Agenda of Ordinary Meeting

Questions with Notice

ITEM NO: QWN 01

FILE NO: 075600.2018

SUBJECT: Question with Notice - Clr Hadchiti

Please address the following:

The SDRO currently reviews (if requested) and collects infringements that Council Officers issue.

Is there anything in the Act that states that this process needs to be undertaken by the SDRO, or does Council have the option to take over this process?

Whilst there is nothing in the Act preventing the review process being undertaken by Council, it is not best practice for the issuing authority to review its own fines. Council has a service level agreement with Revenue NSW (previously State Debt Recovery Office) for a premium processing service which includes reviewing infringements. Revenue NSW provide processing service for over 250 agencies who issue penalty notices.

The Revenue NSW review service provides independence in the review process, at arms-length from infringement issuers. For this reason, Revenue NSW has arrangements in place to conduct reviews on behalf of almost all Councils and government departments. The Review Guidelines applied by Revenue NSW are consistent with the Attorney General’s Guidelines.

Where two properties commit the exact same offence in relation to a compliance issue the total dollar amount of the infringement issued could vary as a whole depending on how many owners each property has.

For example Property A has one owner so is issued 1x$3,000 fine. Property B has 4 owners so is issued 4x$3,000 fines. Is there anything in the act that prevents Council from only issuing one Infringement instead of four, or a total amount divided by the number of owners?

The caselaw and legislation that deal with offences against the Environmental Planning and Assessment Act set out who is liable for those offences.

Failure to comply with an Order is an offence, for which every person that is an owner of the property the subject of the Order is separately liable.

Any fine must therefore be issued to all liable parties. The amount of the fine is prescribed by the EP&A regulations and this cannot be reduced in instances where there are multiple liable parties.

However, all penalty infringement notices are subject to independent review by the Local Court. In circumstances where, based on evidence applicable to the particular circumstances, the Court felt that a certain owner should receive relief, that relief can be granted.

Who has the authority within Council to issue an Order in relation to compliance?

An Authorised Officer with delegation from the CEO. Authorised Officers include operational staff within the compliance team.

What review processes are in place to ensure that if an order is issued it is issued correctly?

The Community Standards department has documented procedures and processes. These processes have been reviewed by Council’s legal team and external law firms / barristers. The procedures are found electronically on Council’s IPlan internet module. Prior to issuing notices/orders and correspondence, the documents are reviewed, checked and co-signed by the Team Leader.

In addition to Council’s legal team review, ICAC investigation officers reviewed Council’s compliance processes in 2016 and found them to be best practice. Recently the Ombudsman’s office also reviewed Council’s processes in relation to a specific complaint and found them to be appropriate.

How many Notices of Proposed Order have been issued since 1/07/2016 and how many of these have followed through into the order being issued?

From 1/7/2016 until 23/3/18, 732 complaints have been received regarding unauthorised works, unauthorised use and non-compliance with development consent. Following investigation of these complaints 265 notices were issued followed by 265 orders.

What was the total amount collected for each year from infringement revenue in the 2015/2016 & 2016/2017 financial years? What is the YTD figure for the 2017/2018 financial year?

2015/2016 - 15 fines were issued in relation to non-compliance with orders and 6 fines were paid at a value of $24, 000.

2016/2017 - 45 fines were issued in relation to non-compliance with orders and 8 fines were paid at a value of $27, 000.

2017/2018 (YTD) – 16 fines were issued in relation to noncompliance with orders and none paid to date.

How many appearances has Council had to make in Court defending an infringement that has been challenged since 1/07/2016?

Since 1 July 2016, Council has appeared in Court on a total of 84 occasions in response to Court-elected Penalty Infringement Notices. This includes all kinds of penalties, including parking fines.

What has the estimated cost been for Council to attend?

Council has been represented by either the Police Prosecutor at first mention of a court elected Penalty Notice, in accordance with the Service Level Agreement between Liverpool City Council and Revenue NSW, or by in-house solicitors at further mentions and hearings. Therefore costs are within Council’s operational budget.

What has been the outcome?

The outcome of Council’s Court appearances in the current financial year are listed in Attachment 1 to this response. Building compliance offences are shaded in grey.

Attachment 1: Police Prosecutor Statistics From July 2017 Onwards

DATE	DEFENDANT	OFFENCE	OUTCOME
10 July 2017	Celeste Jane Sakr	Disobey No parking sign	S10(1)(a) Dismissal
10 July 2017	Zachary Ritz	Stop in/on bus/transit/truck lane (not clearway	S10(1)(a) Dismissal
17 July 2017	Erdem Toner	Stop in loading zone longer than 30 minutes	$150.00 Fine
17 July 2017	Jean Luc-Doger Boff	Disobey no parking sign	$100.00- was appealed on annulment- fine reduced to $50 and court fees of $85
17 July 2017	Sa Setu	Park without current ticket displayed	S10(1)(a) Dismissal
17 July 2017	Sladjaha Kupresak	Owner of dog not under effective control in public place	$100 fine
31 July 2017	Allan John Le Couteur	Remain parked in ticket parking area after ticket expired	S10(1)(a) Dismissed
31 July 2017	Israt Jahan	Stop in bus zone in school zone	S10(1)(a) Dismissed
7 August 2017	Subrina Afrin	Disobey No stopping sign	$85.00
4 September 2017	Mohammed Shaheed	Disobey no parking sign (in school zone)	$100.00 fine
4 September 2017	Mario Walter De Avila	Park without current ticket displayed	$108.00
4 September 2017	Simon Jadark	Development not accord consent	S10(1)(a) Dismissal
4 September 2017	Basil Philip Samandar	Double park	S10(1)(a) Dismissal
4 September 2017	309 Epsom Pty Ltd	Fail to comply with conditions of approval	Listed for hearing 4 December 2017
11 September 2017	Janette Claire Peacock	Disobey no parking sign in school zone	S10(1)(a) dismissal
18 September 2017	Stuart Geoffrey McKeown	Fail to comply with Council notice	S10(1)(a) dismissal
25 September 2017	Alex John Paul Morellato	Stop in bus zone in school zone	$150.00 fine
9 October 2017	Darren Brian Champion	Stop on/near pedestrian crossing	$175.00
9 October 2017	Khaled Ghantous	Stop in disabled area not correct ticket displayed	S10(1)(a) Dismissal
16 October 2017	Lech Sapula	Park in ticket parking area not displayed correct ticket as required	$50.00 fine
16 October 2017	Peter Meredith Hunt	Disobey no parking sign in school zone	S10(1)(a) Dismissal
23 October 2017	Ravindra Singh Bondili	Stop within 10 metres of an intersection	S10(1)(a) Dismissal
23 October 2017	Patrick Joseph John Thompson	Park in ticket parking area not displayed correct ticket as required	S10(1)(a) Dismissal
30 October 2017	Hemanth Suryavamshe	Not comply with conditions of approval	S10(1)(a) Dismissed
6 November 2017	Aamir Dharani	Stop in bus zone in school zone	Email sent to PP requesting results
6 November 2017	Rajesh Anil Botre	Disobey No stopping sign	$253.00
6 November 2017	TAT 1 Transport Pty Ltd-	Stop heavy/long vehicle longer than 1 hour	$110.00
20 November 2017	Charles Michael Cuscieri	Disobey No stopping sign in school zone	S10(1)(a) Dismissal
20 November 2017	Elie Elia	Stop in/heavy long vehicle longer than 1 hour (X2 PIN’s)	$250.00 each PIN
20 November 2017	Toufic Lozi	Park in ticket parking area not displayed ticket as required	S10(1)(a) Dismissal
27 November 2017	Wafaa Jeha	Development not accord consent	S10(1)(a) Dismissed
27 November 2017	Thomas Batilo Temploneuvo	Disobey no parking sign in school zone	S10(1)(a) Dismissed
4 December 2017	Abishek Joshi	Park without current ticket displayed
4 December 2017	Franco Lucio Jozak	Disobey no stopping sign
4 December 2017	Salvatore Caridi	Park ion ticket parking area not displayed ticket as required
11 December 2017	Van Khanh Nguyen	Fail to demolish or remove a building	$3,000 penalty imposed
11 December 2017	Rouba Mohammad Souhail Osman	Park without current ticket displayed
18 December 2017	Noor Theal Fadmil	Disobey no stopping sign in school zone
29 January 2018	Bahador Zahrouni	Stop in loading zone
29 January 2018	Leroy William Grantham	(Owner) Transport waste unlawfully
29 January 2018	Loretta Choukeir	Disobey no stopping sign
29 January 2018	Nicholas Effendi	Disobey no stopping sign

Ordinary Meeting 30 May 2018

Chief Executive Officer Report

CEO 03

Code of Meeting Practice - Proposed amendment to include webcasting

Strategic Direction	Leading through Collaboration Strive for best practice in all Council processes
File Ref	126665.2018
Report By	George Georgakis - Manager Council and Executive Services
Approved By	Kiersten Fishburn - Chief Executive Officer

Executive Summary

The purpose of the report is to propose an amendment to Council’s Code of Meeting Practice to include a Clause relating to webcasting.

It is recommended that the proposed change to the Code of Meeting Practice be placed on public exhibition in accordance with Sections 361 – 363 of the Local Government Act which deals with changes, public notice and exhibition of the draft code.

Should any objections be received, a further report will be submitted to Council.

RECOMMENDATION

That Council:

1. Places the proposed amendment to Council’s Code of Meeting Practice, to include a Clause relating to webcasting (as shown below) on public exhibition for at least 28 days, inviting public comment and submissions;

“The proceedings, including all debate, of all ordinary and extraordinary meetings held in the council chamber excluding those parts of the meeting which are held in confidential session in accordance with Section 10A(2) of the Local Government Act 1993, shall be webcast. It should also be noted that the Public Forum section of Council meetings will not be webcast. Council is not responsible for defamatory statements made by members of the public at a council meeting, whether published by the Council or not.”

2. Receives a further report following the public exhibition period, or if no objections are received, delegate to the CEO to adopt the proposed change to the Code of Meeting Practice.

REPORT

Council at its meeting on 28 February 2018 considered a report on the “Consultation on the draft Code of Meeting Practice for Local Councils in NSW” and resolved:

That Council:

1. Make a submission on the Consultation Draft of the Model Code of Meeting Practice to the Office of Local Government on the following:

- Amending the non-mandatory Clause 4 regarding Public Forums to allow for the Public Forums session to be held during the Council Meeting;

- Amending Clause 5.18 regarding the Webcasting of Meetings to add the words “where possible” so that the clause reads;

“All meetings of the council and committees of the council are to be webcast where possible.”

- Provides Council’s support to the inclusion of the mandatory provisions in Clauses 10.2 - 10.4 regarding Notice of Motions.

2. Directs the CEO to immediately commence the process required (policies, tenders etc) to ensure that Council will be in a position to Webcast Council meetings by September 2018; and

3. Support of the non-mandatory provisions (Clauses 11.10 and 20.23) regarding recording the voting of all members for all motions and amendments in the minutes of Council and Committee meetings.

The purpose of this report is to propose an amendment to Council’s Code of Meeting Practice to include a Clause relating to webcasting so that the Code is updated and adopted prior to Council webcasting its meetings.

Council’s Internal Ombudsman has reviewed the risks associated with webcasting the Public Forum section of Council meetings and has recommended that:

“Given the risks associated with possible defamation of third parties and consequent legal liability for Council, the Public Forum should not be webcast.”

An extract from a circular to Councils, presumably for Councils in Victoria and Tasmania, issued by MAV Insurance raises legal issues regarding webcasting Council meetings as shown below:

“Public Council meetings are an open forum of statements, questions and answers. Occasionally, some things that are said may be regarded as offensive, defamatory or contrary to law.

When such statements occur during a meeting that is not recorded, the potential for damage is generally confined to the audience in attendance. In contrast, when a recording of a meeting is published, the audience is potentially far greater, increasing the likelihood and/or severity of potential liability. Additionally, whilst the council may not be liable for any defamatory comments made by an individual at a meeting, it may be liable if it publishes that material.”

It is therefore recommended that the Public Forum section of Council meetings not be webcast and the proposed wording to be included in Council’s Code of Meeting Practice is:

Should any submissions be received, a further report will be submitted to Council.

CONSIDERATIONS

Economic	There are no economic and financial considerations.
Environment	There are no environmental and sustainability considerations.
Social	Raise awareness in the community about the available services and facilities.
Civic Leadership	Undertake communication practices with the community and stakeholders across a range of media. Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision making processes. Deliver services that are customer focused. Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct.
Legislative	Sections 361 – 363 of the Local Government Act 1993.

ATTACHMENTS

Nil

Ordinary Meeting 30 May 2018

City Community and Culture Report

COM 01

Grants, Donations and Corporate Sponsorship

Strategic Direction	Creating Connection Implement access and equity for all members of the community
File Ref	095196.2018
Report By	Galavizh Ahmadi Nia - Manager Community Development and Planning
Approved By	Dr Eddie Jackson - Director City Deal

Executive Summary

Council is committed to building strong and resilient communities in the Liverpool Local Government Area (LGA) and to maximising social wellbeing. One way of achieving these goals is to provide financial support in the form of grants, donations, and sponsorship to individuals and groups to develop leadership skills, increase participation in community activities and address identified social issues.

This report presents the funding recommendations for the Corporate Sponsorship (Outgoing) Program, Community Grants, and Matching Grants for Council’s consideration.

RECOMMENDATION

That Council endorses the funding recommendation of $10,000 (GST exclusive) under the Corporate Sponsorship (Outgoing) Program for the following project:

Applicant	Project	Recommended
Igbo Community Australia Inc	African Cultural & Dinner Nite 2018	$10,000

That Council endorses the funding recommendation of $1,804 (GST exclusive) under the Community Grants Program for the following project:

Applicant	Project	Recommended
Anglicare	NAIDOC Week – Because of Her We Can	$1,804

REPORT

Corporate Sponsorship (Outgoing) Program

The Corporate Sponsorship (Outgoing) Program received one application which met the criteria and is recommended for funding as outlined below:

Applicant	Igbo Community Australia Inc		Location	Prestons
Organisation	Other Incorporated Entity
Project Name	African Cultural & Dinner Nite (ACDN)
Description	Objective Unique to Liverpool, the African Dinner Event is held in collaboration with a number of African-Australian community groups in partnership with Western Sydney Migrant Resource Centre (WSMRC). The event will highlight the contribution Liverpool residents from twenty two African nations make to the wider LGA. Outcomes · Provide a platform for African communities to bond, network and showcase African heritage and talents to the wider Australian Society; · Attract publicity and many visitors from all over the country to Liverpool City; · Provide a forum for African-Australian communities to connect, share ideas and initiate projects; · Promote emerging African artistic talents; · Promote access to higher education through youth engagement, mentoring and community participation; and · Provide the opportunity to showcase cultural performances by the African communities and artists in the Liverpool LGA and within the broader Sydney South West Area.
Beneficiaries	500
Amount Requested	$10,000	Amount Recommended			$10,000
Recommendation	Recommended for funding The applicant has aligned the project outcomes to Council’s Community Strategic Plan ‘Direction 1- Creating Connections’ by delivering a community event or activity and implementing access and equity for all members of the community. The project aligns with the following funding program priority: Community, cultural, and social benefit · Provides an innovative opportunity to meet community needs and promote Liverpool’s cultural diversity and celebrate our City’s uniqueness; · Enhances Liverpool’s profile and reputation as an outward looking, creative and connected city; and · Creates opportunities for education and information exchange between Council, the community and the sector. Note: The total cost of this event is estimated at $52,100 including in-kind support from partner organisations. The event attracts high profile guests including Ambassadors and High Commissioners, State and Federal Ministers, State and Federal MPs, Mayors and Councillors.

Community Grants Program

The Community Grant Program received two applications. One application met the criteria and is recommended for funding as outlined below.

Applicant	Anglicare		Location	Liverpool
Organisation	Public Benevolent Institution
Project Name	NAIDOC Week – Because of Her We Can
Description	Objective The project is an event inviting the community to partake in celebrating NAIDIOC Week, participating in art workshops and to showcase local performers, promoting the Aboriginal and Torres Strait Islanders’ culture to the broader community. Outcomes · An informed community with better understanding of the Aboriginal and Torres Strait Islanders cultures; · Community engagement through celebrating NAIDOC Week; · Advocate acceptance and harmony; · Increase community awareness and engagement; and · Create employment opportunities.
Beneficiaries	200
Amount Requested	$ 1,804	Amount Recommended			$ 1,804
Recommendation	Recommended for funding The applicant’s project aligns with Council’s Community Strategic Plan ‘Direction 1 - Creating Connections’ and meet the Funding Priorities 9.3.2. The Community Grants program will support projects that: · Improve connections and build social networks within the community; · Increase participation of people in community activities and programs, including members of the community who are experiencing social disadvantage; · Facilitate inclusion and equitable access to facilities, services, open spaces and activities; and · Improve collaboration and coordination of community support and services. Note: Conditions of funding that the organisation co-ordinate their event with wider NAIDOC week planning in Liverpool.

Applicant	Child Abuse Prevention Service (CAPS) Sydney Inc.		Location	Ashfield
Organisation	Public Benevolent Institution
Project Name	Evaluation of the Safe Children, Safe Families Program
Description	Objective ‘The applicant has submitted a duplicated application through matching and community grants’. The funds requested are to engage a researcher to evaluate the organisation’s programs being delivered across NSW. Outcomes · Evaluate the effectiveness of the Safe Children, Safe Families program.
Beneficiaries	No benefit for Liverpool City Council and LGA
Amount Requested	$ 5,000	Amount Recommended			$ 0
Recommendation	Not Recommended for funding The applicant does not demonstrate or clearly describe how the proposed project meets the assessment criteria in the Grants and Donation Policy and is ineligible as per the following criteria: Funding program criteria · Evidence provided to support the need for the project, including addressing at least one of the strategic directions in Council’s Community Strategic Plan; · The anticipated number of individuals that will participate in and benefit from the proposed project; and · Evidence of collaboration and partnership to maximise the use of existing community resources and to avoid duplication.

Matching Grants Program

The Matching Grants Program received two applications, neither of which met the criteria nor are recommended for funding as outlined below.

Applicant	Curious Works		Location	Casula
Organisation	Other Incorporated Entity
Project Name	Curious Content
Description	Objective The project engages young media makers providing on-the-job training and employment for young people living in the Liverpool LGA. Outcomes · Development in digital media production and creative leadership for 10 emerging media makers; · Capacity building, skills development and engagement for 8 young people aged 10-16 years; and · Artwork to showcase on the big screen Macquarie Mall.
Beneficiaries	· 10 people aged 18 to 30 years old · 4 Liverpool based business owners · § 200+ Liverpool residents when showcasing
Amount Requested	$15,000	Amount Recommended			$0
Recommendation	Not Recommended for funding The funds requested are to cover salary and related costs. The applicant has demonstrated the funding to be used for the proposed project does not meet the Grants and Donation Policy eligibility as per the following criteria: 6.2 Applications that are ineligible for funding are: · General operational expenditure – cost of wages and income related expenditure e.g.: workers compensation, superannuation, insurances, travel and production cost.

Applicant	Child Abuse Prevention Service (CAPS) Sydney Inc.		Location	Ashfield
Organisation	Public Benevolent Institution
Project Name	Evaluation of the Safe Children, Safe Families Program
Description	Objective ‘The applicant has submitted a duplicated application through matching and community grants’. The project is for funding to evaluate the effectiveness of the Therapeutic Playgroup being delivered in Liverpool. Outcomes · Evaluate the effectiveness of the Safe Children, Safe Families program.
Beneficiaries	No benefit for Liverpool City Council and LGA
Amount Requested	$ 15,000	Amount Recommended			$0
Not Recommendation	Not Recommended for funding The applicant does not demonstrate or clearly describe how the proposed project meets the assessment criteria in the Grants and Donation Policy and is ineligible as per the following criteria: Funding program criteria · Evidence provided to support the need for the project, including addressing at least one of the strategic directions in Council’s Community Strategic Plan; · The anticipated number of individuals that will participate in and benefit from the proposed project; and · Evidence of collaboration and partnership to maximise the use of existing community resources and to avoid duplication – Note: the applicants’ nominated list of partnerships failed to authenticate the program and partnership.

Grants up to $1000

Under the Grants and Donations Policy, approval for grants of up to $1,000 is delegated to the CEO. As per the policy, Council will be notified of any approved funding at the next available Council meeting.

Council received one Quick Response Grant application received, which met the policy criteria and was approved by the CEO for funding.

Applicant	Guntawang Aboriginal Resources Inc
Project Name	Farewell from the community to Uncle Steve
Description	Recognition of Uncle Stephen’s contribution to the community at a public memorial service. Uncle Stephen has been an integral part of the Liverpool community for many years.
Beneficiaries	Liverpool residents including the local Aboriginal community.
Amount Approved	$1,000

considerations

Economic

Corporate Sponsorship (Outgoing)

Corporate Sponsorship

Budget Allocation

Corporate Sponsorship

Current Balance (in deficit)

Should Council Endorse the recommended amount of:

Remaining Budget (in deficit)

$100,000

-$22,260

$10,000

-$32,260

Community Grants

Community Grants

Budget Allocation

Community Grants

Current Balance

Should Council Endorse the recommended amount of:

Remaining Budget

$102,000

$73,914

$1,804

$72,110

Total Grants Funding remaining following report endorsements

Total Combined Grants Current balance

Should Council Endorse the recommended amount of:

Remaining Combined Grant Budget

$51,654

$11,804

$39,850

Environment

There are no environmental and sustainability considerations.

Social

Support community organisations and groups to deliver services.

Civic Leadership

There are no civic leadership and governance considerations.

Legislative

Local Government Act 1993 - s356.

ATTACHMENTS

1. Corporate Sponsorship (Outgoing) Policy ⇨ (Under separate cover)

2. Grants and Donations Policy ⇨ (Under separate cover)

Ordinary Meeting 30 May 2018

City Community and Culture Report

COM 02

Draft Recreation, Open Space and Sports Strategy

Strategic Direction	Creating Connection Create a dynamic, inclusive environment, including programs to support healthy living
File Ref	127626.2018
Report By	Galavizh Ahmadi Nia - Manager Community Development and Planning
Approved By	Dr Eddie Jackson - Director City Deal

Executive Summary

At the Council meeting on 27 September 2017, Council resolved to place the draft Recreation, Open Space and Sports Strategy on public exhibition, with a further report to be provided to Council following public exhibition.

Comprehensive stakeholder consultation was undertaken using a range of engagement methods to seek feedback on the draft Strategy. Extensive internal and external stakeholder feedback was received and has been incorporated into the draft Strategy.

It is recommended that Council adopt the draft Recreation, Open Space and Sports Strategy.

RECOMMENDATION

That Council:

1. Endorse updates made to the draft Recreation, Open Space and Sports Strategy; in accordance with community feedback received during public consultation and internal review; and

2. Adopt the draft Recreation, Open Space and Sports Strategy.

REPORT

Council’s recreation, open space and sports facilities provide accessible and affordable space for a range of activities that benefit the Liverpool community. Council currently manages 156 playgrounds, three dog parks, 47 organised sporting venues and 1,340 hectares (ha) of open space. Council last formulated and adopted a recreation strategy, the Liverpool City-Wide Recreation Strategy 2020 in 2003. Since then, Liverpool has experienced significant population growth with an additional 50,000 residents, whilst the future promises even more transformative change in the areas of economic development, population growth, infrastructure development and the social make-up. Therefore, a long-term framework is necessary to guide Council’s decision-making and investment in recreation, open space and sports facilities that reflect contemporary aspirations and preferences and can cater to the needs of future generations.

The Recreation, Open Space and Sports Strategy sets out a ten-year strategic framework, which provides a set of guiding principles for long-term planning and decision-making, and a more targeted action plan for the short to medium term for Council to deliver greater sport and recreation opportunities within the Liverpool Local Government Area (LGA).

Community consultation

Community consultation was undertaken from October through to December 2017. During public exhibition there were a total of 317 visits to the Liverpool Listens consultation page, 114 visitors downloaded the Strategy and 39 surveys were completed. In addition, Community Planning held two community workshops with 40 members of the 2168 Children’s Parliament in October 2017. Similarly, at the Disability Expo 2017 the strategy was promoted, attendees were provided with information and 250 interested persons completed a shortened version of the online Liverpool Listens survey. Briefing sessions at the District Forums, the Youth Council and Sports Committee allowed for focused feedback and engaging discussion.

The consultation feedback has delivered a consistent message about the priorities for Liverpool. The overall analysis of the data collected can be categorised under the following broad themes:

· Strong importance given to protect and enhance the natural bush land and green spaces.

· Exemplary infrastructure design particularly in relation to applying the principles of Crime Prevention through Environmental Design (CPTED) and Accessibility and Universal Design.

· Encourage and enable physical activity and utilisation.

· Increased opportunities for connections between places and people.

· Safety - Survey respondents were asked if they generally felt safe when using Council’s parks and recreation facilities. Astoundingly, 82% of respondents reported feeling unsafe when using Council’s parks and recreation facilities. The remaining 13% only felt safe enough to use the facilities during the day and 5% never felt safe to use the facilities during the day or night. The majority of survey respondents indicated that better lighting would assist in increasing safety while other respondents believed that public areas should be in full view of the general community living in the immediate area so that they are able to provide passive surveillance.

Attached to this report is a summary of the community feedback received during public exhibition.

A further two submissions were received from stakeholders that included:

· Football NSW

o Acknowledged the potential for the Strategy to “resolve the issue of quantity and quality of sporting fields in the Liverpool area” and suggested mechanisms to respond to this.

o Identified opportunities to increase women’s and girls’ participation in football as well as pilot programs that will focus on introducing migrants to football in Australia.

o Supported the development of a regional sporting complex and welcomed the opportunity to collaborate on the delivery of this infrastructure.

· Western Sydney Parklands Trust

o Acknowledged the alignment with their vision statement.

o Suggested additions to several sections of the Strategy.

o Identified opportunities to collaborate in the planning and delivery of regional play offerings, off-leash dog areas, natural bushland spaces for passive recreational users and a regional sporting complex within their Southern Parklands Landscape Framework.

Response to Notice of Motion - 14 December 2016

At its meeting on 14 December 2016, Council resolved:

“To investigate the feasibility of the following and a report be prepared for Council detailing current strategies and recommended future strategies for open, green space and sustainable city planning within the Liverpool LGA”.

During internal stakeholder consultation, a strong correlation between the above resolution and this Strategy was identified. The table below responds to items 1-5 and 8 of NOM 01 and outlines how these matters have been addressed as part of the final Recreation, Open Space and Sports Strategy.

	Item	Comment
1	Current Council LEP and DCP to include provisions, to address the need to maintain and increase open, green space and a sustainable city plan.	This will be an action in the Recreation, Open Space and Sports Strategy and considered as part of the pending LEP review. The outcomes should be investigated as part of implementation of the Recreation, Open Space and Sports Strategy.
2	Investigate the feasibility of the potential for VPA’s and other means to deliver positive outcomes for a sustainable city that includes but not exclusive to shared use of open space, recreational facilities, maximising traffic flow through CBD, maximisation of underground parking, installation of roof top gardens and delivery of vertical urban gardens.	Several of the relevant issues will be addressed through actions in the Recreation, Open Space and Sports Strategy.
3	Provide a map of all current green space areas within the Liverpool LGA that also identifies all opportunity sites to increase green space and tree canopies in order to maintain and increase green space and recreational facilities within the Liverpool LGA.	Provided in Appendix F of Recreation, Open Space and Sports Strategy.
4	Provide a heat map of commercial and high-density areas within the Liverpool LGA.	This will be considered in the development of an overarching Environmental Sustainability Strategy, an action in the Recreation, Open Space and Sports Strategy.
5	Possible strategies to enhance participation and use of open green space that includes variations of types and experiences.	This will be addressed through actions in the Recreation, Open Space and Sports Strategy.
8	Green and sustainable city to be included as an item on the agenda of the Environment Committee to discuss possible new ways of making Liverpool LGA more green and sustainable.	Noted. This is an action in the Recreation, Open Space and Sports Strategy and will be considered in the development of an overarching Environmental Sustainability Strategy.

Amendments to the draft Strategy

The key changes to the Strategy include:

· Converting the 10 Big Ideas into key deliverables under the ‘Strategic Actions’.

· Refinement of current ‘Strategic Issues’ facing Liverpool.

· Outlining the health status of Liverpool as a key socio-demographic trend driving the need for a rejuvenated network of open space and recreation opportunities in Liverpool.

· Further additions to the ‘Special Places’ list.

· Inclusion of State and other relevant policy content.

· Referencing matters identified in NOM 01 above and including actions for delivery.

· Inclusion of current open space and sport facilities network maps.

Conclusion

The draft Recreation, Open Space and Sports Strategy has undergone considerable refinement following community and internal review and feedback. The Strategy presented for adoption identifies current and future challenges and opportunities for recreation, open space and sports facility provision, and presents a set of preliminary actions designed to respond to these challenges.

Following the adoption of the Strategy, a comprehensive action plan, based on the Strategic Actions will be developed to guide implementation of the Strategy and will provide detail on the responsibility, timeframes for delivery and clear targets.

It is recommended that the draft Recreation, Open Space and Sports Strategy be adopted.

CONSIDERATIONS

Economic	Facilitate the development of new tourism based on local attractions, culture and creative industries.
Environment	Protect, enhance and maintain areas of endangered ecological communities and high quality bushland as part of an attractive mix of land uses.
Social	Raise awareness in the community about the available services and facilities. Promote community harmony and address discrimination. Support access and services for people with a disability. Deliver high quality services for children and their families.
Civic Leadership	Foster neighbourhood pride and a sense of responsibility. Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision making processes. Deliver services that are customer focused. Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct. Actively advocate for federal and state government support, funding and services.
Legislative	Local Government Act 1993 – section 23

ATTACHMENTS

1. Draft Recreation, Open Space, Sports Strategy ⇨ (Under separate cover)

2. Community Consultation Report - Draft Recreation, Open Space and Sports Strategy ⇨ (Under separate cover)

Ordinary Meeting 30 May 2018

City Community and Culture Report

COM 03

Redevelopment of Phillips Park, Lurnea

Strategic Direction	Creating Connection Provide community facilities which are accessible to all
File Ref	131660.2018
Report By	Galavizh Ahmadi Nia - Manager Community Development and Planning
Approved By	Dr Eddie Jackson - Director City Deal

Executive Summary

The revitalisation of Phillips Park, Lurnea has been planned to meet the following key objectives:

· Decommission ageing, outdated and retired community buildings around Lurnea and relocate the services to Phillips Park, creating a Community Hub, (an endorsed framework under the Community Facilities Strategy); and

· To redevelop the remaining open space at Phillips Park into passive and active recreational opportunities which can be utilised by a wide range of age and interest groups within Phillips Park.

Those objectives had been formulated following extensive community consultation during 2016, from which open space and community facilities emerged as expressed priorities.

In late 2017 CLOUSTON Associates Landscape Architects and Landscape Planners was commissioned by Liverpool City Council to prepare a Landscape Masterplan for Phillips Park, Lurnea with the goal of creating a new recreational and community hub for the locality.

During the most recent public exhibition of the draft Masterplan, a number of residents and users of the existing tennis courts in the park expressed their opposition to the proposal of relocating the tennis courts to another location. Council recognises and acknowledges the legitimate concerns amongst community members about the relocation of the tennis courts, especially amongst those that regularly use and have used the tennis courts over many years. However, this relocation is necessary in order to achieve and develop a contemporary community hub with a balance of passive and active recreational opportunities at Phillips Park, which can be utilised by a wide range of age groups.

Preliminary research has commenced to explore alternative sites to develop a viable and contemporary district tennis court facility of four to eight court complexes with associated dedicated amenities.

This report has been prepared to advise Council of the public consultation outcome and to propose proceeding with the project on the basis of the concept design.

RECOMMENDATION

That Council:

1. Adopts the Draft Landscape Masterplan Report attached and as outlined in figure 2 for redevelopment of Phillips Park, Lurnea;

2. Notes that a detailed design will now proceed on the basis of the Draft Landscape Masterplan Report; and

3. A further report be brought forward to Council addressing the tennis needs for Lurnea and surrounding areas in line with the strategic directions outlined in the Draft Recreation, Open Space and Sports Strategy.

REPORT

Figure 1 Current Site Map

Background

Lurnea ranks in the seventh percentile for most disadvantaged suburbs in New South Wales (NSW) and has suffered from a history of under-investment from both private and public sectors. A key strategy for addressing the needs of this growing and disadvantaged community is to provide quality community facilities and spaces such as community hubs that can be catalyst for wider social and economic renewal.

Phillips Park is located within the Lurnea Village Centre, and currently has a range of sporting and community uses including two sporting fields, four tennis courts with a club house and the George Bates Hall. Phillips Park is utilised mostly by regular hirers (such as sports teams, schools, and local community groups) for organised sport, informal exercise and to visit the children’s playground.

The revitalisation of Phillips Park, Lurnea has been planned to meet the following key objectives:

· Decommission ageing and outdated community buildings around Lurnea and relocate the services to Phillips Park creating a Community Hub; and

· To redevelop the remaining open space of Phillips Park into passive and active recreational opportunities which can be utilised by a wide range of age and interest groups within Phillips Park.

The community hub model is an endorsed framework under the Community Facilities Strategy as well as being further proposed in the Draft Recreation, Open Space and Sports Strategy.

Council’s approach to provide new and improved facilities in Lurnea is driven by the forecasted demand for integrated community facilities and addressing issues related to ageing facilities.

The most recent phase of the project commenced with entering into a contract for the purpose of developing a high level masterplan, business case and completing community consultation for Phillips Park. In late 2017, CLOUSTON Associates Landscape Architects and Landscape Planners were commissioned by Council to prepare a Landscape Masterplan for Phillips Park, Lurnea with the goal of creating a new recreational and community hub for the locality.

Analysis of the site opportunities

Currently the use for Phillips Park includes organised sport, children’s playground and informal exercise. Phillips Park is not currently fully utilised by the community for a number of reasons. These include the overall perceived safety of the facility, lack of facilities, poor amenity and seating, limited places to walk/cycle, poor quality and outdated amenities and facilities and a lack of play opportunities for children and young people.

The draft Masterplan provided an analysis of issues, constraints and opportunities that responded to the site and project objectives including:

· The site is sloping and extensively benched, limiting the extent of level spaces suited to a wide range of passive and active uses;

· The current tennis courts and their facilities are laid out across three different levels and are not in a simple geometric grid layout, with inherent operational and maintenance inefficiencies;

· There is a duplication of facility buildings across the site that need consolidation;

· There are social issues in the park that require addressing including through more extensive passive recreation activities that will activate the park and improve passive surveillance throughout the day;

· There is a need for an improved address and entrance to the park and better visual and physical connection to the local shopping centre;

· Accessibility to much of the park does not meet AS1428 standards; and

· The inadequacy of parking is a constraint on park use and also impacts neighbours.

Despite the lack of facilities and above mentioned constraints, the community greatly values Phillips Park. It provides an open green space, centrally located close to shops, transport and residential areas. The fields also allow for a variety of sports. During the preliminary consultation workshops and surveys, the community endorsed the view that there is great potential for Phillips Park to become a community hub.

Community Consultation

Council undertook extensive community consultation throughout the planning of the Phillips Park Community Hub. The initial community consultation took place in March 2016 to obtain preliminary ideas to inform the current design. 181 people participated online and 94 people were consulted in person which included 45 children and young people. Participants said that they greatly value Phillips Park as an open green space and that they would like to see the provision of a range of sports. They also saw its potential as a community space which could build community cohesion, challenge social issues and provide for the needs of a variety of users.

The following priorities were ranked the highest through the community survey:

Open space

1. Adventure playground

2. Shaded tables and seating

3. Improved toilets

Community facilities

1. Medical/health services

2. Cafe

3. Youth space

The outcomes of the initial consultations played a key role in the development of the draft Masterplan for Phillips Park.

During the recent Public Exhibition of the draft Masterplan in March 2018, a number of residents and users of the existing tennis courts in the park expressed their opposition to the proposal that the existing tennis courts be relocated to another location. Council recognises and acknowledges the legitimate concerns amongst community members about the relocation of the tennis courts, especially amongst those who regularly use and have used the tennis courts over many years. However, retaining a viable and contemporary tennis facility within the park (with a minimum of four courts, as also endorsed by the current coach) prevent the practical realisation of the other elements required to achieve a contemporary Community Hub with “a balance of passive and active recreation opportunities which can be utilised by a wide range of age groups”, as described in the project Objectives and established through detailed site analysis.

During the public exhibition of the draft Masterplan 77 submissions were received. Feedback included a wide range of perspectives on the overall proposals for the park, including with respect to the Masterplan’s proposal for the relocation of the tennis courts.

It is important to note that such submissions cannot be considered to be statistically representative of the wider community’s opinions, but they do shed light on a range of positive as well as negative responses to all of the Plan’s proposals.

Of the 77 submissions approximately 45% wholly agreed or partially agreed with the overall proposals for the park, with approximately 55% wholly or partially disagreeing with the proposals. A review of the submission summary highlights that the principal focus of disagreement centres on the proposed relocation of the tennis courts. Amongst those that expressed opinions on matters other than the tennis courts there was a wide level of support for:

· Upgrading the oval to provide for community kickabout as well as for sports.

· A new Community Hub building.

· Provision of quality play facilities for all ages.

· Increased shade, accessible walking paths and seating.

· Improved toilets.

When asked what visitors might most use the park for, the highest score by some margin was for walking, with scores for picnics and joining sports clubs following. For those that opposed the relocation of the tennis courts concerns included:

· Reducing opportunity for sports participation in the local community.

· The longstanding presence of courts in the park.

· Loss of walkable access to the courts particularly for more elderly players.

· The critical role the courts have played in reducing the prevalent anti-social activities in the park.

· Concern that any relocated tennis courts will be too far away to be usable by local community members.

· Belief that there is not demand in the community for the other facilities proposed (eg play or half courts) that would replace the courts.

While these are validly and firmly held opinions, research, site analysis and empirical evidence shows that:

· The redevelopment of the suburb will generate a higher local population and more families in the locality seeking passive uses (especially play, walking, socialising etc) as well as sports facilities.

· The new Community Hub will be a focal social place for the community and will require generous external space for associated leisure and recreation activities such as play, socialising, gatherings and local events.

· Anti-social behaviour is more likely to be reduced in local parks of this nature by a wider range of activities that sees the park in constant use for a balance of passive and active recreation throughout the day (including evenings in the summer months) and at weekends.

· Court facility fencing for a four court complex tends to limit permeable access around the park, especially where level space is at a premium.

The following considerations are of particular relevance for the project objectives and the recommended way forward:

· The space required for the new Community Hub and associated external facilities (play, social space, indoor/outdoor spaces and sport fields), access and circulation will be significantly greater than the combined space occupied by existing buildings in the park, suggesting that there will not be sufficient space for all of the new facilities and all of the existing sports facilities on site, particularly given the sloping and benched nature of the site.

· At present there is no balance between active and passive recreation in the park, with substantially the larger focus of the park being on sports facilities, which statistically across all Australian communities do not comprise the highest form of recreation participation (see Tennis In The Recreation And Planning Context).

Across all engagement types, the following priorities for Phillips Park emerged:

· A safe and well-maintained park and suburb – maintain park and amenities to a high standard to deter antisocial behaviour in the area.

· An inclusive park that builds community pride and cohesion – provide shade, seating, table, open green space, and provide for a range of ages and abilities.

· A park for informal and community use – provide opportunities for everyday informal and affordable community use such as walking tracks, exercise equipment and multipurpose courts, free Wi-Fi, community rooms, playgrounds, accessible and safe toilets and amenities.

· Retain open space for local sports - enable local competitive and team sports

Tennis in the recreation and planning context

The proportions of passive and active recreation participation throughout Australia has varied little over recent decades with approximately two thirds of the population taking no part in any structured active recreation at any given time, whilst walking has been the most popular form of any recreation for many years. Consequently, while sport plays a vital role in the community’s health and wellbeing, its provision must necessarily be matched with facilities for passive recreation, particularly within local parks. Like many sports, tennis has experienced phases of growth and contraction of participation at a community level across Australia over recent decades.

After a loss of participation in the early 2000s tennis has witnessed something of a resurgence in participation following targeted community initiatives for all ages and backgrounds by Tennis Australia. However, it is generally recognised amongst urban Councils across NSW that tennis facilities with as few as one or two courts attract such small numbers of users that they are operationally and economically unviable for Councils to maintain, particularly where these are duplicated in adjoining neighbourhoods.

There is therefore a trend across much of Sydney to rationalise such facilities into better quality district court facilities of four to eight court complexes with associated dedicated amenities. This scale and quality of complex is also more viable in supporting a resident tennis coach and generates higher overall participation and use. The current tennis complex at Phillip Park, whilst having received various minor upgrades over the years, does not conform to best practice in terms of efficiency of land use, layout or facilities.

Project scope

As a population grows, existing urban areas need to be revitalised to provide social infrastructure and places for social cohesion and interaction. Community hubs would need to provide a variety of facilities – often a combination of facilities (public and private) which meet the functional needs of the community, and they need to be located in equitable and accessible areas. Community hubs support a variety of recreation and learning facilities and a range of services for a community. Co-location of services allows for the efficient use of land, fosters vibrancy, reduces transport requirement, and reduces maintenance and therefore ongoing costs.

Based on community feedback, the concept Masterplan for the redevelopment of Phillips Park proposes a multipurpose community hub. The master plan was informed by a number of studies (Community Needs Analysis prepared by Cred Consulting (2016)) and consultation with key internal stakeholders and the community.

The Lurnea Community Hub will form one hub in a strategic network of new community hubs throughout Liverpool LGA. The Lurnea Community Hub will see the development of Phillips Park to provide a variety of spaces and a new community facility to include:

1. A new Community Centre – function room, meeting room, consulting office, internet kiosk, toilet, outdoor space, storage, kitchen, space for a community service provider and sports amenities block.

2. Landscaping for the balance of Phillips Park - flexible sports/multi-court area, adventure play area, carpark, passive recreation areas and shelters, sports field, feature nodes, seating, terracing, outdoor gym equipment, fencing, soft scaping, tree planting and new pedestrian paths.

Expected Outcome

It is expected that the Community Hub will become a focal point for community life for residents of Lurnea and surroundings, where people from all backgrounds come to meet, share ideas, learn, and most importantly have fun. It will promote Lurnea as a liveable, vibrant, healthy, and exciting suburb, contributing to the cultural identity of Liverpool. It will support the renewal of the Village Centre and promote investment more generally in Lurnea. A new multi-purpose community facility, major play space and both formal and informal recreation opportunities will provide a diverse range of age and culturally appropriate opportunities that unlock and harvest the skills and knowledge in Lurnea.

The project will transform the existing site into a community hub and open space to meet the social, economic and recreational needs of the community for the foreseeable future. It will also improve and strengthen access and connection links between the proposed Community Hub, Phillips Park and Lurnea Shopping Precinct.

Figure 2 – Master Plan

Details for the building design are currently being developed in consultation with key internal stakeholders.

Conclusion

The new Lurnea Community Hub will allow the consolidation of the existing community facilities in the local area. The Community Hub will be multi-functional and the remainder of the park will be redeveloped to provide improved connections and spaces for recreation use by the community.

The development of the Lurnea Community Hub will provide an integrated safe and multipurpose modern facility for the growing community of Lurnea. This new facility will provide much needed support to a community that is diverse and has traits of socio-economic disadvantage. The new facility will also allow a more efficient use of Council assets through consolidation of decommissioned and outdated facilities.

While Council recognises and acknowledges the legitimate and understandable concerns amongst community members about the relocation of tennis courts, in order to provide a diverse range of services and recreational options in a viable and a contemporary Community Hub, this relocation is necessary.

Preliminary research to explore alternative sites to develop a viable and contemporary district tennis court facilities of four to eight court complexes with associated dedicated amenities has commenced.

CONSIDERATIONS

Economic	Further develop a commercial centre that accommodates a variety of employment opportunities. Deliver and maintain a range of transport related infrastructure such as footpaths, bus shelters and bikeways. Enhance the environmental performance of buildings. The estimated total project cost should approval to proceed be given by Council is $12 million dollars. This total estimate might change once the detailed design for the building commences.
Environment	Enhance the environmental performance of buildings and homes. Raise community awareness and support action in relation to environmental issues.
Social	Provide cultural centres and activities for the enjoyment of the arts. Support policies and plans that prevent crime. Preserve and maintain heritage, both landscape and cultural as urban development takes place. Regulate for a mix of housing types that responds to different population groups such as young families and older people. Support community organisations, groups and volunteers to deliver coordinated services to the community. Promote community harmony and address discrimination. Support access and services for people with a disability. Deliver high quality services for children and their families.
Civic Leadership	Act as an environmental leader in the community. Undertake communication practices with the community and stakeholders across a range of media. Foster neighbourhood pride and a sense of responsibility. Encourage the community to engage in Council initiatives and actions. Deliver services that are customer focused.
Legislative	There are no legislative considerations relating to this report.

ATTACHMENTS

1. Phillips Park Landscape Masterplan Report_ Issue C_LR ⇨ (Under separate cover)

2. Lurnea Community Hub_Tennis Courts Strategy Report_CL_docx ⇨ (Under separate cover)

Ordinary Meeting 30 May 2018

City Community and Culture Report

COM 04

Edmondson Park Community Infrastructure Update

Strategic Direction	Creating Connection Provide community facilities which are accessible to all
File Ref	138569.2018
Report By	Tina Sangiuliano - Acting Director City Community and Culture
Approved By	Kiersten Fishburn - Chief Executive Officer

Executive Summary

Edmondson Park is experiencing a period of rapid growth and expansion. With new developments, increased residential density and a general infrastructure deficit, there has been a significant amount of community concern, and media and political interest in the area. Therefore, is time to provide an update on recent activities, future infrastructure and funding mechanisms.

In response to ongoing community concerns, Council hosted a community forum in Edmondson Park on 1 May 2018 to provide residents with the opportunity to discuss important issues relating to development in the suburb. About 80 residents were in attendance. Council conducted a survey on the night to gain a broader understanding of issues and concerns, and staff have formulated a report that outlines the main issues raised. A summary of the survey results is included as an attachment to this Council report.

The survey results flag issues with a major shortfall in public open space and infrastructure in Edmondson Park, as well as a slew of issues relating to the commuter car park in the suburb. In response, staff recommend that pressure continue to be applied for improved infrastructure in Edmondson Park.

To this end, Voluntary Planning Agreement (VPA) negotiations with Frasers are continuing, and staff recommend further representations be made to Transport for NSW in relation to the commuter car parking situation in the area. It is important to maintain visibility around this issue so that attention is not diverted away from our suggestion by other considerations at the State level.

Delivery of improved infrastructure and community facilities for Edmondson Park in the future depends on securing funding sources. This is dependent on work currently underway on the VPA with Frasers, negotiations with Landcom, as well as Council’s current project to close the Section 94 funding gap with IPART, in addition to securing significant financial commitments from both major parties at the State government level.

In the meantime, and in response to questions raised recently by Councillors on the subject, staff recommend Council progress an innovative approach to forward-funding infrastructure, by way of a trial on the Edmondson Park Flood Detention Basin and Bernera Road Extension projects, utilising the NSW Treasure Corporation’s Low Cost Loans Initiative. It is recommended that this approach be progressed with a view to recovering such expenditure from HAF funding and from future developer contributions in the area. Should this approach be successful, Council may well be in a position to apply the approach more widely to future projects in Edmondson Park, and elsewhere across the LGA.

RECOMMENDATION

That Council:

1. Receives and notes staff’s report concerning the Edmondson Park Community Forum, and the future delivery options for the delivery of infrastructure in Edmondson Park;

2. Notes that, in the event terms can be agreed within the expected timeframe, a report concerning the status of a Voluntary Planning Agreement with Frasers is expected to be brought to Council for consideration in the coming months;

3. Directs the CEO to write to Landcom and request a briefing for Councillors in relation to their plans and strategies concerning the future delivery of infrastructure and open space in Edmondson Park;

4. Directs the CEO to continue making representations to Transport for NSW concerning the inadequate commuter car parking situation in Edmondson Park, and the impact this situation is having on residents of the suburb and surrounding catchment;

5. Notes the ongoing efforts of the CEO and staff to engage with the Independent Pricing and Regulatory Tribunal (IPART) on seeking approval to close the Section 94 funding gap as discussed in the report, with a view to providing additional funding of infrastructure delivery in Edmondson Park and elsewhere;

6. Approves and adopts the proposed strategy to forward-fund the land cost shortfalls identified for the Bernera Road Extension project and Edmondson Park Flood Detention Basin project as outlined in this report, noting that this funding model may serve as a blueprint for future up-front infrastructure delivery where available;

7. Approves application(s) for loan(s) under the NSW Government Low Cost Loans Initiative to give effect to the strategy;

8. Delegates authority to the CEO and Council’s nominated Power of Attorney holder to execute any required documentation to give effect to this resolution;

9. Directs the CEO to include the repayment of these loans in future budget review processes, and in future s.94 contribution plans applicable to Edmondson Park and surrounding areas;

10. Directs the CEO to repay elements of the loan funding in advance of the listed schedule, if and when funding for such a purpose becomes available from either additional HAF grant funding, or from additional s.94 contributions assigned for this purpose; and

11. Direct the Common Seal of Council to be applied to any document required to be executed to give effect to this resolution, as and if required by the NSW Treasury Corporation.

REPORT

Background

Edmondson Park is experiencing a period of rapid growth and expansion. With new developments, increased residential density and a general infrastructure deficit, there has been a significant amount of community concern, and media and political interest in the area. In response to ongoing community concerns, Council hosted a community forum in Edmondson Park on 1 May 2018 to provide residents with the opportunity to discuss important issues relating to development in the suburb.

About 80 residents were in attendance. Council conducted a survey on the night to gain a broader understanding of issues and concerns, and staff have formulated a report that outlines the main issues raised. The report is included as Attachment 1 to this Council report, for the information of councillors.

Forum

The survey identified that the main concerns for residents related to:

· Lack of multi-storey parking;

· Insufficient lighting;

· Accessible roads and footpaths around the train station;

· Lack of embellished open greenspaces, and playgrounds for children;

· Lack of facilities such as schools, public amenities, shops, medical/health centres and libraries;

· Security in the area – reports of increasing number of break-ins; and

· Lack of communication on future planning of Edmondson Park.

In terms of community infrastructure, residents told us they wanted:

· More green spaces with sporting fields including soccer, cricket, and tennis courts;

· Children’s play areas;

· Swimming pool and/or water play areas;

· Communal areas for picnics/BBQ facilities;

· Bike and walking tracks;

· Facilities similar to that in Carnes Hill - with a library, community centre, cafes, wi-fi and charging stations, gym and spaces for families and the elderly;

· Better/accessible parking and infrastructure for roads, footpaths and ample lighting is assessed and delivered prior to establishing the facilities; and

· Purpose built cultural and creative spaces where cultural programs can be run for communities.

Additionally, residents were asked to rank the importance of facilities proposed for the community hub. A community centre and library were clearly most favoured, with a childcare facility and a co-working space lower on the scale. It was also suggested that Council consider a purpose-built cultural/creative space where cultural programs can be run for communities.

The Community

The population of Edmondson Park has changed significantly between 2011 and 2016. The 2016 Census identified that it is a suburb of young families (median age of 31 years) with the 0-4 year age group representing the largest population group. This is consistent with the population of the Liverpool LGA where family households account for 60% of all households in Liverpool with 75% of families having children under 15 years of age. Liverpool also has a larger proportion of babies and pre-schoolers as well as primary school aged children when compared to the Greater Sydney average.

The Liverpool community rates poorly across many health indicators when compared with other local government areas. In particular, the community experiences a range of health concerns, including:

· An increased rate of chronic disease, cancer, diabetes, mental health;

· Lower rates of people within a normal weight range;

· Higher rates of physical inactivity;

· Higher rates of smoking and drug and alcohol abuse; and

· Higher rates of people with Type 2 diabetes.

The data indicates the need for increased social offerings in the form of open space, facilitating programs and activities that cater especially to young parents and children and encourage physical activity and health affirming behaviours. Parks and low-cost recreation facilities are integral to providing opportunities that meet their needs. Facilities are required that will encourage public activity, usage of bicycles and increase pedestrian traffic. This may be in the form of a broad range of play opportunities for children and sufficient sporting facilities that are easily accessible and family friendly.

Commuter Car Park

The situation concerning the commuter car park was a particularly hot topic of conversation, and as outlined in the report attached, most residents expressed concern about the general lack of capacity and the overflow parking situation, as well as traffic movements and consequential impacts arising from the popularity of the car park.

As part of the construction of the Edmondson Park train station, Transport for NSW (TfNSW), constructed two off street, at-grade car parks containing a total of 406 car parking spaces.

The shortfall of commuter car park is a significant concern for members of the community. Council receives numerous complaints and requests for additional parking at the station and this issue was a significant point for discussion at the community meeting. Many residents expressed concern about the general lack of commuter parking, limited overflow parking and related traffic movements.

With the existing commuter car parks quickly exceeding capacity each working day, commuters often resort to illegally parking on and adjacent footpaths, nature strips and the Campbelltown Road shoulder.

The Edmondson Park release area is approaching 50% completion and car parking demand at the station is expected to increase significantly as development continues. Adding to the issue, the railway station also provides a convenient rail access for commuters who live outside of the local area.

Council has made ongoing representations to TfNSW and the Minister for Transport and Infrastructure for additional car parking at the station and to improve bus services to the station.

The issue has also been raised in State Parliament by the Local Member for Macquarie Fields; the Minister has advised consideration will be given to additional car parking spaces under the State Government Access and Parking Program.

Although commuter parking near railway stations is a State government responsibility, Council is doing what it can to address community concern by:

· Upgrading the road shoulders of a section of Croatia Avenue close to the station to accommodate additional on-street parking;

· Investigating possible locations for additional on-street parking on all other streets within walking distance of the station; and

· Working with the developers of land to ensure that on-street parking is maximised with the design of all new streets near the station.

In recognition of this issue, it is encouraging that the current State government has recently committed to investigate options to address the commuter parking issue. In addition, the Opposition has promised funding if they are successful at the next election.

Edmondson Park Town Centre Voluntary Planning Agreement

As a part of the concept plan approval process, Frasers proposed a VPA with a public benefit offer to Council, linked to the proposed development uplift within the Edmondson Park town centre.

The VPA offer included works in kind (WIK), land dedications and monetary contributions. Under the current Liverpool Contributions Plan 2008 – Edmondson Park, the base contribution payable is $25,802,552. With the increased density in the concept approval, Frasers and Council have agreed in principle to a total monetary contribution of $35,151,577.

As a part of the draft VPA proposal, Frasers has proposed several public benefit items which are currently subject to negotiation with respect to the appropriate monetary offset against the agreed total monetary value of the VPA.

Council staff have in principle agreed to offset the value for the following items as Works In-Kind:

· Development of the Community Centre near the town square;

· Development of Eastern Park;

· Bernera Road construction (between the Railway Station and Campbelltown Road);

· Henderson Road East construction;

· Eastern Park Frontage Road construction;

· Community building at the Central Park; and

· A roundabout on Henderson Rd.

Internal consultation has been undertaken regarding the proposed VPA items and the offset proposition. It is anticipated that the VPA will be reported to Council for endorsement in the coming months.

Concept Approval for Frasers Town Centre

Recreation and Open Space Requirements

Council’s draft Recreation, Open Space and Sports Strategy refers to the need to prioritise the delivery of high quality open spaces and asserts that public open space needs to be durable, multi-purpose and accessible to a wide variety of users. Consistent with the benchmarks within the Greater Sydney Commission’s Western City District Plan, people in urban neighbourhoods should be able to walk to local open space. High density development (over 60 dwellings per hectare) should be located within 200 metres of open space and all dwellings should be within 400 metres of open space.

The results of the 2016 Census clearly demonstrate that high density urban living is becoming more common place across the country over traditional stand-alone dwellings. This trend is being driven by many factors including affordability and a growing public desire to live closer to employment, retail and services, recreational opportunities and public transport than previous generations. The trade-off in proximity directly relates to a reduction in size of living quarters and private open space – “the shrinking backyard”. This growing trend creates a greater demand for high quality public open spaces for residents to remain in touch with nature and to enjoy many outdoor activities. Research indicates that the loss of the traditional backyard means that private open space that was once available to people on their own property must now be provided for as open space by local government. Ensuring that residents have access to adequate greenspace is an increasingly challenging exercise given the lack of undeveloped land within the Liverpool LGA. It is therefore essential that recreation and open space planning is a critical consideration when planning communities, to offset the reduction in private open space.

In addition, timely social infrastructure supports new residents when they arrive by making them ‘feel at home’ and helping to foster a sense of community by enabling residents to meet their neighbours. Evidence from around the world indicates that social infrastructure (including community facilities) needs to be in place before new residents move in, and confirms the positive effects of social networks on community wellbeing and resilience (Social Life 2012). By comparison, not providing facilities can create long-term problems such as social isolation (particularly pertinent for new mothers and new migrants), frustration, and a lack of opportunity. This further emphasises the need to provide the necessary social infrastructure for the community and seeking the necessary funding to ensure timely delivery.

Based on an expected population of 33,000, and the standard benchmark of 2.83ha per 1,000 residents, a base level of 93.39 ha of open space is required in Edmondson Park as well as a mix of local and district level facilities. The current land allocated to recreation and open space within Edmondson Park does not meet the benchmarks of access to open space within 400 metres. To meet the deficit and benchmarks, Council may need to acquire pocket parks in R1 zoned land. Residents of Edmondson Park do not currently have access to recreation and open space sufficient to meet these benchmarks.

Current provision and future opportunities

In response to community feedback in relation to lack of open space and recreational facilities at Edmondson Park, Council facilitated a meeting with Landcom to review the allocated land to recreation and open space across the Edmondson Park suburb. Landcom advised that they are in the process of finalising the Masterplan for Edmondson Park Town Centre North site. The meeting identified the following recreation and open space provisions that will be open for community use in the short to medium term:

· Mont St Quentin Oval is currently being upgraded with a new amenities block, a children’s playground, landscaping, barbecue facilities, seating and lighting;

· Upgrades to Clermont Park are to be completed soon;

· Maxwells Creek Conservation area between Zouch and the future re-alignment of Bernera Road is to be embellished with bushwalking tracks, barbeques and other amenities;

· Maxwells Creek Park will be delivered as part of Landcom’s P9 precinct (Town Centre North);

· The playing fields (Mont St Quentin Oval, south of Campbelltown Road) are to be delivered shortly;

· The Edmondson Park entry statement signage on Campbelltown Road is near completion and will be embellished with some amenities to make the space useful as a park (expected to be completed soon); and

· Active open space near Zouch Road will include four soccer fields, a cricket pitch, and amenities building with design to commence in 2020.

Opportunities were identified for a Central Park within the Town Centre, local level parks within the flood detention basin to include a playground and off-leash dog park, active open space in the former Tree Valley Site (to be acquired), walking tracks or recreational uses along the Cabramatta Creek corridor, and recreational and sporting fields at Jardine Drive Basin.

Section 94 Contributions and Forward Funding

In September 2014, Council received legal advice on the possibility of forward-funding capital works from borrowings, and recovering these sums through future s.94 contributions. This issue was raised by councillors at a recent briefing, and this advice was subsequently circulated to Councillors by the Director City Corporate.

Senior staff management have also recently been discussing strategies on how to manage funding shortfalls that have affected a number of current and future capital works projects in Edmondson Park. These shortfalls have been identified as a result of the existing Section 94 funding gap (see below), as well as an unexpected and significant generosity on the part of the Valuer-General in assessing land values for compulsory acquisition, in particular in newer release areas such as Edmondson Park (where the land value increases have been far above trend levels across the Sydney basin).

In greenfield areas such as Edmondson Park, developer contributions are subject to a maximum contribution cap of $30,000. Under Liverpool Contributions Plan 2008 – Edmondson Park (the Plan), contributions are levied per hectare of land developed, rather than per lot/dwelling. The amount of contribution varies, depending on when it is paid because it is indexed quarterly based on the Average Estimated Land Acquisition Cost Per Square Metre.

The contribution per dwelling/lot varies depending on the density controls of a particular development site, the number of dwellings/lots yielded, and the time at which it is paid.

To provide an indication of the impact that the $30k cap has on contributions, based on the total contributions payable under the plan, with a forecast estimate of 6700 dwellings, the average per dwelling/lot contribution is $46,972 which exceeds the cap by approximately $16,972 per dwelling/lot.

As at 1 March 2018 there have been approximately 2611 dwelling/lot completions within the area of the plan. Therefore, an average estimate of approximately $44M is the total of unpaid contributions above the cap, based on completions to date.

The Plan is eligible for State government funding under the Local Infrastructure Growth Scheme (LIGS). Although this is being progressively phased out, Council is able to apply to gain LIGS funding, commencing with an application to IPART.

Following preparation work undertaken by Council’s s94 coordinator, a consultant has now been appointed and is progressing this application to IPART, in an effort to recover the contributions above the cap.

Possible Forward Funding Strategy for Section 94 Infrastructure

The NSW Treasury Corporation recently announced the Low Cost Loans Initiative (LCLI), which may offer an opportunity to test the forward-funding of Section 94 infrastructure. To this end, staff propose that this trial be undertaken to fund land acquisition funding shortfalls in Edmondson Park, to permit the advance delivery of projects in that area.

Announced in April 2018, the Scheme provides for the NSW Government to refund 50% of the costs of Council’s interest payments on loans for eligible infrastructure. Noting that the current TCorp interest rates are in the order of 3.2% to 3.6% (depending on various factors concerning the nature of the project), this suggests effective interest rates in the order of 1.6% to 1.8% after interest refunds.

Based on the published LCLI criteria, the loans must be for:

· An amount greater than $1 million;

· The purposes of capital expenditure only - not operating or recurrent expenditure; and

· Capital expenditure on works that enable housing development to proceed, or community infrastructure assets that support new housing. This may include playing fields and playgrounds, roads, drainage, libraries, community centres, pedestrian or cyclist facilities, or land acquisition.

The key components that promote housing development are the improvements to infrastructure that boosts an area’s linkages to major road corridors, employment nodes, public transport, and community and recreational facilities. As the high priority projects identified by Council are essential to unlocking new housing supply in Edmondson Park, it is considered that these projects would be eligible for funding under the Low Cost Loan Initiative.

With regards to the Edmondson Park Basin, Council is already seeking funding assistance under the State Government’s Housing Acceleration Fund (HAF) Program to cover the predicted budget shortfall. However, to ensure readily available alternative funding source should the HAF application be unsuccessful, Council considers that it would be prudent that application be concurrently made to access the loan facility under the LCLI, and to include the recovery of these funds in future s.94 plans (following gap closure).

Ordinarily, Council would have funded such shortfalls from General Funds, as funding became available. These shortfalls would have been reported through the quarterly budget review process. Given competing capital works priorities, this would have required a re-prioritisation of other projects to ensure that Council retained sufficient funding in General Funds to maintain liquidity. Furthermore, it would have had a significant negative impact on Council’s future interest revenue on investment deposits.

Instead, and given the legal advice at hand, staff propose to fund these shortfalls from loan funding, and to recover the same via future s.94 contributions.

Edmondson Park Flood Detention Basin

The Edmondson Park Flood Detention Basin project involves the construction of a 48ML basin to facilitate land filling and occupation of land for housing that would otherwise be flood affected. The basin project is also expected to deliver a significant area of passive and active public open space for Edmondson Park, which was a key wish of residents coming out of the recent community forum. As such, it is considered a project that would be ideal for advance funding in the manner described above, in order to speed up the delivery of this key asset. This would allay a lot of community concern around lack of public open space.

Another benefit of advance-delivery of this project is the further development opportunity it opens up in Edmondson Park, which itself will permit further developer contributions to top up the funding gap for infrastructure in the area.

The relevant contributions plan provides for an amount of $14M to be collected for the required works. However, with increases to land prices arising out of recent Valuer-General valuations on compulsory acquisition, it is estimated that the total project including land acquisition will now cost approximately $26M, which includes the updated estimate of $20M for the land acquisition component. As noted above, HAF funding is being sought to cover the shortfall. However, past experience with HAF funding suggests that such an application could take some time, and there are no guarantees associated with such an application. As such, a forward-funded Section 94 approach presents a viable contingency for such funding and will expedite the project’s ultimate delivery.

Bernera Road Extension

As Councillors are aware, the Bernera Road Extension project involves the extension of Bernera Road from Camden Valley Way to Edmondson Park Town Centre to improve access to the Railway Station and the Town Centre. As a critical piece of enabling infrastructure, delivery of Bernera Road will accelerate housing activity by unlocking land for housing development.

This project is currently funded through a mixed funding strategy comprising Developer Contributions and the State government’s HAF. While appropriate budgets for construction have been provided in Council’s Operational Plan, a budget deficit of $10M has been forecasted in the land acquisition component of this project.

The increase in the actual cost of acquisition, above the original estimates and s.94 contribution rates, relates to a number of circumstances. These include:

· A substantial increase in land prices in the Edmondson Park District (arising primarily as a result of Valuer-General assessments of land under compulsory acquisition);

· An increase in the areas as identified for acquisition based on the final design plans which were finalised after the original estimates were provided;

· An increase in land values associated with the development of Edmondson Park generally; and

· The associated calculation of values based on the upgraded FSR of the higher density sites in the area (which were not provisioned in the original project estimates).

Cost/Benefit Analysis

The primary cost associated with funding a LCLI loan is the future interest cost attaching to the funded loan(s).

As noted above, the effective interest cost for such a loan is expected to be in the order of 1.6% to 1.8%.

The capital cost of the loan, being payments against the principal, will be funded from General Funds in future years, allowing these costs to be spread over time. This allows the capital costs to be deferred across the loan term, providing greater capital spending on other projects in the interim. Furthermore, the shortfall is expected to be recoverable from future s.94 funding as a real cost of delivering the required infrastructure.

The most significant benefit of a forward-funding, loan-based funding strategy is the ability of Council to retain the capital funding in investments as the loan is paid out. As of March 2018, Council’s average portfolio yield on investments was 2.5%p.a. This compares favourably to the likely LCLI interest cost of 1.6%-1.8%, offering Council an average savings (on a cost-to-revenue basis) of around 0.7% on the principal of the loan for the entire proposed 10 year term.

Accordingly, staff recommend pursuing LCLI funding for the project budget shortfalls identified.

Budget Impact

The recommended LCLI funding strategy (at 1.8% p.a. with quarterly repayments) anticipates principal and interest payments (and consequential operational and capital budget impact) as follows:

Year	Principal Payment (CapEx)	Interest Payment (OpEx)
2018/19	$ 2,026,497	$ 382,372
2019/20	$ 2,063,221	$ 345,648
2020/21	$ 2,100,611	$ 308,259
2021/22	$ 2,138,678	$ 270,192
2022/23	$ 2,177,435	$ 231,435
2023/24	$ 2,216,894	$ 191,976
2024/25	$ 2,257,068	$ 151,802
2025/26	$ 2,297,970	$ 110,899
2026/27	$ 2,339,614	$ 69,256
2027/28	$ 2,382,012	$ 26,858
TOTAL	$ 22,000,000	$ 2,088,698

Whilst HAF top-up funding and Section 94 funding of part or all of these sums is likely, Council cannot accurately predict if or when such funding will begin and the frequency with which it will be received in future years. However, it is expected that the recovery will begin within 2-3 years and continue for up to 15 years or more, as development in Edmondson Park progresses.

Conclusion

Staff recommend that pressure continue to be applied for improved infrastructure in Edmondson Park. To this end, VPA negotiations with Frasers are continuing, and staff recommend further representations be made to Transport for NSW in relation to the commuter car parking situation in the area. It is important to maintain visibility around this issue for the residents of the area, so that attention is not diverted away from the issue by other considerations at the State level.

Delivery of improved infrastructure and community facilities for Edmondson Park in the future depends on securing funding sources. This is itself dependent on work currently underway on the VPA with Frasers, as well as Council’s current project to close the Section 94 funding gap, in addition to securing significant financial commitments from both major parties at the State government level.

By way of summary, such facilities include:

Community hub

A district multipurpose and multi-level community hub is proposed at Edmondson Park that aims to cater for the flexible needs of the growing community. It is planned to feature amenities to service a total forecasted population of 33,000 residents.

Facilities proposed:

· Community centre offering a range of services and programs;

· Library;

· 60 place child care centre;

· Co-working space; and

· Cafe to provide a further income generating opportunity.

Recreation and Open Space

Opportunities for recreation and open space provision across a number of sites include:

· Central Park within the Town Centre;

· Local level park with small playground and other embellishments such as shaded seating and landscaping (approximate cost of playground $70,000);

· Off-leash dog areas;

· Cycle paths and walking tracks;

· Shaded picnic facilities; and

· Active sporting fields.

In the meantime, staff recommend Council progress an innovative approach to forward-funding infrastructure, by way of a trial on the Edmondson Park Flood Detention Basin and Bernera Road Extension projects, utilising the NSW Treasure Corporation’s LCLI initiative, and with a view to recovering such expenditure from future developer contributions in the area. Should this approach be successful, Council may well be in a position to apply the approach more widely to future projects in Edmondson Park, and elsewhere across the LGA.

CONSIDERATIONS

Economic	Further develop a commercial centre that accommodates a variety of employment opportunities. Deliver and maintain a range of transport related infrastructure such as footpaths, bus shelters and bikeways. Deliver a high quality local road system including provision and maintenance of infrastructure and management of traffic issues. Facilitate economic development.
Environment	Manage the environmental health of waterways. Promote an integrated and user friendly public transport service. Support the delivery of a range of transport options.
Social	Raise awareness in the community about the available services and facilities. Deliver high quality services for children and their families.
Civic Leadership	Undertake communication practices with the community and stakeholders across a range of media. Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision making processes. Deliver services that are customer focused. Operate a well developed governance system that demonstrates accountability, transparency and ethical conduct. Actively advocate for federal and state government support, funding and services.
Legislative	There are no legislative considerations relating to this report.

ATTACHMENTS

1. Edmondson Park Consultation Outcome Summary 1 May 2018 ⇩

Ordinary Meeting 30 May 2018

City Corporate Report

CORP 01

Investment Report April 2018

Strategic Direction	Leading through Collaboration Seek efficient and innovative methods to manage our resources
File Ref	110998.2018
Report By	John Singh - Revenue Accountant
Approved By	Vishwa Nadan - Manager Finance

Executive Summary

This report details Council’s Investment portfolio.

At 30 April 2018, Council held investments with a market value of $227 million.

The portfolio yield to the end of April 2018 is 80 basis points above the AusBond Bank Bill index.

	AusBond Bank Bill Index (BBI)
Benchmark	1.75%
Portfolio yield	2.55%
Performance above benchmarks	0.80%

Return on investment for the 10 months ended to April 2018 was $1.1 million higher than budget.

Council’s investments and reporting obligations fully comply with the requirements of Section 625 of the Local Government Act 1993, Clause 212 of the Local Government (General) Regulation.

RECOMMENDATION

That Council receives and notes this report.

REPORT

Clause 212 of the Local Government (General) Regulation 2005 requires that the Responsible Accounting Officer must provide Council with a written report setting out details of all money that Council has invested under section 625 of the Local Government Act 1993.

Council’s Portfolio

At 30 April 2018, Council held investments with a market value of $227 million. Council’s investment register detailing all its investments is provided as an attachment to this report. In summary, Council’s portfolio consisted of investments in:

The ratio of market value compared to face value of various debt securities is shown in the table below.

Asset Class	Apr -18	Jun-17
Senior Debts (FRN's & TCD's)	100.49%	100.85%
MBS (Reverse Mortgage Backed Securities)	59.30%	60.13%
T-Corp Unit Trusts	102.05%	100.39%

* A TCD stands for Transferrable Certificate of Deposit; it is a security issued with the same characteristics as a Term Deposit however it can be sold back (transferred) in to the market prior to maturity. A floating TCD pays a coupon linked to a variable benchmark (90 days BBSW).

Council is fully compliant with the requirements of the Ministerial Investment Order including the grandfathering provision in regards to its investment portfolio holdings. The grandfathering provision states that Council continues to hold to maturity, redeem or sell investments that comply with previous Ministerial Investment Orders. Any new investments must comply with the most recent Order. Council continues to closely monitor the investments in its portfolio to ensure continued compliance and minimal exposure to risk.

Portfolio Maturity Profile

The table below shows the percentage of funds invested at different durations to maturity.

Market Value by Issuer and Institution Policy limit as per Investment Policy

Overall Portfolio Credit Framework compliance to Investment Policy

Portfolio Performance against relevant market benchmark.

Council’s Investment Policy prescribes AusBond Bank Bill Index (ABBI) as a benchmark to measure return on cash and fixed interest securities. The ABBI represents average daily yield of a parcel of bank bills. Historically there has been a positive correlation between changes in the cash rate and the resulting impact on the ABBI benchmark.

The portfolio yield to 30 April 2018 exceeded the AusBond Bank Bill index by 80 basis points (2.55% against 1.75 %).

Council continues to achieve a solid outcome despite ongoing margin contraction and significantly lower market term deposit yields. Comparative yields for the previous months are charted below:

Performance of Portfolio Returns against Budget

Council’s investment income for the 10 months to April 2018 exceeded budget by $1.1 million mainly due to higher actual monthly average portfolio holdings compared to budgeted monthly average portfolio holdings for the period.

Investment Portfolio at a Glance

Portfolio Performance

The portfolio yield to 30 April 2018 exceeded the AusBond Bank Bill index by 80 basis points (2.55% against 1.75%)

Annual Income vs. Budget

Council’s investment interest income exceeded budget by $1.1 million as at 30 April 2018 mainly due to higher actual monthly average portfolio holdings compared to budgeted monthly average portfolio holdings.

Investment Policy Compliance

Legislative Requirements		Fully Compliant.
Portfolio Credit Rating Limit		Fully Compliant.
Institutional Exposure Limits	X	Investments in Police Credit Union (SA) is slightly higher than the policy limit - $2m maturing in August 2018 will be recalled.
Overall Portfolio Credit Limits		Fully Compliant.
Term to Maturity Limits		Fully Compliant.

Economic Outlook – Reserve Bank of Australia

The Reserve Bank has left the official cash rate on hold at 1.5 per cent in its 1 May 2018 meeting. The current 1.5 per cent cash rate is at a historically low level and impacts returns on investment.

Certificate of Responsible Accounting Officer

The Manager Financial Services, as Responsible Accounting Officer certifies that the investments listed in the attached report have been made in accordance with Section 625 of the Local Government Act 1993, Clause 212 of the Local Government (General) Regulation 2005 and Councils Investment Policies at the time of their placement. The previous investments are covered by the “grandfather” clauses of the current investment guidelines issued by the Minister for Local Government.

Independent verification by Head of Audit, Risk and Improvement (HARI)

Council requested an independent review of its investment portfolio by Audit Risk and Improvement Committee (ARIC) or its representative under delegated authority. The ARIC has agreed for its Chairperson to provide a certificate on a quarterly basis – confirmation on investments to 31 March 2018 is provided as an attachment to this report.

CONSIDERATIONS

Economic	Council’s investment interest income exceeded budget by $1.1 million as at 30 April 2018 mainly due to higher actual monthly average portfolio holdings compared to budgeted monthly average portfolio holdings.
Environment	There are no environmental and sustainability considerations.
Social	There are no social and cultural considerations.
Civic Leadership	There are no civic leadership and governance considerations.
Legislative	Council is fully compliant with the requirements of the Local Government Act 1993 – Investment Order (authorized investments) and with reporting requirements under Clause 212 of the Local Government (General) Regulation 2005.

ATTACHMENTS

1. Investment Portfolio- April 2018 ⇩

2. ARIC Certification of Investment Portfolio

Ordinary Meeting 30 May 2018

City Corporate Report

CORP 02

Budget Review - March 2018

Strategic Direction	Generating Opportunity Meet the challenges of Liverpool’s growing population
File Ref	123216.2018
Report By	Earl Paradeza - Senior Management Accountant
Approved By	Chris White - Director City Corporate

Executive Summary

In June 2017 Council adopted its 2017/18 operating budget with projected revenue of $251.3m and expenditure of $178.2m. In terms of the net operating result before grants and contributions provided for capital purposes, the Council budgeted for a deficit of $0.577m.

For the two quarters ended 31 December 2017, Council approved adjustments through resolutions and budget review process, resulting in a revised revenue target of $256.5m and expenditure of $180.3m. This translated to net operating deficit before grants and contributions provided for capital purposes of $0.069m.

The review of Council's budget at 31 March 2018 identified further adjustments and if approved will result in a $0.103m net operating deficit before grants and contributions for capital purposes for 2017/18 (Ref attachment 1 – Note D). The deficit of $0.103m is the accumulation of the Original Budget of -$0.577m, Q1 adjustment of $0.055m, Q2 adjustment of $0.503m, other budget resolutions -$0.050m and the proposed Q3 adjustment of -$0.034m (Ref attachment 1 – Note C).

The Quarter 3 budget review for 2017/18 has also resulted in a net $59.2m (Ref attachment 1 – Note E) decrease in Council’s capital expenditure program.

RECOMMENDATION

That Council:

1. Receives and notes the report; and

2. Approves the identified budget variations in accordance with this report.

REPORT

Legislative Requirements

Clause 203(1) of the Local Government (General) Regulation 2005 requires the Responsible Accounting Officer to provide a quarterly budget review not later than two months after each quarter's end. This report provides an overview of the results on the financial review for the quarter ended 31 December 2017.

Commentary

Operating Budget

A comprehensive budget review conducted at third quarter ended 31 March 2018 has resulted in further operating budget adjustments, as detailed in Attachment 2. As part of the Budget Review, managers have conducted a review of their programs with a view to providing a revised forecast for the financial year ended 30 June 2018. Managers take into consideration events that have occurred to date and/or information that has become available since the adoption of the original budget and the impact of which provides the basis for the budget adjustments.

The review has resulted in $1.999m (Ref attachment 1 – Note A) increase in total revenue. Total expenditure is also projected to increase by net $0.415m (Ref attachment 1 – Note B). Significant changes include:

· +$8.140m net increase in S94 contributions

· +$0.630m higher interest

· +$0.456m adjustments to property lease rental due to expiration of rent free period

· +$0.420m increase in parking fines

· +$0.340m delayed maintenance works for Macquarie Mall Street and Bigge Park

· +$0.259m increase in land development applications

· -$6.600m reversal of anticipated grants due to project delays

· -$2.461m various property sales not proceeding

Capital Budget

In June 2017, Council approved its $156.3m capital works program for 2016/17. Council subsequently approved carry over of projects valued $9.6m that were planned but not completed in 2016/17.

The third quarter budget review for 2017/18 has resulted in $59.2m decrease (Ref attachment 1 – Note E) to Council’s capital expenditure program mainly due to delays in s94 acquisitions and developer works.

At 31 March 2018, Council has a capital expenditure program of $104.2m as detailed in Attachment 3. Note, 31 March 2018 YTD capital expenditure was $32.3m.

The Table 1 below provides summary of the budget results:

Details of the proposed budget changes are provided in the attachments.

Attachments 1 - Quarter 1 Budget Review Summary (QBRS): This report presents a summary of Council's budgeted financial position at end of the quarter. The key indicators include:

1. The revised budgeted income and expenditure for the year against the original estimate of annual income and expenditure as shown in Council’s Operational Plan;

2. Changes following Quarter 3 budget review; and

3. The proposed budget for 2017/18 financial year.

Attachments 2 – This report provides details of operating budget adjustments

Attachments 3 – This report provides details of capital budget adjustments

Attachment 4 & 5 – Grants Status Report: Has two components, first listing all annual grant submissions and second, listing all grants that have been applied for during the quarter detailing the project title, amount sought, funding body and status of the application. Council officers are continually seeking alternate sources of funding as opportunities arise.

Attachment 6 - Cash and Investments Statement: Providing a reconciliation of restricted and unrestricted funds to the level of Cash and Investments held as at 31 March 2018

Attachment 7 - Key Performance Indicators

Attachment 8 - 9 Contracts and Other Expenses Statement.

This Report recommends that Council receives and notes the report and votes the budget variations in accordance with this report.

CONSIDERATIONS

Economic	Facilitate economic development. Effectively manage the fiscal performance of Council.
Environment	There are no environmental and sustainability considerations.
Social	Support community organisations, groups and volunteers to deliver coordinated services to the community.
Civic Leadership	Undertake communication practices with the community and stakeholders across a range of media. Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision making processes. Deliver services that are customer focused. Operate a well developed governance system that demonstrates accountability, transparency and ethical conduct. Actively advocate for federal and state government support, funding and services.
Legislative	Clause 203(1) of the Local Government (General) Regulation 2005.

ATTACHMENTS

1. QBRS - Consolidated Financial Results ⇩

2. Operating Budget Adjustments ⇩

3. Capital Budget Adjustments ⇩

4. Grant Status Report - Applications ⇩

5. Grant Status Report - Received ⇩

6. Cash & Investment Report ⇩

7. Key Performance Indicators ⇩

8. Consultancy & Legal Expenses Budget Review Statement ⇩

9. Contracts & Other Expenses Statements

125

Ordinary Meeting 30 May 2018

City Corporate Report

CORP 03

Woodward Park Master Plan

Strategic Direction	Creating Connection Provide community facilities which are accessible to all
File Ref	136014.2018
Report By	John F Morgan - Director Property & Commercial Development
Approved By	Chris White - Director City Corporate

Executive Summary

Council is developing a masterplan to guide the delivery of Woodward Park.

At a Councillor Workshop held in late November 2017, it was confirmed that the outlook for the masterplan should be for a 25 year period.

To deliver the Master Plan, the initial (and potentially most important) step will be the preparation of the Brief concerning what could (or must) be accommodated in Woodward Park in the future.

The following report identifies the next steps in the preparation of the Master Plan brief, together with the proposed governance and decision-making framework, as well as a proposed program to progress the project.

RECOMMENDATION

That Council receives and endorses the Woodward Park Master Plan update and proposed next steps.

REPORT

Council is developing a masterplan to guide the delivery of Woodward Park. At a Councillor Workshop, held in late November 2017, it was confirmed that the outlook for the masterplan should be across a 25 year period. A report concerning the outcomes of this session has been provided to Councilors via the CEO Update.

Council would like the masterplan to have a bold vision and ambitious strategies to help foster innovation in parks and recreation in the face of emerging trends and issues. Looking 25 years into the future and beyond, the masterplan will explore how the Woodward Park precinct might accommodate the projected 30,000 new residents living, working and playing in the city by 2026, particularly those accommodated in Liverpool’s CBD, as well as the innovative technologies and systems that might assist in responding to increasing population, density, and climate change.

To deliver the Master Plan, the initial (and potentially most important) step will be the preparation of the Brief of what could and will be accommodated in Woodward Park in the future. Council officers have now engaged consultants, People Place and Change (who undertook the initial Councillor Workshop), to progress with the Master Plan.

The critical stage of a Master Plan, particularly over a 25 year horizon, is the brief preparation, together with the proposed engagement, procurement and communication plans. The following outlines the next steps and target dates to deliver a Master Plan brief for Woodward Park:

Phase A - Establishing Site Constraints, Opportunities and Baseline Data (May –June 2018 – currently underway)

This initial phase requires an analysis of current constraints, existing uses, potential requirements and future needs/opportunities of the site in context with realistic budgets. Additionally, future needs, growth, requirements, land use and facilities will be identified. Information taken from the Councillor Workshop will inform this phase.

Phase B - Generate Design Ideas (July –Sept 2018)

A consensus on key elements will be reached through facilitated discussion with government and non-government stakeholder workshops. Alternative methods for generating design ideas will be explored, such as design teams and/or a student competition. A further Councillor Workshop will be held in this phase.

Phase C - Finalisation of Masterplan Brief (Oct. – Nov. 2018)

The final phase of the project will see design development, a detailed design brief produced, alongside the creation of probity and procurement procedures and an engagement and communications plan.

A governance and decision-making framework has been established to ensure efficiency in issues management as the process evolves. This will include the establishment of a working group featuring the Project Manager, relevant council officer representation, and councillor representation. It also includes monthly updates to the Strategic Project Control Group and Strategic Projects Committee. Finally, councillors will be regularly briefed on the progress of the project via CEO updates, Strategic Panel updates, and at Council briefings as required.

The final outcome of the project will be a finalised Masterplan Brief and accompanying Communications and Engagement plans which will be presented to Council for approval. The anticipated delivery timeframe for this report is by December 2018.

CONSIDERATIONS

Economic	Facilitate economic development. Facilitate the development of new tourism based on local attractions, culture and creative industries.
Environment	There are no environmental and sustainability considerations.
Social	Provide cultural centres and activities for the enjoyment of the arts. Preserve and maintain heritage, both landscape and cultural as urban development takes place. Support community organisations, groups and volunteers to deliver coordinated services to the community. Promote community harmony and address discrimination. Support access and services for people with a disability. Deliver high quality services for children and their families.
Civic Leadership	Foster neighbourhood pride and a sense of responsibility. Encourage the community to engage in Council initiatives and actions. Actively advocate for federal and state government support, funding and services.
Legislative	There are no legislative considerations relating to this report.

ATTACHMENTS

Nil

39
CEO 02	Local Government NSW Annual Conference
Attachment 1	Conference Information from Local Government NSW

130
CTTE 01	Minutes of the Liverpool Sports Committee Meeting held on 1 March 2018
Attachment 1	Liverpool Sports Committee Minutes of meeting held 1 March 2018

Economic	Costs in the order of $2,500 per delegate for registration, travel, accommodation and meals which has been budgeted for in the 2018/19 budget.
Environment	Raise community awareness and support action in relation to environmental issues.
Social	Raise awareness in the community about the available services and facilities.
Civic Leadership	Act as an environmental leader in the community. Provide information about Council’s services, roles and decision making processes. Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct. Actively advocate for federal and state government support, funding and services.
Legislative	There are no legislative considerations relating to this report.

96
CORP 01	Investment Report April 2018
Attachment 2	ARIC Certification of Investment Portfolio

108
CORP 02	Budget Review - March 2018
Attachment 3	Capital Budget Adjustments

115
CORP 02	Budget Review - March 2018
Attachment 4	Grant Status Report - Applications

117
CORP 02	Budget Review - March 2018
Attachment 5	Grant Status Report - Received

121
CORP 02	Budget Review - March 2018
Attachment 6	Cash & Investment Report

122
CORP 02	Budget Review - March 2018
Attachment 7	Key Performance Indicators

123
CORP 02	Budget Review - March 2018
Attachment 8	Consultancy & Legal Expenses Budget Review Statement

124
CORP 02	Budget Review - March 2018
Attachment 9	Contracts & Other Expenses Statements

Strategic Direction	Leading through Collaboration Encourage community participation in decision-making
File Ref	132872.2018
Report By	Ash Chand - Executive Planner
Approved By	Tim Moore - Director, City Economy and Growth / Deputy CEO

152
CTTE 03	Minutes of the Audit, Risk and Improvement Committee Meeting held on 4 May 2018
Attachment 1	Draft Audit, Risk and Improvement Committee minutes- 4 May 2018

Economic	Economic and financial considerations to be provided by Council Officers.
Environment	There are no environmental and sustainability considerations.
Social	Raise awareness in the community about the available services and facilities. Deliver high quality services for children and their families.
Civic Leadership	Facilitate the development of community leaders. Encourage the community to engage in Council initiatives and actions. Deliver services that are customer focused.
Legislative	There are no legislative considerations relating to this report.