reporting\npurposes.\nThese financial statements for the y\n Source: `annual-reports/2022-23.pages.jsonl`\n- ated as part of the NSW Total State\nSector Accounts.\nUnder the Act, PMNSW is unable to employ staff. However, to enable it to exercise its functions, PMNSW can obtain\npersonnel services from Government agencies who are able to engage staff under Part 4 of the Government Sector\nEmployment Act 2013 . During the year ended 30 June 2024, personnel services were provided by the Department\nof Planning, Housing and Infrastructure (DPHI). DPHI is a separate reporting entity and does not control PMNSW\nfor financial reporting purposes.\nThese financial statement\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Place Management NSW Regulation 2022\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://legislation.nsw.gov.au/search?query=Place+Management+NSW+Regulation+2022\n\n**Sources**:\n- `pages/priorities-index.html`\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- ment NSW Reconciliation Action Plan (PDF, 8.4 MB)\nget_app\nYear in Review\nPlacemaking NSW Year in Review 2024–2025 (PDF, 5.8 MB)\nget_app\nPlacemaking NSW Year in Review 2023–2024 (PDF, 7.4 MB)\nget_app\nLegislation\nPlace Management NSW Act 1998 No 170\nopen_in_new\nPlace Management NSW Regulation 2022\nopen_in_new\nNSW Public Spaces Charter\nNSW Public Spaces Charter (PDF, 8.9 MB)\nget_app\nPermits and venue hire\nPlace permit applications\nopen_in_new\nVenue hire and commercial opportunities\nopen_in_new\nContact us\nFor enquiries about Placemaking NSW email\n[email\n Source: `pages/priorities-index.html`\n- gements\nDuring the reporting period Place Management NSW personnel were part of the Department of\nTransport following Machinery of Government changes effective from 1 April 2022.\nLegal change\nOn 25 August 2022, the Executive Council approved the remake of the Place Management NSW\nRegulation 2022 (NSW). This remake was largely administrative, and consolidated both the previous\n2017 PMNSW Regulation and the (soon to expire) Barangaroo Delivery Authority Regulation 2015\nafter the transfer of management of Barangaroo from INSW to PMNSW. This was a conven\n Source: `annual-reports/2022-23.pages.jsonl`\n- period.\nRequirements arising from employment arrangements\nPlace Management NSW personnel were part of the Department of Planning, Housing and\nInfrastructure during the reporting period.\nLegislation administered by the agency\n• Place Management NSW Act 1988\n• Place Management NSW Regulation 2022\n• Luna Park Site Act 1990\n29\nPlace Management NSW and Luna Park Reserve Trust Annual Report 2024-25\n\n[page 34]\nLegal change\nThere was no legal change during the reporting period.\nPrivacy and Personal Information Protection Act 1998 (PPIP\nAct)\nTo comply with t\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Department of Planning and Environment. Public Interest Disclosures Act 1994\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Department+of+Planning+and+Environment.+Public+Interest+Disclosures+Act+1994\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- about access\napplications required to be included in an annual report regarding Place Management NSW, in\ncompliance with s125 of the GIPA Act and Clause 8 of the Government Information (Public Access)\nRegulation 2018, is included in the annual report for the Department of Planning and Environment.\nPublic Interest Disclosures Act 1994 (PID Act)\nUnder the Public Interest Disclosures Act 1994 (PID Act), each public authority is required to prepare\nan annual report on their obligations under this Act. This information for Place Management NSW\nand Luna Park Reserve Trust is captured in the Dep\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Department. All Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Department.+All+Modern+Slavery+Act+2018\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- ted in the Department of Planning, Housing and Infrastructure’s Annual Report.\nModern Slavery Act 2018\nPlace Management NSW operates under the Department of Planning, Housing & Infrastructure’s\nprocurement framework and receives procurement services from that Department. All Modern\nSlavery Act 2018 (NSW) requirements are managed through this procurement framework, and\nactivities to support and uphold the intent of the Modern Slavery Act 2018 (NSW) are reported in the\nDepartment of Planning, Housing and Infrastructure’s Annual Report.\nWork Health and Saf\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Act, the Government Sector Finance Regulation 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://legislation.nsw.gov.au/search?query=Act%2C+the+Government+Sector+Finance+Regulation+2024\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- Accountable Authority\nPursuant to section 7.6(4) of the Government Sector Finance Act 2018 (‘the Act’), I state that these financial\nstatements:\n• have been prepared in accordance with the Australian Accounting Standards and the applicable requirements\nof the Act, the Government Sector Finance Regulation 2024 and the Treasurer's directions, and\n• present fairly Place Management NSW's financial position, financial performance and cash flows.\nAnita Mitchell\nChief Executive Officer\nPlace Management NSW\nDate: 10 October 2024\n\n[page 52]\nPLACE MANAGEMENT NSW\nStart of Au\n Source: `annual-reports/2023-24.pages.jsonl`\n- Accountable Authority\nPursuant to section 7.6(4) of the Government Sector Finance Act 2018 (‘the Act’), I state that these financial\nstatements:\n• have been prepared in accordance with the Australian Accounting Standards and the applicable requirements\nof the Act, the Government Sector Finance Regulation 2024 and the Treasurer's directions, and\n• present fairly Luna Park Reserve Trust's financial position, financial performance and cash flows.\nAnita Mitchell\nChief Executive Officer\nPlace Management NSW\n(Trust Manager)\nDate: 10 October 2024\n\n[page 94]\nLUNA PARK RES\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Annual Reports (Statutory Bodies) Act 1984\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://legislation.nsw.gov.au/search?query=Annual+Reports+%28Statutory+Bodies%29+Act+1984\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- Place\nSydney NSW 2000\nDear Minister\nI have the pleasure of submitting for your information and\npresentation to Parliament, the Place Management annual report, for\nthe year ended 30 June 2021.\nThe report has been prepared in accordance with the Annual\nReports (Statutory Bodies) Act 1984 (NSW) and the Annual Reports\n(Statutory Bodies) Regulation 2015 (NSW). The report details the work,\nachievements and relevant statutory and financial information of\nPlace Management NSW.\nYours sincerely\nAnita Mitchell\nChief Executive\nPlacemaking NSW &\nPlace M\n Source: `annual-reports/2020-21.pages.jsonl`\n- Trust Annual Report 2021 -2022\nI am pleased to submit the Annual Report for Place Management NSW and Luna Park\nReserve Trust, for the year ended 30 June 2022, for presentation to Parliament.\nThis report has been prepared in accordance with the Annual Reports (Statutory\nBodies) Act 1984, the Public Finance and Audit Act 1983 and regulations under those\nActs.\nYours sincerely\nAnita Mitchell\nChief Executive\nPlacemaking NSW\noperating as Place Management NSW\nManager of Luna Park Reserve Trust\nOFFICIAL 1\n\n[page 3]\nTable of Contents\n1. Chair Report\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### GSF Act), the Government Sector Finance Regulation 2024\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://legislation.nsw.gov.au/search?query=GSF+Act%29%2C+the+Government+Sector+Finance+Regulation+2024\n\n**Sources**:\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- licy Information and other\nexplanatory information.\nIn my opinion, the financial statements:\n• have been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2024 (GSF Regulation) and the Treasurer's Directions\n• presents fairly the PMNSW's financial position, financial performance and cash flows\nMy opinion should be read in conjunction with the rest of this report.\nBasis for Opinion\nI conducted my audit in accordance\n Source: `annual-reports/2023-24.pages.jsonl`\n- icy Information, and other\nexplanatory information.\nIn my opinion, the financial statements:\n• have been prepared in accordance with Australian Accounting Standards and the applicable\nfinancial reporting requirements of the Government Sector Finance Act 2018 (GSF Act), the\nGovernment Sector Finance Regulation 2024 (GSF Regulation) and the Treasurer's Directions\n• presents fairly the Trust's financial position, financial performance and cash flows\nMy opinion should be read in conjunction with the rest of this report.\nBasis for Opinion\nI conducted my audit in accordance\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### Government Information (Public Access) Regulation 2018\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://legislation.nsw.gov.au/search?query=Government+Information+%28Public+Access%29+Regulation+2018\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- tment of Planning and Environment. Therefore, all statistical information about access\napplications required to be included in an annual report regarding Place Management NSW, in\ncompliance with s125 of the GIPA Act and Clause 8 of the Government Information (Public Access)\nRegulation 2018, is included in the annual report for the Department of Planning and Environment.\nPublic Interest Disclosures Act 1994 (PID Act)\nUnder the Public Interest Disclosures Act 1994 (PID Act), each public authority is required to prepare\nan annual report on their o\n Source: `annual-reports/2022-23.pages.jsonl`\n- ing, Housing and Infrastructure. Therefore, all statistical\ninformation about access applications required to be included in an annual report regarding Place\nManagement NSW, in compliance with section 125 of the Act and clause 8 of the Government\nInformation (Public Access) Regulation 2018, is included in the annual report for the Department of\nPlanning, Housing and Infrastructure.\nRisk management and insurance activities\nRisk Management\nPlace Management NSW and Luna Park Reserve Trust have adopted the Department of Planning,\nHousing and Infras\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### PPIP Act and the Health Records and Information Privacy Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 2\n**Register search**: https://legislation.nsw.gov.au/search?query=PPIP+Act+and+the+Health+Records+and+Information+Privacy+Act+2002\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n- `annual-reports/2023-24.pages.jsonl`\n\n**Evidence contexts**:\n- alf of, the agency, under Part 5 of the PPIP Act.\nPlace Management NSW complies with the Privacy Management Plan for the Department of\nPlanning and Environment. The Plan outlines how the department and its associated agencies\ncomply with the principles of the PPIP Act and the Health Records and Information Privacy Act 2002.\nOfficers in the department’s Information Access & Privacy unit also provide specialist privacy advice\nand training to staff.\nIn 2022-23, Place Management NSW received no applications for review under Part 5 of the PPIP\nAct.\nIn November 2022, a third-party pl\n Source: `annual-reports/2022-23.pages.jsonl`\n- e agency, under Part 5 of the PPIP Act.\nPlace Management NSW relies upon the Privacy Management Plan for the Department of Planning,\nHousing and Infrastructure. The Plan outlines how the Department and its associated agencies\ncomply with the principles of the PPIP Act and the Health Records and Information Privacy Act 2002.\nOfficers in the Department’s Information Access & Privacy unit also provide specialist privacy advice\nand training to staff.\nIn 2023-24, Place Management NSW received no applications for review under Part 5 of the PPIP\nAct.\nGovernment Information (Public Acc\n Source: `annual-reports/2023-24.pages.jsonl`\n\n### ACCESS) ACT Privacy and Personal Information Protection Act 1998\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=ACCESS%29+ACT+Privacy+and+Personal+Information+Protection+Act+1998\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- PMNSW’s CEO.\npurposes, and that such information\nis protected from misuse and\nGOVERNMENT\nunauthorised release.\nNSW Government agencies are INFORMATION\nrequired to prepare and implement\n(PUBLIC\na privacy management plan in\naccordance with section 33(1) of the\nACCESS) ACT\nPrivacy and Personal Information\nProtection Act 1998.\n2009\nAdditional information about how\nThe Government Information\nPMNSW manages its obligations\n(Public Access) Act 2009 (GIPA\nunder the PPIP Act is available at\nAct) requires NSW Government\nplanning.nsw.gov.au/Privacy\nagencies to make mandatory\ndisclosures o\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Agency. All Modern Slavery Act 2018\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Agency.+All+Modern+Slavery+Act+2018\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- ment NSW will be reported in the\nDepartment of Planning and Environment’s Annual Report.\nModern Slavery Act 2018\nPlace Management NSW operates under the Department of Planning and Environment’s\nprocurement framework and the department provides services to the Agency. All Modern Slavery\nAct 2018 (NSW) requirements are managed through this framework and will be reported in the\nDepartment of Planning and Environment’s Annual Report.\nWork Health and Safety (WHS)\nPlace Management NSW takes a proactive approach to managing the safety of its employees, oth\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Annual Reports (Statutory Bodies) Regulation 2015\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Annual+Reports+%28Statutory+Bodies%29+Regulation+2015\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- f submitting for your information and\npresentation to Parliament, the Place Management annual report, for\nthe year ended 30 June 2021.\nThe report has been prepared in accordance with the Annual\nReports (Statutory Bodies) Act 1984 (NSW) and the Annual Reports\n(Statutory Bodies) Regulation 2015 (NSW). The report details the work,\nachievements and relevant statutory and financial information of\nPlace Management NSW.\nYours sincerely\nAnita Mitchell\nChief Executive\nPlacemaking NSW &\nPlace Management NSW\nPlace Management NSW 3\n\n[page 4]\n4 2020–21 Annual\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Barangaroo Delivery Authority Regulation 2015\n\n**Type**: Regulation\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Barangaroo+Delivery+Authority+Regulation+2015\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- April 2022.\nLegal change\nOn 25 August 2022, the Executive Council approved the remake of the Place Management NSW\nRegulation 2022 (NSW). This remake was largely administrative, and consolidated both the previous\n2017 PMNSW Regulation and the (soon to expire) Barangaroo Delivery Authority Regulation 2015\nafter the transfer of management of Barangaroo from INSW to PMNSW. This was a convenient point\nin time to make administrative changes to the old regulation, and to consolidate management and\nensure fit for purpose, practical regulations around the PMNSW-manag\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Disability Inclusion Act 2014\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Disability+Inclusion+Act+2014\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- PA Act TPG25-10a 2.10 Yes 30\nrequirements\nRisk Management TPG25-10a 2 Yes 30\nand insurance\nactivities\nInternal audit and TPG25-10a 2.11 Yes 31\nrisk management\nTPP20-08\npolicy attestation\n5. Sustainability Disability inclusion TPG25-10a 2.11 Yes 38\naction plan\nDisability Inclusion Act\n2014.\nModern Slavery Act TPG25-10a 2.14 Yes 38\n2018 requirements\n110\nPlace Management NSW and Luna Park Reserve Trust Annual Report 2024-25\n\n[page 115]\nHeading Compliance Basis for, or source of, Completed (Yes, No, Page reference\nrequirement requirement N/A)\nWork\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Health Records and Information Privacy Act 2002\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Health+Records+and+Information+Privacy+Act+2002\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- g the Luna Park Reserve Trust, has adopted the Department\nof Planning, Housing and Infrastructure’s Privacy Management Plan. The plan outlines how an\nagency complies with the Information Protection Principles and the Health Protection Principles\n(found in the Health Records and Information Privacy Act 2002) and provides resources to support\nstatutory functions such as internal reviews and proactive privacy measures such as privacy impact\nassessments. Officers in the Department’s Privacy unit also provide specialist privacy advice and\ntraining to staff.\nIn 2024-\n Source: `annual-reports/2024-25.pages.jsonl`\n\n### Information See Human Resources. Protection Act 1998\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Information+See+Human+Resources.+Protection+Act+1998\n\n**Sources**:\n- `annual-reports/2020-21.pages.jsonl`\n\n**Evidence contexts**:\n- TIONAL NUMBERS AND\nformal applications under the GIPA\nAct is provided in the DPIE Annual\nMATTERS FOR REMUNERATION\nReport Government Information\n(Public Access) statistics.\nINCLUSION OF SENIOR\nReview of proactive\nEXECUTIVES\nPrivacy and Personal\nrelease program\nInformation See Human Resources.\nProtection Act 1998 Under section 7(3) of the GIPA Act,\nCREDIT CARD\nagencies must review their proactive\nThe Privacy and Personal release of government information\nCERTIFICATION\nInformation Protection (PPIP) program at least once every 12\nAct 1998 contains 12 information months.\n Source: `annual-reports/2020-21.pages.jsonl`\n\n### Legislation Place Management NSW Act 1998\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Legislation+Place+Management+NSW+Act+1998\n\n**Sources**:\n- `pages/priorities-index.html`\n\n**Evidence contexts**:\n- (PDF, 3.2 MB)\nget_app\nReconciliation Action Plan\nPlace Management NSW Reconciliation Action Plan (PDF, 8.4 MB)\nget_app\nYear in Review\nPlacemaking NSW Year in Review 2024–2025 (PDF, 5.8 MB)\nget_app\nPlacemaking NSW Year in Review 2023–2024 (PDF, 7.4 MB)\nget_app\nLegislation\nPlace Management NSW Act 1998 No 170\nopen_in_new\nPlace Management NSW Regulation 2022\nopen_in_new\nNSW Public Spaces Charter\nNSW Public Spaces Charter (PDF, 8.9 MB)\nget_app\nPermits and venue hire\nPlace permit applications\nopen_in_new\nVenue hire and commercial opportunities\nopen_in_new\nCont\n Source: `pages/priorities-index.html`\n\n### PID Act) Under the Public Interest Disclosures Act 1994\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=PID+Act%29+Under+the+Public+Interest+Disclosures+Act+1994\n\n**Sources**:\n- `annual-reports/2022-23.pages.jsonl`\n\n**Evidence contexts**:\n- ng Place Management NSW, in\ncompliance with s125 of the GIPA Act and Clause 8 of the Government Information (Public Access)\nRegulation 2018, is included in the annual report for the Department of Planning and Environment.\nPublic Interest Disclosures Act 1994 (PID Act)\nUnder the Public Interest Disclosures Act 1994 (PID Act), each public authority is required to prepare\nan annual report on their obligations under this Act. This information for Place Management NSW\nand Luna Park Reserve Trust is captured in the Department of Planning and Environment Annual\nReport as all\n Source: `annual-reports/2022-23.pages.jsonl`\n\n### Personal Information Protection (PPIP) Act 1998\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Personal+Information+Protection+%28PPIP%29+Act+1998\n\n**Sources**:\n- `annual-reports/2021-22.pages.jsonl`\n\n**Evidence contexts**:\n- page 113]\nOFFICIAL 112\n\n[page 114]\nOFFICIAL 113\n\n[page 115]\nOFFICIAL 114\n\n[page 116]\nOFFICIAL 115\n\n[page 117]\n28. Additional matters for inclusion\nPrivacy and Personal Information Protection Act 1998 (PPIP Act)\nThe Privacy and Personal Information Protection (PPIP) Act 1998 contains 12 information\nprotection principles regulating the collection, use and disclosure of personal\ninformation by NSW public sector agencies. These principles ensure that agencies collect\npersonal information for lawful purposes, and that such informatio\n Source: `annual-reports/2021-22.pages.jsonl`\n\n### Place Management NSW Act 1988\n\n**Type**: Act\n**Confidence**: low\n**Mentions**: 1\n**Register search**: https://legislation.nsw.gov.au/search?query=Place+Management+NSW+Act+1988\n\n**Sources**:\n- `annual-reports/2024-25.pages.jsonl`\n\n**Evidence contexts**:\n- r employees during the reporting period.\nRequirements arising from employment arrangements\nPlace Management NSW personnel were part of the Department of Planning, Housing and\nInfrastructure during the reporting period.\nLegislation administered by the agency\n• Place Management NSW Act 1988\n• Place Management NSW Regulation 2022\n• Luna Park Site Act 1990\n29\nPlace Management NSW and Luna Park Reserve Trust Annual Report 2024-25\n\n[page 34]\nLegal change\nThere was no legal change during the reporting period.\nPrivacy and Personal \n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "Creating and caring for places that people love.", "vision_source_page": 6, "purposes": "Placemaking NSW creates and cares for places that people love.", "purposes_source_page": 4, "how_we_deliver": "Placemaking NSW aims to foster well-connected communities with quality local environments by ensuring a cohesive approach across the precincts.", "how_we_deliver_source_page": 8, "government_priorities": [ { "text": "Trusted leaders in placemaking", "source_page": 20 }, { "text": "Connected to Country", "source_page": 20 }, { "text": "Unlocking the economic value of place", "source_page": 20 }, { "text": "Leading sustainable transformation", "source_page": 20 }, { "text": "Investing in our organisation", "source_page": 21 } ], "outcomes": [ { "name": "Priority area 1: Trusted leaders in placemaking", "description": "Hosted approximately 26.4 million people to Darling Harbour and 13.9 million people to The Rocks through venues, events and activations.", "key_activities": [ "Delivery of over 400 activations", "Hosting hallmark events", "White Bay Power Station activities", "Chinese Garden of Friendship", "ICC Sydney events" ], "source_page": 19 }, { "name": "Priority area 2: Connected to Country", "description": "Finalised the Bays West Connecting with Country Framework.", "key_activities": [ "Cultural review and input to several projects", "First Nations Advisors working across projects", "Community session facilitated by Gujaga Foundation" ], "source_page": 20 }, { "name": "Priority area 3: Unlocking the economic value of place", "description": "Placemaking NSW drives the sustained competitive advantage of Sydney and NSW through its internationally significant portfolio of special precincts and places.", "key_activities": [ "Facilitating hallmark events", "ICC Sydney events", "$2 billion Harbourside mixed use re-development" ], "source_page": 20 }, { "name": "Priority area 4: Leading sustainable transformation", "description": "Working towards net zero emissions target by 2035 for Scope 1 and 2 emissions.", "key_activities": [ "Net Zero Pathway audits", "24 projects completed or commenced", "ICC Sydney sustainability efforts" ], "source_page": 21 }, { "name": "Priority area 5: Investing in our organisation", "description": "Regular engagement and collaboration with stakeholders across precincts, industry and government supporting and enabling the delivery of NSW Government priorities.", "key_activities": [ "People Matter Employee Survey", "Launched a new intranet site", "Procurement strategy finalised" ], "source_page": 21 } ], "values": [ "Diversity", "Inclusion", "Sustainability" ], "values_framework_name": null, "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Net Zero Pathway audits", "target": "Completed for each of the major assets, including the public domain", "source_page": 21 }, { "code": "CCE02", "measure": "Projects completed or commenced", "target": "24 projects completed or commenced with predicted savings of $33k and 136 MWh in energy, 97 tonnes CO2-e and 3.59 NABERS Energy Stars", "source_page": 21 }, { "code": "CCE03", "measure": "ICC Sydney sustainability efforts", "target": "76% operational waste diversion from landfill", "source_page": 21 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Net Zero Pathway audits", "result": "Completed", "status": "Achieved", "source_page": 21 }, { "code": "CCE02", "measure": "Projects completed or commenced", "result": "24 projects completed or commenced", "status": "Achieved", "source_page": 21 }, { "code": "CCE03", "measure": "ICC Sydney sustainability efforts", "result": "71% operational waste diversion from landfill", "status": "Partially achieved", "source_page": 21 } ], "_source_urls": { "annual_report_url": "https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "[Page 112]\nInternal Audit and Risk Management Attestation Statement for the\n2020-2021 Financial Year for Place Management NSW\nI, Anita Mitchell, Chief Executive, Place Management NSW, am of the opinion that Place\nManagement NSW has internal audit and risk management processes in operation that are\ncompliant with the seven (7) Core Requirements set out in the Internal Audit and Risk\nManagement Policy for the General Government Sector, specifically:\nCore Requirements\nRisk Management Framework\n1.1 The Accountable Authority shall accept ultimate responsibility and Compliant\naccountability for risk management in the agency.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "[Page 112]\nInternal Audit and Risk Management Attestation Statement for the\n2020-2021 Financial Year for Place Management NSW\nI, Anita Mitchell, Chief Executive, Place Management NSW, am of the opinion that Place\nManagement NSW has internal audit and risk management processes in operation that are\ncompliant with the seven (7) Core Requirements set out in the Internal Audit and Risk\nManagement Policy for the General Government Sector, specifically:\nCore Requirements\nRisk Management Framework\n1.1 The Accountable Authority shall accept ultimate responsibility and Compliant\naccountability for risk management in the agency.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "[Page 25]\nMarketing KPI Performance 2021-22\nThe Rocks\nChannel Target Result\nPR 200 m reach 213 m reach\nWebsite 915,493 sessions 1,111,559 sessions\nEmail 15% click to open 13.3% click to open\n7230 engaged database 12,996 engaged database\nSocial 4.5% Facebook engagement rate 4.3% Facebook engagement rate\n1.8% Instagram engagement rate 0.8% Instagram engagement rate\nDarling Harbour\nChannel Target Result\nPR 137.5 m reach 134 m reach\nWebsite 1.182 m sessions 1.223 m sessions\nEmail 18% click to open 17.39% click to open\n15,378 engaged database 22,095 engaged database\nSocial 3.5% Facebook engagement rate 5.8 % Facebook engagement rate\n1.8% Instagram engagement rate 1.2% Instagram engagement rate\nVenue Hire KPI Performance 2021-22\nThe Rocks\nFY - 2021/22 Total\nVenue Hire - The Rocks Budget $219,981\nVenue Hire - The Rocks Actual $264,683\nVariance +$44,702\nDarling Harbour\nFY - 2021/22 Total", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "[Page 25]\nMarketing KPI Performance 2021-22\nThe Rocks\nChannel Target Result\nPR 200 m reach 213 m reach\nWebsite 915,493 sessions 1,111,559 sessions\nEmail 15% click to open 13.3% click to open\n7230 engaged database 12,996 engaged database\nSocial 4.5% Facebook engagement rate 4.3% Facebook engagement rate\n1.8% Instagram engagement rate 0.8% Instagram engagement rate\nDarling Harbour\nChannel Target Result\nPR 137.5 m reach 134 m reach\nWebsite 1.182 m sessions 1.223 m sessions\nEmail 18% click to open 17.39% click to open\n15,378 engaged database 22,095 engaged database\nSocial 3.5% Facebook engagement rate 5.8 % Facebook engagement rate\n1.8% Instagram engagement rate 1.2% Instagram engagement rate\nVenue Hire KPI Performance 2021-22\nThe Rocks\nFY - 2021/22 Total\nVenue Hire - The Rocks Budget $219,981\nVenue Hire - The Rocks Actual $264,683\nVariance +$44,702\nDarling Harbour\nFY - 2021/22 Total", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "annual-reports/2021-22.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 5]\nCONTENTS\nLetter of submission 3 Risk management and insurance activities 110\nChair Report 6 Internal Audit and Risk Management\nAttestation Statement –\nPlacemaking NSW 7 Place Management NSW 112\nChief Executive Report 8 Internal Audit and Risk Management\nAttestation –\nChief Operating Officer Report 9\nLuna Park Reserve Trust 114\nCharter 10\nDigital information security policy\nattestation 2019-20 –\nAims and objectives 11\nPlace Management NSW 116\nAccess 11\nDigital information security policy\nattestation 2019-20 –\nManagement and structure 12\nLuna Park Reserve Trust 117\nSummary review of operations 18\nMulticultural Policies and Services Program 118\nFunds granted to non-government\nWork Health and Safety (WHS) 118\ncommunity organisations 28\nBudgets 119\nManagement and activities 28\nAdditional matters for inclusion 120\nHuman Resources 29\nNumbers and remuneration of\nConsultants 29", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 5]\nCONTENTS\nLetter of submission 3 Risk management and insurance activities 110\nChair Report 6 Internal Audit and Risk Management\nAttestation Statement –\nPlacemaking NSW 7 Place Management NSW 112\nChief Executive Report 8 Internal Audit and Risk Management\nAttestation –\nChief Operating Officer Report 9\nLuna Park Reserve Trust 114\nCharter 10\nDigital information security policy\nattestation 2019-20 –\nAims and objectives 11\nPlace Management NSW 116\nAccess 11\nDigital information security policy\nattestation 2019-20 –\nManagement and structure 12\nLuna Park Reserve Trust 117\nSummary review of operations 18\nMulticultural Policies and Services Program 118\nFunds granted to non-government\nWork Health and Safety (WHS) 118\ncommunity organisations 28\nBudgets 119\nManagement and activities 28\nAdditional matters for inclusion 120\nHuman Resources 29\nNumbers and remuneration of\nConsultants 29", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "annual-reports/2020-21.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 25]\nMarketing KPI Performance 2021-22\nThe Rocks\nChannel Target Result\nPR 200 m reach 213 m reach\nWebsite 915,493 sessions 1,111,559 sessions\nEmail 15% click to open 13.3% click to open\n7230 engaged database 12,996 engaged database\nSocial 4.5% Facebook engagement rate 4.3% Facebook engagement rate\n1.8% Instagram engagement rate 0.8% Instagram engagement rate\nDarling Harbour\nChannel Target Result\nPR 137.5 m reach 134 m reach\nWebsite 1.182 m sessions 1.223 m sessions\nEmail 18% click to open 17.39% click to open\n15,378 engaged database 22,095 engaged database\nSocial 3.5% Facebook engagement rate 5.8 % Facebook engagement rate\n1.8% Instagram engagement rate 1.2% Instagram engagement rate\nVenue Hire KPI Performance 2021-22\nThe Rocks\nFY - 2021/22 Total\nVenue Hire - The Rocks Budget $219,981\nVenue Hire - The Rocks Actual $264,683\nVariance +$44,702\nDarling Harbour\nFY - 2021/22 Total", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2021-22.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 25]\nMarketing KPI Performance 2021-22\nThe Rocks\nChannel Target Result\nPR 200 m reach 213 m reach\nWebsite 915,493 sessions 1,111,559 sessions\nEmail 15% click to open 13.3% click to open\n7230 engaged database 12,996 engaged database\nSocial 4.5% Facebook engagement rate 4.3% Facebook engagement rate\n1.8% Instagram engagement rate 0.8% Instagram engagement rate\nDarling Harbour\nChannel Target Result\nPR 137.5 m reach 134 m reach\nWebsite 1.182 m sessions 1.223 m sessions\nEmail 18% click to open 17.39% click to open\n15,378 engaged database 22,095 engaged database\nSocial 3.5% Facebook engagement rate 5.8 % Facebook engagement rate\n1.8% Instagram engagement rate 1.2% Instagram engagement rate\nVenue Hire KPI Performance 2021-22\nThe Rocks\nFY - 2021/22 Total\nVenue Hire - The Rocks Budget $219,981\nVenue Hire - The Rocks Actual $264,683\nVariance +$44,702\nDarling Harbour\nFY - 2021/22 Total", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "annual-reports/2021-22.pdf (https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "Priority area 1: Trusted leaders in placemaking\n• Hosted approximately 26.4 million people to Darling Harbour and 13.9 million people to The\nRocks through venues, events and activations.\n• Delivery of over 400 activations, with over 90% of these free to attend included delivery of\nhallmark events in our precincts including New Year’s Eve and Vivid, and major tourism\ninitiatives such as Sydney Festival, Lunar New Year, St Patrick’s Day, Anzac Day, Easter\nSchool Holiday program, Barangaroo Artisan Markets, Buddhas Birthday Festival, and the\nSydney Marathon.\n• Continued delivery of the successful Place Experience program providing ongoing, free\nactivations that create precinct vibrancy and regular visitation.\n• White Bay Power Station hosted an extensive program of activities including Sydney Open\nWeekend, Foxtel Upfront, GQ Men of the Year Awards, UNSW Built Environment Awards,", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "Priority area 1: Trusted leaders in placemaking\n• Hosted approximately 26.4 million people to Darling Harbour and 13.9 million people to The\nRocks through venues, events and activations.\n• Delivery of over 400 activations, with over 90% of these free to attend included delivery of\nhallmark events in our precincts including New Year’s Eve and Vivid, and major tourism\ninitiatives such as Sydney Festival, Lunar New Year, St Patrick’s Day, Anzac Day, Easter\nSchool Holiday program, Barangaroo Artisan Markets, Buddhas Birthday Festival, and the\nSydney Marathon.\n• Continued delivery of the successful Place Experience program providing ongoing, free\nactivations that create precinct vibrancy and regular visitation.\n• White Bay Power Station hosted an extensive program of activities including Sydney Open\nWeekend, Foxtel Upfront, GQ Men of the Year Awards, UNSW Built Environment Awards,", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 114]\nHeading Compliance Basis for, or source of, Completed (Yes, No, Page reference\nrequirement requirement N/A)\nConsultants TPG25-10a 2.6 Yes 29\nInternational travel TPG25-10a 2.7 Yes 29\nRequirements arising TPG25-10a 2.8 Yes 29\nfrom employment\narrangements\nLegislation TPG25-10a 2 Yes 29\nadministered by the\nagency\nChanges to TPG25-10a 2 Yes 30\nlegislation or\nsignificant judicial\ndecisions\nPIPP Act TPG25-10a 2.9 Yes 30\nrequirements\nGIPA Act TPG25-10a 2.10 Yes 30\nrequirements\nRisk Management TPG25-10a 2 Yes 30\nand insurance\nactivities\nInternal audit and TPG25-10a 2.11 Yes 31\nrisk management\nTPP20-08\npolicy attestation\n5.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-NSW-009", "entity_name": "Department of Planning, Housing and Infrastructure", "folder_name": "Department-of-Planning-Housing-and-Infrastructure", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 114]\nHeading Compliance Basis for, or source of, Completed (Yes, No, Page reference\nrequirement requirement N/A)\nConsultants TPG25-10a 2.6 Yes 29\nInternational travel TPG25-10a 2.7 Yes 29\nRequirements arising TPG25-10a 2.8 Yes 29\nfrom employment\narrangements\nLegislation TPG25-10a 2 Yes 29\nadministered by the\nagency\nChanges to TPG25-10a 2 Yes 30\nlegislation or\nsignificant judicial\ndecisions\nPIPP Act TPG25-10a 2.9 Yes 30\nrequirements\nGIPA Act TPG25-10a 2.10 Yes 30\nrequirements\nRisk Management TPG25-10a 2 Yes 30\nand insurance\nactivities\nInternal audit and TPG25-10a 2.11 Yes 31\nrisk management\nTPP20-08\npolicy attestation\n5.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "annual-reports/2024-25.pdf (https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] } ], "legislation_administered": [], "artifacts": [ { "category": "annual-reports", "year": "2024-25", "url": "https://www.planning.nsw.gov.au/sites/default/files/2025-11/place-management-nsw-luna-park-reserve-trust-annual-report-2024-2025.pdf", "file": "annual-reports/2024-25.pdf", "bytes": 5699395, "link_text": "Place Management NSW and Luna Park Reserve Trust Annual Report 2024–2025 (PDF, 5.5 MB) get_app" }, { "category": "annual-reports", "year": "2023-24", "url": "https://www.planning.nsw.gov.au/sites/default/files/2024-12/place-management-nsw-luna-park-reserve-trust-annual-report-2023-2024.pdf", "file": "annual-reports/2023-24.pdf", "bytes": 1950099, "link_text": "Place Management NSW and Luna Park Reserve Trust Annual Report 2023–2024 (PDF, 1.9 MB) get_app" }, { "category": "annual-reports", "year": "2022-23", "url": "https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2022-2023.pdf", "file": "annual-reports/2022-23.pdf", "bytes": 3633149, "link_text": "Place Management NSW and Luna Park Reserve Trust Annual Report 2022–2023 (PDF, 3.5 MB) get_app" }, { "category": "annual-reports", "year": "2021-22", "url": "https://www.planning.nsw.gov.au/sites/default/files/2023-12/place-management-nsw-luna-park-reserve-trust-annual-report-2021-2022.pdf", "file": "annual-reports/2021-22.pdf", "bytes": 5437097, "link_text": "Place Management NSW and Luna Park Reserve Trust Annual Report 2021–2022 (PDF, 5.1 MB) get_app" }, { "category": "annual-reports", "year": "2020-21", "url": "https://www.planning.nsw.gov.au/sites/default/files/2023-11/place-management-nsw-annual-report-2020-2021.pdf", "file": "annual-reports/2020-21.pdf", "bytes": 8672298, "link_text": "Place Management NSW Annual Report 2020–2021 (PDF, 8.3 MB) get_app" }, { "category": "strategies", "year": "2026", "url": "https://www.planning.nsw.gov.au/sites/default/files/2026-04/place-management-nsw-innovate-reconciliation-action-plan.pdf", "file": "strategies/place-management-nsw-innovate-reconciliation-action-plan.pdf", "bytes": 8780598, "link_text": "Place Management NSW Reconciliation Action Plan (PDF, 8.4 MB) get_app" }, { "category": "other-pdfs", "year": "2024-25", "url": "https://www.planning.nsw.gov.au/sites/default/files/2025-12/placemaking-nsw-year-in-review-2024-2025.pdf", "file": "other-pdfs/placemaking-nsw-year-in-review-2024-2025.pdf", "bytes": 6107048, "link_text": "Placemaking NSW Year in Review 2024–2025 (PDF, 5.8 MB) get_app" }, { "category": "other-pdfs", "year": "2023-24", "url": "https://www.planning.nsw.gov.au/sites/default/files/2024-12/placemaking-nsw-year-in-review-2023-2024.pdf", "file": "other-pdfs/placemaking-nsw-year-in-review-2023-2024.pdf", "bytes": 7720132, "link_text": "Placemaking NSW Year in Review 2023–2024 (PDF, 7.4 MB) get_app" }, { "category": "other-pdfs", "year": "2024", "url": "https://www.planning.nsw.gov.au/sites/default/files/2024-12/nsw-public-spaces-charter.pdf", "file": "other-pdfs/nsw-public-spaces-charter.pdf", "bytes": 9296174, "link_text": "NSW Public Spaces Charter (PDF, 8.9 MB) get_app" } ], "_meta": { "snapshot_built_at": "2026-05-13T11:02:47+00:00", "strategy_brief_meta": { "model": "nova-micro", "folder": "Department-of-Planning-Housing-and-Infrastructure", "annual_report": { "file": "annual-reports\\2024-25.txt", 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