Agenda of Ordinary Meeting

MINUTES OF THE Ordinary Meeting

HELD ON 29 April 2020

PRESENT VIA VIDEO CONFERENCING:

Mayor Wendy Waller

Councillor Ayyad (arrived at 6.15pm)

Councillor Balloot (arrived at 6.26pm)

Councillor Hadchiti

Councillor Hadid

Councillor Hagarty

Councillor Harle

Councillor Kaliyanda

Councillor Karnib (arrived at 6.19pm)

Councillor Rhodes

Councillor Shelton

Ms Kiersten Fishburn, Chief Executive Officer

Mr Tim Moore, Director City Economy and Growth / Deputy CEO

Mr George Hampouris, Acting Director City Corporate

Dr Eddie Jackson, Director City Community and Culture

Mr Peter Patterson, Director City Presentation

Mr Raj Autar, Director City Infrastructure and Environment

Mr Andrew Stevenson, Chief Strategy and Engagement Officer

Ms Tina Sangiuliano, Strategic Organisational Change Manager

Mr David Maguire, Internal Ombudsman

Ms Elizabeth Espinosa, General Counsel, Manager Governance, Legal and Procurement

Mr John F Morgan, Director Property & Commercial Development

Mr Vishwa Nadan, Chief Financial Officer

Ms Nada Mardini, Manager Community Standards

Mr David Smith, Manager Planning and Transport Strategy

Mr George Georgakis, Manager Council and Executive Services

Ms Susan Ranieri, Coordinator Council and Executive Services (minutes)

The meeting commenced at 6.00pm

of Country & Prayer of Council

STATEMENT REGARDING WEBCASTING OF MEETING

The Mayor reminded everyone that in accordance with Council’s Code of Meeting Practice (other than the Public Forum Section), the meeting is being livestreamed.

ACKNOWLEDGMENT OF COUNTRY, PRAYER OF COUNCIL AND AFFIRMATION TO BE READ BY

The prayer of the Council was read by the Chief Executive Officer, Ms Kiersten Fishburn.

APOLOGIES

Nil.

CONDOLENCES

Nil.

Confirmation of Minutes

Motion: Moved: Clr Shelton Seconded: Clr Harle

That the minutes of the Ordinary Meeting held on 25 March 2020 and Extraordinary Meeting held on 16 April 2020 be confirmed as a true record of that meeting.

On being put to the meeting the motion was declared CARRIED.

Declarations of Interest

Clr Shelton declared a non-pecuniary, less than significant interest in the following items:

Item: ........ CORP 02 - Response to NOM 05 - A Prominent Permanent Home for the City of Liverpool and District Historical Society s and property developers from civic office.

Reason: Clr Shelton is an ordinary member of the Historical Society. He holds no offices and will not participate in the discussions as he’s done in previous occasions.

Clr Shelton left the meeting for the duration of this item.

Item: CONF 01 - Independent Members of the Audit, Risk and Improvement Committee Term of Office Extension.

Reason: Clr Shelton is an ordinary member of the Audit Committee. He knows some of the individuals involved only through their involvement in the Audit Committee.

Clr Shelton remained in the meeting for the duration of this item.

Clr Kaliyanda declared a non-pecuniary, less than significant interest in the following item:

Item: ........ CORP 02 - Response to NOM 05 - A Prominent Permanent Home for the City of Liverpool and District Historical Society s and property developers from civic office

Reason: Clr Kaliyanda is an ordinary member of the City of Liverpool and District Historical Society.

Clr Kaliyanda left the meeting for the duration of this item.

Clr Hagarty declared a non-pecuniary, less than significant interest in the following item:

Item: ........ CORP 02 - Response to NOM 05 - A Prominent Permanent Home for the City of Liverpool and District Historical Society s and property developers from civic office

Reason: Clr Hagarty is an ordinary member the City of Liverpool and District Historical Society.

Clr Hagarty left the meeting for the duration of this item.

Public Forum

Nil.

MAYORAL REPORT

Nil.

Chief Executive Officer Report

ITEM NO: CEO 01

FILE NO: 075692.2020

SUBJECT: Draft Privacy Policy - recommendations for amendment by Information and Privacy Commission

COUNCIL DECISION

Motion: Moved: Clr Shelton Seconded: Clr Hagarty

That Council adopt the Draft Privacy Policy attached to this report.

On being put to the meeting the motion was declared CARRIED.

Ordinary Meeting

27 May 2020

City Economy and Growth Report

EGROW 01

Update on development of the Warwick Farm Precinct Structure Plan, Planning Proposal and Developer Contributions Plan

Strategic Direction	Generating Opportunity Meet the challenges of Liverpool’s growing population
File Ref	051181.2020
Report By	Graham Matthews - Senior Strategic Planner
Approved By	Tim Moore - Director, City Economy and Growth / Deputy CEO

Executive Summary

At its meeting of 11 December 2019, Council resolved (EGROW 02) to direct the CEO to engage consultants to prepare a structure plan, planning proposal and developer contributions plan for the Warwick Farm precinct to support a rezoning of the precinct. The Council resolved that the structure plan, planning proposal and developer contributions plans were to be considered by Council at the 27 May 2020 meeting.

Owing to the dislocation caused by the COVID-19 pandemic, the finalisation of the above by the consultant team has been delayed by 2-3 months. This report provides an update on the development of the structure plan, planning proposal and developer contributions plan including a revised timetable to present the above to the August 2020 Council meeting. The additional time will allow for more thorough consultation with Councillors prior to the structure plan being presented to Council.

The Community Participation Plan (CPP) 2019 requires that major planning proposals be placed on public exhibition for 28 days, with a report prepared for Council responding to submissions received. This initial consultation process occurs prior to Council deliberating on whether the planning proposal should be forwarded to the Department of Planning, Industry and Environment (DPIE) for a Gateway determination.

It is recommended that Council consider the draft structure plan for the Warwick Farm precinct when finalised by the consultant team in August 2020. Pending Council consideration, the draft structure plan, draft planning proposal and draft contributions plan would then be placed on public exhibition for 28 days. This gives the community an opportunity to have their say on the draft plans before they are finalised and allows for any amendments to the draft plans to be made prior to a decision by Council on whether to forward the planning proposal to the DPIE for a Gateway determination.

Alternatively, Council may choose to forward the planning proposal to DPIE for a Gateway determination, at its first opportunity, in August. If a Gateway determination is issued, formal public consultation will occur at that stage.

RECOMMENDATION

That Council:

1. Receives and notes this report; and

2. Receives a further report on the draft structure plan, draft planning proposal and draft contributions plan for the Warwick Farm precinct at the 26 August 2020 Council meeting.

Report

Background

At its ordinary meeting of 11 December 2019, Council resolved the following in respect of EGROW 02:

That Council

1. Notes the Sydney Western City Planning Panel’s decision on the planning proposal to rezone 240 Governor Macquarie Drive, Warwick Farm;

2. Notes that the Local Strategic Planning Statement (LSPS) confirms Council’s commitment that the Warwick Farm precinct should be investigated for a mix of uses, including residential development in the short term;

3. Notes that Council’s vision for the Warwick Farm precinct is inconsistent with the Greater Sydney Commission’s (GSC) adopted Liverpool Collaboration Area Place Strategy and that this position has been communicated to the GSC on multiple occasions, including through the LSPS assurance process;

4. Notes that a request has been made to the Department of Planning, Industry and Environment for LEP Review funding to be reallocated for the development of a structure plan for the Warwick Farm precinct to implement actions of the Local Strategic Planning Statement;

5. Notes that if the LEP funding reallocation request is unsuccessful, refer to point 6 below to develop a structure plan that address:

· the appropriate density of development in the precinct, including built form; and

· building typologies including height and floor space ratio development standards for:

i. the open space, community and recreation facilities to support urban renewal;

ii. likely traffic and transport upgrades;

iii. amenity issues;

iv. flooding considerations; and

v. development contributions.

6. Directs the CEO to allocate funding from the unrestrictive reserve and to prepare a structure plan for the Warwick Farm Racing precinct and a planning proposal to support a rezoning of the Warwick Farm Precinct from Scrivener Street to Hume Highway to Governor Macquarie Drive relevant to B4 with mixed business noting that zoning is consistent with the State Governments planning advice to maximise densities close to rail stations and this precinct is immediate to the Warwick Farm Railway station; and

a) notes the AEC Report June 2017 specifically 27.3

“27.3 should the horse training stabling functions of Munday Street Precinct be viably relocated to the racecourse, opportunities arise for Munday Street Precinct and Lot 1 to collectively deliver a masterplanned outcome that incorporates a range of housing types, required urban and retail amenity as well as meet social/community infrastructure need”, and

b) noting that there is a local Warwick Farm School and 5 other Schools already within the Liverpool CBD that are all within walking distance of this precinct and

c) that the precinct has the most expensive recreational park in the LGA that could be made open to the public and that this Precinct is also within walking distance to the open space surrounding the Georges River, and

d) that existing jobs in this precinct will be supported by B4 zoning as training facilities will be relocated on track, and work force will still live in the area close to their employment through the B4 zoning, and

e) that the area below Shrivener Street to Georges river is already zoned Industrial and is best situated to be renewed as a Hi-tec education hospital and technology park, which will also provide job opportunities to support the increase in density in the B4 zoning and

f) that there is already employment opportunities in the hospital universities race track and the Inglis hotel and function precinct and in the industrial site, and also at a shopping centre less than 100 metres from the Warwick Farm Racing Precinct

g) that Moore Point and Hargrave Park will be also be identified on the structure Plan as the River Precinct separate from the Warwick Farm Racing Precinct, and

h) as the River Precinct plans for Moore Point and Hargrave Park already exist there is no need to allocate funding for new plans.

7. Advise the Greater Sydney Commission of Council’s decision.

8. That Council grant an exemption to the tender process under Section 55(3) of the Local Government Act to permit the direct appointment of a planning consultant from Council’s planning consultant panel, on account of the urgency of this matter.

9. The report to be submitted to the May 2020 Council meeting.

At the same meeting (11 December 2019), Council also resolved to give in principle support to the planning proposal request to rezone 240 Governor Macquarie Drive from B5 Business Development to part B4 Mixed Use and part R4 High Density Residential. That planning proposal request was amended as per Council’s resolution and submitted to the Department of Planning, Industry and Environment (DPIE) requesting a Gateway determination on 27 February 2020. As at the date of finalisation of this report, DPIE was still considering Council's submission.

It is noted that Council resolved to rezone the entire Warwick Farm precinct “from Scrivener Street to Hume Highway to Governor Macquarie Drive relevant to B4” according to point 6 of the above resolution. While 240 Governor Macquarie Drive falls within this precinct and forms part of the structure plan, it will be rezoned separately pursuant to Council resolution as draft Liverpool Local Environmental Plan (LLEP) 2008 (Amendment 81).

Allocation of LEP review funding

As noted in point 4 of the resolution, a request has been made to DPIE for LEP review funding to be allocated for the development of the structure plan, planning proposal and developer contributions plan for the Warwick Farm precinct in order to implement actions of the Local Strategic Planning Statement. While Council planning staff are following up this request on a regular basis, no response has been received from DPIE at the time of finalisation of this report. Council has made a budget allocation from general funds to progress the development of the structure plan, planning proposal and developer contributions plan as provided for by Council resolution point 6.

Preparation of the structure plan

Pursuant to points 6 and 8 of the resolution, Council staff issued a Request for Quotation to five consultant firms who are members of Council’s planning consultant panel for a quote to complete the project.

The Warwick Farm Structure Plan project will:

· Identify appropriate urban character, land uses, built form and building typologies;

· Identify appropriate development standards including height, floor space ratio and minimum lot size;

· Quantify development yields by type (such as residential, retail, commercial, community) resulting from urban renewal;

· Identify open space, community and recreation facilities required to support urban renewal, including reference to Council’s Recreation, Open Space and Sports Strategy “Places for People” policy (adopted by Council September 2017);

· Identify likely traffic and transport upgrades required;

· Identify precinct permeability, accessibility and linkage requirements, including pedestrian, active transport and traffic/transport;

· Identify infrastructure and works required to address flooding, flood storage, and evacuation considerations;

· Develop a planning proposal for the rezoning of the Warwick Farm precinct; and

· Develop a Contributions Plan, accounting for all infrastructure works required to support the urban redevelopment of the Warwick farm precinct.

Conybeare Morrison International (the consultants) were selected as the lead consultant to undertake preparation of the Warwick Farm Structure Plan project. An inception meeting with the consultants was held on 24 February 2020.

Advice provided to the Greater Sydney Commission

Pursuant to point 7 of the resolution, Council staff notified the Greater Sydney Commission (GSC) of its decision to engage consultants to develop a structure plan, planning proposal and draft Contributions Plan as part of the process of the GSC providing assurance to Council's Local Strategic Planning Statement (LSPS), Connected Liverpool 2040.

Council resolved to amend Action 10.2 of the LSPS at its 25 March 2020 meeting. Action 10.2 of the LSPS now reads as follows:

Prepare structure plan and planning proposal to rezone the Warwick Farm racing precinct to a mix of uses, including B4 (short term)

Following that Council meeting, the GSC issued a letter of assurance which enabled the LSPS to be adopted and published on the NSW Planning Portal as required by the Environmental Planning & Assessment Act. The Warwick Farm structure plan is being prepared to be consistent with Action 10.2 of the LSPS.

Impact of COVID-19 pandemic

Point 9 of the resolution required a final report to Council for its 27 May 2020 meeting.

The dislocation caused by the COVID-19 pandemic, including requirements for consultants to work from home in addition to impacts on traffic volumes (making the most recent traffic intersection counts unreliable), has necessitated a revision to the proposed timetable. The consultant's proposal for a revised timetable (attached) includes the following schedule:

· Week beginning Monday, 29 June 2020: Structure plan options briefing for Councillors;

· Monday, 27 July 2020: Merit assessment report to Liverpool Local Planning Panel (LPP);

· Thursday, 20 August 2020: Councillor briefing for the report to Council on the draft Warwick Farm structure plan, planning proposal and contributions plan; and

· Wednesday, 26 August 2020: Report to Council on planning proposal, seeking to rezone Warwick Farm precinct to a mix of uses including B4 Mixed Use

Should there be a need for changes to the structure plan, planning proposal or contributions plan following Councillor briefings, the report recommendation provides for an additional month to finalise the documents, for reporting to the 26 August 2020 Council meeting.

The report to Council in August, will include the planning proposal, the merit assessment report to the LPP, minutes of the LPP's advice, the Warwick Farm structure plan and a draft Contributions Plan for the Warwick Farm precinct as attachments.

Consultation

Council's Community Participation Plan (CPP) 2019 requires "large-scale" planning proposals to be placed on public exhibition prior to a decision being made by Council as to whether the planning proposal should be forwarded to DPIE for a Gateway determination.

This requirement is as follows:

For large scale planning proposals, Council will also exhibit the planning proposal for 28 days prior to a Council decision on whether to endorse the planning proposal for a Gateway determination. Feedback from the community will be incorporated into a report to Council.

The CPP does not differentiate between Council initiated and proponent-initiated proposals.

Following the requirements of the CPP, it is recommended that Council consider the draft structure plan for the Warwick Farm precinct, when finalised by the consultant in August 2020. Pending Council consideration, the draft structure plan, planning proposal and contributions plan would then be placed on public exhibition for 28 days. A further report that responds to submissions received would then be drafted for Council to consider when deciding whether to forward the planning proposal to DPIE for a Gateway determination.

Alternatively, Council may resolve to forward the planning proposal to DPIE for a Gateway determination, at its first opportunity, in August, noting community consultation will occur post the issuing of a Gateway determination or may resolve not to proceed.

Pending the issuing of a Gateway determination for the planning proposal, consultation with State and Commonwealth agencies and public consultation will be required. Details of consultation required by the Gateway determination will be provided to Council, once the Gateway determination is issued by DPIE.

Consultation conducted as part of the public exhibition of the Liverpool Local Strategic Planning Statement (LSPS) has indicated strong support among local landowners for the rezoning of the precinct, as described in Council's 11 December 2019 resolution.

CONSIDERATIONS

Economic	Facilitate economic development.
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	Environmental Planning and Assessment Act 1979.
Risk	There is no risk associated with this report.

ATTACHMENTS

Nil

Ordinary Meeting

27 May 2020

City Economy and Growth Report

EGROW 02

Destination Management Plan - First year review

Strategic Direction	Generating Opportunity Create an attractive environment for investment
File Ref	036256.2020
Report By	Julie Scott - Manager City Economy
Approved By	David Smith - Acting Director City Economy and Growth

Executive Summary

The Destination Management Plan 2018/19 – 2022/23 (DMP) was adopted by Council in March 2019, with a review to take place within 12 months. This report provides a summary of DMP activities undertaken since its adoption, and a review of the DMP actions and their ongoing relevance.

A number of actions for the year 2019/20 were completed in the last 12 months. Highlights include:

· Development of a visitor brand identity and marketing campaign

· Development of Liverpool’s first official Visitor Guide

· Promotion of Liverpool as a multicultural food destination

· Promotion of Liverpool’s rich local heritage

· Implementation of a student discount campaign with local businesses

· Completed study to determine baseline visitation numbers

Upon review of the DMP, Council staff has determined that the Vision and Strategic Directions of the Plan remain consistent with Council’s Community Strategic Plan, Delivery Program and Operational Plan and vision for Liverpool LGA. As such, much of the DMP remains unchanged and all actions are current and ongoing. There are two additional actions, which are:

· Support new street art each year throughout the local government area with a focus on the City Centre to create street art trails

· Encourage business collaborations to create visitor experience precincts

RECOMMENDATION

That Council:

1. Receive and note the report; and

2. Receive a review of the DMP in March 2022.

REPORT

1. BACKGROUND

The Destination Management Plan 2018/19 – 2022/23 (DMP) was adopted by Council in March 2019. The DMP is a five-year strategy detailing Council’s priorities for the development of the visitor economy in Liverpool. Growing Liverpool’s visitor economy is part of Council’s broader vision to stimulate the local economy through the injection of new dollars, creation of employment opportunities and increased demand for local goods and services.

1.1 Vision

The vision for the DMP is, A place locals are proud to call home; celebrating and sharing our diversity, heritage and nature.

The DMP objective is to build a thriving visitor economy and increase the economic benefits that flow from tourism to local businesses and communities through unique visitor experiences.

1.2 Strategic Directions

The DMP has five strategic directions:

1. Promote Liverpool as a core visitor destination through increased engagement and support from locals

2. Support local businesses, groups and organisations to build and develop the visitor economy and their tourism products

3. Celebrate Liverpool’s diversity and utilise it to grow and strengthen the visitor market base

4. Attract new businesses, events and investment to engage locals and increase visitation to Liverpool

5. Leverage existing and emerging assets to grow Liverpool’s visitor economy

This report provides a summary of DMP activities undertaken since its adoption, and a review of the DMP actions and their ongoing relevance.

1.3 Actions

An Action Plan was developed, that included 20 broad actions, to be completed over from 2018/19 to 2022/23 of the DMP. Each action addresses one or more of the DMP’s Strategic Directions.

2. REVIEW OF DMP

2.1 Review of Vision and Strategic Directions

Upon review of the DMP, it has been determined that the Vision and Strategic Directions of the Plan are still consistent with Council’s CSP, DPOP and vision for Liverpool LGA. No changes are required to these components of the DMP.

2.2 Review of Actions from March 2019 – March 2020

It has been determined that the actions within the DMP are still consistent with its Vision and Strategic Directions. As such, all actions are current and ongoing.

The following actions were assigned for completion from March 2019 to June 2020. A brief review on their progress is provided below.

Action in Destination Management Plan	Review
1. Develop a visitor brand identity and marketing campaign plan
1.1. Develop a brand identity and marketing plan which is consistent across different components of the visitor economy	The brand Love Liverpool was developed in collaboration with students from Western Sydney University. The brand was officially launched in May 2019, and is now present across the local government area. The logo is utilised for: · Promotion of all community events (on uniform and marketing collateral) · Liverpool Regional Museum uniform · Liverpool Regional Museum road sign · Liverpool City Council profile picture on Instagram · Council flags and banners · All tourism campaigns, including promotions in external publications, tourism videos and the Liverpool Visitor Guide · Student campaigns
1.2. Develop and deliver a Love Local campaign	The Love Local campaign is based on the tourism brand, Love Liverpool. The campaign is called Love Livo. The campaign commenced with a social media campaign using the hashtag #LoveLivo to encourage locals to photograph and share what they love about Liverpool on Instagram. To encourage organic engagement, Council held a postcard competition where the top photographs shared on social media using the #LoveLivo would become postcards distributed through local hotels for the next 12 months. This will now become an annual campaign held in the first quarter of each year. The hashtag is now regularly used on Instagram with 1,395 public posts using it as of the start of February 2020. The Love Livo campaign has also created an Instagram series called Livo Stories. These stories showcase Liverpool as a vibrant multicultural city with people from all walks of life. It highlights some of the unique stories of Liverpool’s residents and workers. The Love Liverpool campaign is divided into three categories, see, taste and do. This allows locals and visitors to recognise the diversity of offerings in the region. Examples include ‘see’ Casula Sculpture Walk, ‘taste’ multicultural food in the city centre and ‘do’ archery at Liverpool City Archers. The campaign will continue to grow throughout 2020 into 2021.
1.3. Create an annual visitor guide and promotional collateral which is available in print and online. Guide should advise what Liverpool has to offer and encourage local businesses to utilise it to increase their own marketing development	Liverpool’s first official Visitor Guide will debut on 28 March 2020. It will highlight the great things to see, taste and do in the local area. The guide features paid advertising from local businesses, recipes, maps and editorials about Liverpool. 7,000 copies will be distributed through hotels in Sydney, real estate agents, Visitor Information Centres across NSW and local businesses in Liverpool. The guide will continue to be utilised to inform ongoing digital campaigns to reach a broader audience. The guide will also be utilised as a sales tool when attracting tour companies and events to the local area. The guide will be updated annually.
1.4. Communicate with neighbouring visitor information centres about featuring Liverpool’s Visitor Guide	The Liverpool Visitor Guide will be placed in at least three visitor information centres in 2020 such as Camden, Parramatta and Southern Highlands.
1.5. Enhance the existing What’s On page on the Council website to allow the incorporation of a tourism webpage	Love Liverpool (tourism website) is now live on Council’s What’s On website – www.liverpool.nsw.gov.au/whats-on/love-liverpool
1.6. Investigate opportunities for Liverpool to feature in third party marketing publications	Liverpool has featured in third party marketing publications such as Time Out. Council will continue to seek marketing opportunities for tourism campaigns.
1.7. Produce a city-wide visitor map	The city map will be available in the Liverpool Visitor Guide.
1.8. Develop a social media campaign strategy to market Liverpool as a tourism precinct through organic content that creates a positive image	The social media campaign with the #LoveLivo hashtag generated a positive image of Liverpool and encouraged people to share what they love about the area. The #LoveLivo hashtag continues to be well used and respected across various social media platforms. It has publicly been utilised over 1,300 times by residents, visitors and local businesses. The social media campaign continues to grow with increased recognition of the hashtag.
1.9. Evaluate Liverpool’s online presence and develop a plan to improve digital profile	Evaluation and plan complete.
1.11. Review Liverpool presence on third party tourism and travel website	Complete.
1.12 Audit the accessibility of visitor information for Liverpool and develop easy to access information as recommended by the NSW Government	Ongoing.
2. Position Liverpool as a multicultural hub
2.1. Integrate Liverpool’s cultural diversity into the Love Liverpool campaign	Liverpool’s cultural diversity is at the forefront of the branding campaign highlighted through the Livo Stories and the Visitor Guide.
2.2. Promote and celebrate Liverpool’s unique specialty and cultural stores, for example, become the ‘Sari Centre’ of Sydney, increase recognition of an Iraqi Gold Souk and support the proposed indigenous cultural centre	The Visitor Guide focuses on celebrating the unique specialty and cultural stores available in the city centre. Promotion of Liverpool’s cultural stores is an ongoing project throughout the implementation of the DMP.
4. Develop a way finding strategy which will assist visitors in the CBD and surrounds
4.1. Audit the signposting and wayfinding around Liverpool from a tourism perspective	Signage and wayfinding are addressed in the Liverpool City Centre Public Domain Master Plan, with a view to produce city centre and LGA-wide Signage Strategies that will take tourism needs into consideration.
4.2. Create a new strategy for signposting and wayfinding around Liverpool. This includes the gateways into Liverpool, such as motorways and public transport	Signage and wayfinding are addressed in the Liverpool City Centre Public Domain Master Plan, with a view to produce city centre and LGA-wide Signage Strategies.
6. Assist and support local businesses, groups and organisations in the development of the visitor economy whilst attracting new businesses for future growth
6.1. Develop a framework for Council to support businesses so they are prepared to support the growth of the visitor economy	Ongoing.
6.2. Conduct workshops with local businesses on the impacts and benefits of a visitor economy	Workshops to be conducted by June 2021.
6.3. Develop a tourism e-kit based on Tourism Australia’s kit to help local businesses attract visitors through information and communication technology	Ongoing.
6.4. Consult with the tourism sector in the region to receive feedback and understanding to assist growth	Connections have been made with stakeholders in the tourism sector, and relationships are ongoing.
7. Improve the visitor experience journey through a variety of trails
7.1. Develop a series of experience trails which can be utilised to promote the region, such as cultural, historical, indigenous, food and wine, biking and cycling	There are a series of trails featured in the Visitor Guide. These will continue to develop.
8. Leverage the Western Sydney International (Nancy-Bird Walton) Airport development and related visitor growth to further expand and develop the local visitor economy
8.1. Identify what we can do immediately to start to position WSIA for tourism growth	Council actively promotes the WSIA Experience Centre for general public, business and investor visitation. Further actions related to tourism growth are ongoing.
9. Investigate a potential site for a recreational vehicle holiday park within Liverpool LGA
9.1. Research the benefits of a holiday park to the LGA	Study currently being undertaken, due for completion in June 2020.
9.2. Identify a potential site for a holiday park within the LGA	Study currently being undertaken, due for completion in June 2020.
10. Grow Liverpool’s presence on guided holidays itineraries
10.1. Consult guided holiday and tour operators on the requirements to be a destination included in their itineraries	Ongoing.
11. Grow the local recreation tourism market.
11.1. Audit existing events and sports facilities located in Liverpool and their quality	Ongoing.
12. Establish Liverpool as a culinary tourism destination
12.3. Continue to enhance and promote culinary activities in the city through taste tours	Taste Cultural Food Tours conduct regular tours in the Liverpool city centre. In addition, Council conducts a regular program of corporate taste tours where Council invites a network of local businesses and workers to participate. Taste Tours are also advertised in the Visitor Guide.
13. Grow event-based visitation
13.1. Continue to support Casula Powerhouse to position itself as the leading Arts Centre in South Western Sydney	Ongoing throughout all major tourism campaigns.
13.2. Audit the existing business and events space and analyse whether they are meeting demand	Ongoing.
13.3. Investigate and study the requirements of a city to host major events through consultation with event organisations and comparative studies with other LGAs	Ongoing.
13.4. Explore opportunities to secure and attract iconic events which will attract people from across New South Wales including business, education, medical tourism, community and niche sectors in Liverpool	Council has attracted major events including, but not limited to, Australian Local Government Women’s Association Conference 2019, National Economic Development Conference 2020 and Iron Fest 2020. Council will continue to explore opportunities to attract major events in the future.
13.5. Develop a business and event guide to encourage the meeting, incentive, conference and events sector to utilise Liverpool as a host due to the variety of facilities available	Ongoing.
14. Establish Liverpool as a leading destination for medical tourism and events
14.3. Investigate existing visitation rates and yield value from the medical sector to Liverpool and activities participated outside of work	Investigation complete. The proportion of day-trip visitors to Liverpool (5%) for medical reasons is higher than Western Sydney (2) and Sydney (4%). The average length of stay for medical reasons is four days which is higher than business visitors. In the year 2018, there were approximately 15,500 visitors to Liverpool due to medical reasons.
15. Capitalise on Liverpool’s rich local heritage
15.2. Collaborate with the Museum of Army Engineering to promote the museum as a quality, iconic attraction for Liverpool and a focal point for military history within the LGA	Ongoing collaboration, including featuring in the Visitor Guide.
15.4. Enhance and promote the experience of Liverpool Regional Museum	The Liverpool Regional Museum features heavily in Council’s tourism campaigns. This includes featuring in the Visitor Guide and tourism videos. The Museum is also an active user of #LoveLivo hashtag on social media and includes the Love Liverpool logo in their campaigns. The Love Liverpool logo is now included in the new museum street sign.
16. Build a strong education based visitor economy
16.1. Engage local education facilities to attract the families of international students to explore and visit the area they are studying in	Ongoing.
16.2. Engage with local businesses to develop a student discount campaign	In 2019 Council developed a new student discount campaign. The campaign was promoted to students through Council’s website, the urban screen, social media and their universities. Council received mixed reviews from participating businesses. Some businesses received new customers as a result of the campaign, but others did not. Council is currently reviewing the student discount program to renew and launch an improved campaign in 2020.
17. Facilitate increased visitor economy investment
17.2. Create a Liverpool Destination Product Development Opportunities Plan	Ongoing.
18. Provide ongoing support to the accommodation sector
18.2. Encourage accommodation providers to promote Liverpool as a destination, both online and in-house	Accommodation providers are provided with collateral for major events, Visitor Guide, etc.
19. Position Liverpool as a shopping destination
19.1. Increase Liverpool’s recognition as a destination for diverse shopping, including malls, boutiques, specialty stores, factory outlets and home maker centres	Liverpool’s shopping diversity is featured in the new Visitor Guide. It will continue to be highlighted in future campaigns and guides. The proposed Westfield expansion will increase Liverpool’s recognition as a shopping destination.
20. Determine baseline visitation figures
20.1. Conduct a research study to determine baseline visitation numbers and data to Liverpool	Study completed in 2019, to be repeated in 2021. The study determined that in the year ending 2018 Liverpool received 904,142 visitors of which 658,747 were day trippers, 193,640 were domestic overnight and 51,755 international. This has been updated in the DMP.

2.3 Additional Actions

As a result of industry collaboration and ongoing tourism development, two additional actions have been added to the visitor guide. These actions contribute to existing strategic direction of, “Support local businesses, groups and organisations to build and develop the visitor economy and their tourism products”. The new actions are:

· Support new street art each year throughout the local government area, with a focus on the city centre to create street art trails.

· Encourage business collaborations to create visitor experience precincts.

3. TESTIMONIALS

Liverpool City Council has received the following testimonials in relation to the existing DMP:

· The Paper Mill

“Paper Mill Food is a food precinct in Liverpool and we are proud to use the #lovelivo hashtag frequently on social media. We are not only a restaurant precinct for locals, but a Western Sydney destination for those to visit from all around Sydney. The Liverpool guide in which we have an ad, will assist in bringing both the locals and tourists to the Liverpool area. This will not only help local businesses but boost the economy for the region.”

- Lara Wilson, Marketing Coordinator, The Paper Mill

· Liverpool Foodies and Growers Market

“To whom it may concern:

It is with pleasure that I send this testimonial. The Liverpool Growers and Foodies Market has loved working with Council. Susana Freitas, Tourism Development Officer, support has help us to focus our plans for the future. She has kept us up to date with developments and events happening in the area as well as sharing contacts with other local business so that we can work together for the future of the LCA.”

- Marilyn Biel, Market Manager, Liverpool Foodies and Growers Market

· Liverpool Regional Museum

“Liverpool Regional Museum has been an active participant in the Liverpool City Council Destination Management Plan and attended the 2019 launch at the Liverpool Foodies and Growers Market. Audience development and a positive visitor experience is a primary objective of the museum which has previously been challenging due to its location, insignificant wayfinding signage and modest marketing which resulted in a low profile.

Council staff have actively invited and included the museum within the ongoing DMP strategy, which has improved the museum profile as a Cultural Facility of Liverpool City Council and has contributed to increased visitation from the LGA and beyond under the ‘Lovelivo’ brand.

Recent museum re-branding has included the ‘lovelivo’ brand which introduces a fresh and contemporary appeal as we market to new audiences. Liverpool Regional Museum looks forward to being profiled in the forthcoming Liverpool Tourism Guide publication which will enhance and promote Liverpool to the wider community and visitors. The consultation process has been uncomplicated with pragmatic management. The museum welcomes further strategic developments.”

- Tony Nolan, Coordinator Museum & Heritage, Library & Museum Services

· Winner of #LoveLivo social media competition 2019

“When the #lovelivo competition appeared on Facebook I thought it would be a good way to see Liverpool in a different light. After using Google Maps to find some interesting locations to photograph I thought it would be good to see what other entries there were so I had a look at #lovelivo on Instagram. This led me to discover the Paper Mill Food precinct (which I now frequent on a regular basis), going for walks with my kids around Lake Moore/Chipping Norton Lake and also visiting the new Casula adventure playground area. In addition to all of this, the regular advertising and promotion of events on Facebook has seen my family trying to take advantage of the opportunities and activities provided by our local council.”

- Troy Nuske, local resident and winner of the #LoveLivo competition in 2019

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. Encourage and promote businesses to develop in the hospital health and medical precinct (of the City Centre). Facilitate economic development. 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. 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. Deliver high quality services for children and their families.
Civic Leadership	Undertake communication practices with the community and stakeholders across a range of media. Foster neighbourhood pride and a sense of responsibility. Facilitate the development of community leaders. Encourage the community to engage in Council initiatives and actions. Deliver services that are customer focused. Actively advocate for federal and state government support, funding and services.
Legislative	There are no legislative considerations relating to this report.
Risk	There is no risk associated with this report.

ATTACHMENTS

1. Destination Management Plan - First year review and update 2020 (Under separate cover)

Ordinary Meeting

27 May 2020

City Economy and Growth Report

EGROW 03

Rebuilding Liverpool's Economy update

Strategic Direction	Generating Opportunity Attract businesses for economic growth and employment opportunities
File Ref	114007.2020
Report By	Julie Scott - Manager City Economy
Approved By	Tim Moore - Director, City Economy and Growth / Deputy CEO

Executive Summary

At Council’s meeting on April 16, 2020 a package of measures was adopted to respond to the challenges local businesses are facing because of the COVID-19 crisis. The package is designed to meet the short-term issues being faced by the business community and to build resilience and capacity over the longer term. To ensure businesses receive financial support from Council as soon as possible, it is recommended the CEO approve Business Resilience Grants up to $5000.

RECOMMENDATION

That Council:

1. Receive and note the report; and

2. Increase the CEO’s delegation to approve grants from $1000 to $5000 for the Business Resilience Grants.

REPORT

Small businesses in Liverpool have been severely impacted by the COVID-19 crisis and thousands of local jobs have been lost. In response Council adopted a $210,000 Rebuilding Liverpool’s Economy package, developed by Council’s City Economy (CE) team, at its Extraordinary meeting on April 16, 2020.

The package uses repurposed existing budget to not only address the short-term crisis but build long term capacity to withstand future shocks.

To deliver the package swiftly, the team has temporarily restructured to focus on delivering specific initiatives in the CBD, LGA and policy/communications. Casula Powerhouse Arts Centre front-of-house staff have also joined the team to assist with one-on-one communication with businesses.

Council’s package has received a positive response so far – for example:

“This is fantastic! We will definitely make use of this opportunity. The challenges of going from a B2B model to a B2C model are huge, particularly in the area of marketing. I actually have someone who has offered his marketing services and I have been so worried that we could really use the help but can’t afford him! This is really a blessing. Thank you!”

At time of writing, a number of initiatives were under way and a number were in development. A report in June will continue to update progress.

Business Resilience Grants

The Business Resilience Grants were developed with assistance from the Governance, Legal, Community Development, Digital and Design, and Communications teams. Guidelines, process and an application form were designed to minimise complexity and ensure transparency and probity. On 5 May 2020 , applications for grants of up to $5000 were opened for businesses across the LGA. To fund the grant, a portion of the City Development Fund (CDF) will be allocated to CBD businesses only. Businesses outside the CBD will have access to non-CDF funds.

The purpose of the grant is to meet the challenges of the pandemic and provide a boost to businesses that are looking to doing things differently to adapt to the current circumstances. For example, that could mean creating or increasing online presence through a new website.

The policy states (7.2.1) that recommendations for funding of $1000 or less will be approved the CEO. Funding over this amount is approved by the elected Council.

The application process closed on May 22, 2020 and recommendations by an internal working group comprising CE and Community Development staff will be made a week later on May 28. To comply with the policy the recommendations would go to the June 24 Council meeting. This would mean the grants could not be released until July. Due to the unprecedented situation for businesses created by COVID-19 it is recommended the CEO approve the recommendations so the funds can be released in June, ensuring Council is supporting businesses before the end of the financial year.

Support and Buy Local campaign

A Support and Buy Local campaign is under way that includes monthly online #LoveLivo Live events, a local open-for-business business directory, the creation of digital assets for business and community use and the development of a Love Local campaign.

#LoveLivo Live

The first #LoveLivo Live online was held on Thursday 30 April. The event featured four local performers and a local MC who consistently pushed the message to shop local. Around 3,500 people were reached during the event which is now available on Council’s YouTube channel.

Still Open for Business

This has been developed in-house and around 40 businesses have signed up to date.

Promotions to encourage residents to shop locally have included:

· Daily Telegraph three-quarter page on 29 April

· Promotion in Liverpool Life (full page) in print newsletter and tiles in e-newsletter

· Creating and sharing digital assets and campaign material with Liverpool Chamber of Commerce, key influencers and with Council’s social media followers

Love Local campaign

This is in development and is likely to focus on new ways the community is experiencing their city during lockdown. The campaign will draw on the work of the Destination Management Plan and deliver on the key messages: Taste, See, Do. For example, what residents are eating, seeing and doing that is different in the current conditions. The campaign will encourage community engagement and enable residents to promote great experiences in Liverpool.

Facilitating solutions on major projects (shovel-ready)

City Economy staff are assisting with the facilitation of more than 10 major “shovel-ready” type projects. For example:

· Staff have sourced suitably skilled workers for the contractor at Apex Park

· Facilitated scoping exercise for Casula Shareway at CPAC

· Promoting the Lighthorse Park redevelopment to encourage organisations to establish or grow in Liverpool CBD

· Turf Club contacted about land acquisition on Governor Macquarie Drive

· Engaging stakeholders to progress the Railway St upgrade and further develop the project with the City Design team

Unlocking international supply chain problems and disruptions for local businesses engaged in international trade

City Economy staff are facilitating connections and unlocking supply chains for local businesses engaged in international trade– some examples include:

· Assisted biomedical team from the University of Sydney to design and develop a safe low-cost life-support ventilator which has been shortlisted by the NSW Premier as one of two prototypes to go into pre-production

· Identified local manufacturers and connected them with health sector opportunities

· Introduced the Southern Strength manufacturing network to Northrop Grumman and the Australian Space Agency

· Shared immediate export needs of local businesses to relevant State and Federal government agencies

· Regional Development Australia Sydney has offered to fund a defence sector round-table with local manufacturers to broaden access to new supply chain opportunities

Communications

More than 350 businesses have now been contacted by Council and around 80 have undertaken a survey to understand the existing situation. CPAC staff who have been redeployed to the CE team are using phone contacts for a more personal approach with an average talk time of 20 minutes. The response to Council calls and assistance has been positive. Four e-newsletters have been distributed to businesses over the last four weeks.

Business-to-consumer marketplace

City Economy staff identified that there are gaps in the economy that could support and enable businesses to diversify their delivery models using new online tools. Staff are exploring online hosting and delivery to connect businesses, that usually work directly with other business, with consumers. For example, a business that usually supplies retailers, and now shifting to supply customers directly, may be looking for a delivery/logistics service.

A potential solution will be trialed shortly. Several local businesses, in addition to other adjoining Councils, have expressed interest in registering.

Business Resilience Program

Staff are developing a Business Resilience Program to build long-term resilience and capacity for businesses hard hit by the crisis. The purpose of the program is to strengthen the Liverpool economy so it can prepare for and overcome future disruptions.

In April a series of three webinars were delivered for local businesses to quickly learn how to get their business online. The webinars are now available on Council’s YouTube channel.

Local jobs Talent portal

The Local Jobs for Local People Talent Portal will connect local people with local jobs. It will provide a place for businesses with vacancies to post jobs and connect with local redeployed and displaced workers. Discussions have been held with the Greater Sydney Commission and City Deal partners to consider a Western Sydney Parkland City approach, at the same time as developing the Liverpool model.

Working with procurement to prioritise local suppliers

CE staff are working with Council’s procurement team on how to prioritise local suppliers to Council, to ensure local money supports the local economy.

The Rebuilding Liverpool’s Economy package will continue to roll out initially to the hardest hit sectors of retail and hospitality then with a longer term objective of building up resilience across a number of other sectors. The purpose is to meet the immediate needs of the economy and build resilience and capacity for the future and withstand unforeseen disruption.

CONSIDERATIONS

Economic	Utilise the Western Sydney City Deal Agreement to create Jobs for the Future. Utilise the Western Sydney City Deal agreement to provide opportunities for residents in the LGA to enhance skills and education. 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. Encourage and promote businesses to develop in the hospital health and medical precinct (of the City Centre). Provide efficient parking for the City Centre. Deliver a high-quality local road system including provision and maintenance of infrastructure and management of traffic issues. 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	There are no social and cultural considerations.
Civic Leadership	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	Section 356 of the Local Government Act relating to approval of grants.
Risk	The risk is deemed to be Medium.

ATTACHMENTS

Nil

127

Ordinary Meeting

27 May 2020

City Community and Culture Report

COM 01

Post Public Exhibition Report - Social Impact Assessment Policy and Guidelines

Strategic Direction	Strengthening and Protecting our Environment Exercise planning controls to create high-quality, inclusive urban environments
File Ref	067079.2020
Report By	Galavizh Ahmadi Nia - Manager Community Development and Planning
Approved By	Dr Eddie Jackson - Director City Community and Culture

Executive Summary

Council at its meeting on 20 November 2019 resolved to:

1. Endorse in principle the draft Social Impact Assessment Policy and Guidelines for public exhibition for a period of six weeks;

2. Receive a report at the completion of the public exhibition period noting feedback received and any changes made to the draft policy in line with community feedback; and

3. As part of the regular internal cycle of review of the Social Impact Assessment Policy (every two years), Council is to engage a recognized independent industry expert to undertake a peer review to ensure that the policy promotes best practice and is kept up to date and in line with changes to relevant planning guidelines.

The draft Social Impact Assessment Policy and Guidelines was placed on Public Exhibition via Council’s website for six weeks from 18 January until 29 February 2020. No submissions were received during the public exhibition period.

Council also engaged an independent industry expert to undertake a peer review of the draft Social Impact Assessment Policy and Guidelines; and subsequently provided Council with a report in February 2020. The peer review identified substantial feedback on the policy content and recommendations within the guidelines. A summary of the peer review outcome is highlighted in the report.

The draft Social Impact Assessment Policy and Guidelines have been revised as per feedback from the peer review, and submitted for Council’s endorsement.

RECOMMENDATION

That Council endorses the Social Impact Assessment Policy and Guidelines.

REPORT

Background

Building on the previous version and in accordance with the bi-annual policy review, the Social Impact Assessment (SIA) Policy and Guidelines have been developed following a comprehensive review of national and international best practice guidance, emerging trends in the field of social impact assessment, and an analysis of Liverpool’s local context relating, in particular, to specific issues arising from the city’s rapid growth.

The draft SIA Policy and Guidelines were presented to Council at its meeting on 20 November 2019 to be placed on public exhibition. As per the Council resolution, the draft SIA Policy and Guidelines were placed on Public Exhibition for a period of six weeks from 18 January until 29 February 2020. The documents were placed on Council’s Liverpool Listens website page and circulated to key internal and external stakeholders. There were no submissions received during the public exhibition period.

In line with the Council resolution item 3, Council engaged a recognised and independent industry expert to undertake a peer review of the draft SIA Policy and Guidelines. The review was undertaken during the pubic exhibition period. The consultant provided a detailed report to Council in February 2020 which included commentary on the policy content, and section- based feedback and recommendations on the Guidelines.

Rationale for Social Impact Assessment Policy and Guidelines

The Social Impact Assessment (SIA) Policy and Guidelines are the primary mechanisms for Council to identify and manage the likely social impacts of proposed developments, policies, projects and planning instruments. When undertaken as part of a Development Application (DA) process, a SIA is prepared to assist the relevant consent authority in its decision-making. Its primary purpose is to comprehensively and consistently consider wider social and economic issues and impacts in its planning policy and decision-making; and to generate balanced and better outcomes for the Liverpool community.

The SIA Policy and Guidelines are grounded in the principles of sustainability, access, equity, participation and human rights and is supported by Council’s Social Justice Policy. The SIA Policy determines when a SIA is required, how it is to be undertaken and how the outcomes arising from the assessment are to be implemented and managed. The Policy is accompanied by Guidelines which provide specific triggering thresholds for various types and/or sizes of developments, provides guidance on the minimum requirements of community participation in the decision-making process and provides data sources for the applicants, to assist with assessments.

Within the local context, the rationale for Council to have a stronger and more comprehensive SIA Policy and related mechanisms in place include, but are not limited to, the exponential growth within the Liverpool LGA and the positioning of Liverpool as the third CBD of Sydney. Further, it is necessary to align with emerging national and international trends on incorporating impact analysis and community participation in decision-making processes. It assists Council to ensure:

a) Positive impacts emerging from policies, programs and projects are maximised;

b) Community opinions and or needs are considered in an equitable and inclusive way through a genuine engagement process;

c) Social, environmental and economic qualities of the local area are enhanced as a result of permitted development; and

d) Increased trust in Council by the Liverpool community through enhanced consistency and transparency in Council’s decision-making processes.

Summary of Key Findings of the Peer Review

A summary of comments and key findings of the peer review are highlighted below:

· It is very positive that Liverpool City Council has had a dedicated Social Impact Assessment (SIA) Policy and set of SIA Guidelines since 2015.

· Despite the clear obligation of councils (and consent authorities in NSW) under the Environmental Planning and Assessment Act 1979 (the Act) to integrate social considerations into decision-making about environmental planning and assessment, including considering the likely social and economic impacts in the locality with regard to development assessment, not all councils have a clear Policy position and guidelines for applicants and the community with regard to SIA.

· Overall, the Policy proper contains the main elements that would be expected to be in such a Policy, is sound in its underlying philosophy, and reasonable in its requirements of preparers of an SIA. Nonetheless, there are some things that could be improved with clarity of intention and legibility; and also to provide applicants and the community with greater clarity about how SIA practically feeds into the different processes presented in the Policy (Development Assessment, Council’s Strategic Planning process, etc.) and the roles and requirements of relevant parties (applicants, community, Council, others) involved in the various processes.

Recommendations for improving the existing Policy include:

· A ‘hard edit’ of the Policy with regard to formatting, consistency in numbering, and in terminology throughout;

· Enhancement of certain Sections of the Policy, particularly the first Section;

· Expanding/introducing some legal concepts relevant to SIA, including those of ‘locality’ and ‘reasonableness’; and

· Aim to simplify complex topics and processes with more and/or enhanced diagrams, flow charts and tables to improve legibility of the Policy by readers, particularly applicants and community members.

With regard to the various appendices, which generally seek to set out processes, rationale, or more detail or relevant matters referred to in the Policy proper, again these are generally useful. However, these appendices would benefit from the following:

· Numbering (for example, Appendix A, Appendix B, etc.), which can then be referenced as relevant in the Policy proper;

· A review of some substantive matters in the various Appendices;

· Use of diagrams or flow charts where possible for the sake of clarity and legibility of more complex processes or concepts; and

· Additional appendices to fill gaps, in particular, the inclusion of an appendix that sets out the process for conducting a Comprehensive Social Impact Assessment, noting that a Social Impact Comment has a specific and quite detailed form even though the implications of proposals requiring such a SIC would likely be less serious than those requiring a CSIA.

The draft SIA Policy and Guidelines has been revised in accordance with feedback from the peer review. The revised draft Social Impact Assessment Policy and Guidelines are submitted for Council’s endorsement.

CONSIDERATIONS

Economic	There are no economic and financial considerations.
Environment	There are no environmental and sustainability considerations.
Social	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.
Civic Leadership	Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision-making processes.
Legislative	Local Government Act. 1993 Gaming Machines Act. 2001 Liquor Act. 2007 Liverpool Development Control Plan (DCP) 2008 State Environmental Planning Policy (Affordable Rental Housing) 2009 Liverpool Social Justice Policy 2018 Connected Liverpool 2040 - Local Strategic Planning Statement (LSPS)
Risk	The risk is deemed to be Low.

ATTACHMENTS

1. Draft Social Impact Assessment Policy and Guidelines 2020 (Under separate cover)

143

Ordinary Meeting

27 May 2020

City Community and Culture Report

COM 02

BMX Track Construction Funding

Strategic Direction	Creating Connection Provide community facilities which are accessible to all
File Ref	092663.2020
Report By	Mark Westley - Manager Recreation and Community Outcomes
Approved By	Dr Eddie Jackson - Director City Community and Culture

Executive Summary

The Liverpool BMX Club (LBMXC) was located at Powell Park until 2016, when the facility was closed due to the discovery of asbestos in the fill that had been introduced to the site. Council has been taking the appropriate actions to make the site safe, however the Powell Park track site can no longer be used as a sporting venue. Since the closure, Liverpool BMX Club members seeking to continue their sport have needed to travel to venues in neighbouring Councils such as Camden and Penrith.

The development by Transport for NSW of the M12, which will extend from the M7 and Elizabeth Drive intersection to the airport, has required encroachment into the Western Sydney Parklands and, as a result, the Wylde off-road bike track must be relocated. This relocation was identified by Council officers as an opportunity to achieve a high quality and cost-effective re-establishment of a BMX facility within the LGA by partnering with the Western Sydney Parklands Trust (the Trust) to create a facility that will be unique in Australia.

The Trust’s design proposal for the Wylde Bike Park (Attachment 1) includes mountain bike trails, an informal BMX suitable track known as a “Pump track”, surrounding amenity structures including car parking and toilets, and following Council’s input and engagement, a position has been identified for a formal BMX racing track. The Trust has now completed the detailed design for the broader Wylde Bike Park and have commenced their procurement process for a civil contractor to undertake the works.

It is at this phase that the Trust has invited Liverpool City Council to Council fund the development of the BMX track component that has been added to the project. Subject to the agreement of funding by Liverpool City Council the Trust is open to providing further investment into complementary BMX Infrastructure for the facility that will further support the track as a high quality BMX venue.

Council has no budget provision or funds set aside for this project in current and forward years. As such, support for the project would need to be considered in light of competing budget priorities, especially under the current economic situation.

As the track will be on the Western Sydney Parklands Trust land and owned by the Trust, if supported, the expenditure would be accounted for as “operating grants and contributions” and funded from general reserves in absence of any grant opportunities.

This report considers the financial and operational issues regarding this proposal and presents a range of options for Council’s consideration.

RECOMMENDATION

That Council:

1. Considers options A to E and provides direction on a position to take with the Western Sydney Parklands Trust in relation to funding of the BMX racing track development at the Wylde bike park; and

2. In the event support is proposed, resolves to advertise the proposed payment or support for a period of 28 days under s.356 of the Local Government Act 1993, and if no submissions in objection are received, that the CEO be delegated authority to manage the allocation of funding towards this project.

REPORT

The Liverpool BMX Club (LBMXC) was located at Powell Park until 2016, when the facility was closed due to the discovery of asbestos in the fill introduced to the site. Council has been taking the appropriate actions to make the site safe, however, the Powell Park track site can no longer be used as a sporting venue.

At the time of its closure the LBMXC had a local membership of around 80 members and in an average year would run 35 club meetings, 1 state level event and weekly training sessions from Powell Park. Since the closure Liverpool BMX Club members seeking to continue their sport have needed to travel to venues in neighbouring Councils such as Camden and Penrith. The potential for future participation levels at a new BMX facility is illustrated by the fact that the Camden based BMX club has over 300 members.

History of Wylde Bike Park Opportunity

The development of land at Badgerys Creek as the site for Sydney’s second airport has precipitated the development of new road infrastructure including the M12 which will extend from the M7 and Elizabeth Drive intersection to the airport. This development has required Transport for NSW to encroach into the Western Sydney Parklands and the Trust has been required to move their Wylde off-road bike track to another position within the parklands.

Council’s support of re-establishing BMX facilities within the Liverpool LGA is guided by Council’s Recreation Open Space and Sports Strategy which advocates for provision of diversity in sports through the strategic objectives of:

· Creating Places for People: Investment in higher order/quality of open spaces which multi-use and promote opportunity of integration of sports; and

· Improving Play Opportunities: integrating play spaces with nature and adventure play.

The examination of opportunities for the establishment of a BMX Track on existing Council managed parkland identified several potentially problematic issues, including potential local resident objection, risk of contamination on available land, risk of contamination in introduced fill, and most significantly the high cost of track, amenities and car parking development.

Council’s Recreation Services team, when made aware of the relocation of the Wylde Bike Park, began exploring the concept of including a BMX racing track in the redesigned facility as a way of once again supporting the sport of BMX within the LGA. However, the view was taken that Council’s appetite to contribute financially to a new BMX track and the required infrastructure, in such a short timeframe after the expense of closing the Powell Park track was low. It was also considered that Council’s appetite for developments that require the introduction of soil onto Council land are also low. Nevertheless, Recreation Services assessed the opportunity the Trust’s redesign of the Wylde Bike Park presented as the most timely and cost-effective solution to the LGA’s BMX needs and the Trust reacted positively to this possibility.

Whilst Recreation Services made no commitments to the Trust or Liverpool BMX Club (LBMXC) to contribute in any way to the funding of the BMX racing track, the Trust agreed to allow space for a BMX racing track in the Wylde design and involved the LBMXC in the preliminary design process. Feedback received by Council from active members of the LBMXC is that they are excited and engaged by this opportunity and are supportive of the design developed by the Trust.

Details of WSP Proposal and Wylde Park development.

The Trust has completed the detailed design for the broader Wylde Bike Park and have commenced their procurement process for a civil contractor to undertake the majority of the works. The designs for the BMX racing track portion of the park are advanced to a level just below the detailed design stage that will allow the Trust to include this track construction as a separable portion in the tender documents.

It was at this phase that the Trust invited Liverpool City Council to a meeting on 21 February 2020 to present the BMX racing track design and discuss the possibility of Council funding the development of this track. This meeting was attended by Council’s Director City Community and Culture and Manager Community Recreation and resolved to report to Council for a decision on financial contribution to this project.

As an expression of goodwill and support for this BMX Track concept raised by Council, the Trust has invested $48,000 in design works to prove the concept can work on this site including provision of the site within the Wylde MTB precinct, amenities building, carparking, track management and long-term maintenance. Subject to the agreement of funding by Liverpool City Council the Trust is open to working with Council staff on naming of the BMX Track, joint signage and providing investment into complementary BMX Infrastructure for the facility. The minimum cost of this complementary infrastructure is estimated at over $950,000.

Wylde BMX Racing Track and Project Costs

The proposed BMX racing facility will comprise an Olympic level BMX track and start hill, facilities for race events from community club level to international, floodlighting, and multiple spectator viewing points. Located within the Wylde Bike Park it will take advantage of the toilets and amenities and ample parking for participants and spectators being developed by the Trust.

The Trust has provided Council with a costing from Quantity Surveyors, Wilde and Woollard, which identifies the allowance for the BMX track including track earthworks, track floodlighting, start hill mechanics, and track surface works as $1,020,000. The Trust has forecast that Council’s commitment of $1,020,000, plus $56,000 (required in the current financial year) for detailed design completion and a 20% contingency for completion of core landscape grading works, gravel finish pathway, gabion retaining walls, hydro-mulching and lawn areas is required.

In summary up to a total of $1,280,000 will be required to deliver a fully functional BMX track. The operation of the track will be supported by the Wylde MTB amenities being funded by the Trust including carparking area, picnic lawn area, shelters, BBQs and toilets which will be available by August 2021.

The Trust’s QS report further identifies the allowance for the new facility, judging and starting shelters as $995,000 and the allowance for all hardscape, softscape, furniture, services etc. as $2,081,000. The total cost of the BMX facility would therefore be $4,096,000. The future provision of these additional facilities is currently unfunded and will likely be delivered via a mixture of future funding opportunities by the Trust, Liverpool Council and grants funding. There is however no commitment by Council, in funding the initial construction of the BMX racing track, to provide any future funding to this facility.

The Trust has a history of entering into arrangements with local government to assist with the provision of community sporting opportunities. Most prominent are the developments of sporting facilities and social infrastructure by Blacktown City Council within the northern sector of the parklands, which were funded and delivered by the Council, including liability for development costs, ongoing maintenance and operational costs.

This model differs from agreements with Blacktown Council in that that the ongoing maintenance and operational costs of the BMX facility will be 100% funded by the Trust.

Constraints on establishment of BMX Facility on Council Land

As a point of comparison between the opportunity to partner with the WSPT and the provision of a BMX facility by Council on Council land, on existing land or acquired land in the growth areas of the LGA, the following constraints are identified:

Constraint	Description
Flooding impact	Most Council recreational land is flood affected to some degree. Flood affected land is not suitable for BMX racing track development due to the change to retention capacity and flood behaviour that would result from the introduction of fill to a flood affected site. The priority for development of non-flood affected recreation land is higher standard playing fields.
Resident Impact	The development of a BMX track on new or existing Council land will need to consider the impact on existing residents neighbouring the new facility.
Contaminated sites	Council continues to encounter issues with contaminated soil on recreation land being developed for sporting facilities. The cost of any clean up can add significantly to the project cost.
Contaminated fill	Whilst all precautions will be taken by Council during the construction of a BMX track it is not possible to 100% eliminate the possibility of contamination within introduced soil.
Project delay	Where Council needs to purchase land to develop a BMX track it can be expected there would be a 5 to 15-year delay to purchase land, plan and finance the project. Where Council developed the BMX track on land it already owns it can be expected there would be a 2 to 10-year delay to plan and finance the project.

Cost to Council to Develop an Equivalent BMX Facility on Council Land.

As a point of comparison, the estimated costs for Council to establish a new BMX Facility on existing Council land or new land purchased by Council are set out below:

	Cost if established on existing Council owned land	Cost if Established on future purchased land
Cost of land purchase	$0	$5.4M to $6.7M **
Pathways & access (400 lineal metres 1.5m wide) 600m2 x $90	$54,000	$54,000
Car parking Costs ($70 per m2) 100 spaces 2650m2	$185,500	$185,500
Project Design costs	$270,000 Estimated 10% of project costs	$270,000 Estimated 10% of project costs
Track construction & associated Track costs + contingency	$1,224,000 + additional costs if spectator provision cannot be achieved using the contours of the site	$1,224,000 + additional costs if spectator provision cannot be achieved using the contours of the site
Amenities Costs (10m x 20m) 200m2 @ $6,000 m2	$1,200,000	$1,200,000
Utilities Connection Costs · Electricity run in lineal metre rate; $150/m · Water supply in lineal metre rate; $100/m · Stormwater drainage lineal metre rate; $200/m · Sewer lineal metre rate; and $150/m · Substation upgrade cost. Upgrade $150k new substation up to $350k	200 lineal metres $120,000 $150k - $350k	200 lineal metres $120,000 $150k - $350k
Contaminated Soil remediation Costs Remediation costs will depend on the results from the detailed site investigation. Assume: $200,000. But not added to cost estimate.	Detailed Site Investigation for 1.5 ha site as per guidelines - $30,000.00 Hazardous Materials Building Inspection and Report - $4,000.00	Detailed Site Investigation for 1.5 ha site as per guidelines - $30,000.00 Hazardous Materials Building Inspection and Report - $4,000.00
Spectator shade & Shelter provision	5 Shelters @ $16,600 each $83,000	5 Shelters @ $16,600 each $83,000
Operational Costs	Unknown (Electricity and Water consumption, Site mowing vandalism repairs.)	Unknown (Electricity and Water consumption, Site mowing vandalism repairs.)
Future Track refurbishment costs	Unknown	Unknown
Total Estimated costs excluding unknown costs	$3,170,500	$8,570,500 - $9,870,500
Additional costs for pump track	$350,000	$350,000

** Council’s Property Directorate advise that in relation to land purchase (acquisition) costs for land required for the development of new sporting facilities, Council will generally be purchasing the land based on its zoning or if already zoned for a public purpose its underlying zoning having regard to the characteristics of the land.

In order to provide a new sporting facility within the growth areas, it is estimated that to acquire an unconstrained site that a range of $360 to $450 per square metre plus disturbance costs would apply for the purchase of englobo residential development land. These estimates do not include the value of any potential existing DAs or legal costs if compulsory acquisition was required.

Land Function	Estimated Area Required	Low Range Estimated Cost	High Range Estimated Cost
Sporting area	1.0 hectares	$3.6M	$4.5M
Amenities and surrounds	0.3 hectares	$1.08M	$1.35M
Car parking	0.2 hectares	$0.72M	$0.9M
Total	1.5 Hectares	$5.4M	$6.75M

Adopting the above range, it is anticipated that land purchase costs for a 1.5ha residential zoned site in the growth areas, would cost in the range of $5.4 to $6.7M subject to the location, plus disturbance and compulsory acquisition costs if required.

BMX Facility Management

The proposed model of operation of the track would be based on the model used at the Sydney BMX track in Sydney Olympic Park, Homebush. The LBMXC would enter into a licence agreement arrangement directly with the Trust and all day-to-day management issues regarding the LLBMXC’s use of the facility, including all ongoing maintenance of the track, facilities maintenance, floodlighting maintenance, utilities costs and rubbish management would be managed by the Trust. This represents a good outcome for Council in terms of ongoing operational and capital expenditure on this facility.

WSP Trust Construction and Decision Timeframe.

The reason that this proposal is being brought to Council at this time is that the Trust are well advanced in their preparations for the procurement of a contractor to construct the broader Wylde Bike Park as shown in the project program milestones table below.

The Trust have indicated that if Council confirms a contribution commitment up to the $1,280,000, as identified by their quantity surveyors, the 100% detailed design and construction of the BMX track can be completed then included as a separable portion of the request for tender issued by the Trust. It has been suggested by the Trust that the inclusion of the BMX track in the Wylde Tender process may achieve up to a 20% reduction in the pricing of the track reducing the funding Council will need to provide due to factors such as the reuse of clean fill from the other project features. The accuracy of this suggestion however can only be determined after the tender process is complete.

The project milestones below identify that the tender package for the Wylde Bike Park is due for release on for 6 July 2020 to allow the completion of the project prior to the commencement of the early works construction of the M12 Motorway in Sept 2021. Council would need to provide $56,000 in the current financial year to complete the detailed design for the BMX track for inclusion in the tender package.

The project milestones are as follows:

Project Milestone	Current Programmed Date
95% detailed design	08/05/2020
100% detailed design documentation	29/05/2020
Tender package compiled	22/06/2020
Release of tender	06/07/2020
Tender close	17/08/2020
Contract awarded / site establishment	20/09/2020
Construction commencement (10-month construction period)	09/10/2020
Practical completion	13/08/2021
Facilities reopened & commissioning (2wks)	31/08/2021

Neighbouring BMX facilities

To participate in BMX activities the residents of Liverpool currently need to use facilities at either Penrith or Camden Councils.

Camden Council is currently completing construction of stage 1 of a new BMX Facility at Kirkham Park, Elderslie, 24 kilometers (30 minutes) from the old Powell Park BMX site. The new BMX Facility was constructed on a site previously used for netball and estimated to cost $1.6 million. It should be noted that car parking and amenities buildings were already established on this site, therefore this cost is only track related.

The Camden Stage 1 works include the construction of a 5-metre-high start hill, ramps and a main racetrack. The construction involved bulk earthworks, track pavements, stormwater drainage, relocation of services, floodlighting, timing and scoring system, landscaping, and structural and electrical works. Discussions with representatives at Camden Council indicate that the facility can only cater for a small percentage of elite riders who can handle a 5 metre start ramp, and that the track is unable to accommodate spectators and includes no pathways or spectator areas that can look into the track. Significant additional costs are expected should the Council seek to improve the spectator vantage points. The advantage of the proposed Wylde track is that it is designed into the contours of the site allowing natural spectator vantage points for the $1,280,000 contribution proposed.

The Penrith BMX Club are based 28km (30 minutes) from the Powell park site. The site is an older style BMX track with more basic facilities than that of Camden.

Tourism and economic outcomes from the proposed facility

The establishment of the Wylde Bike Park with mountain biking, the pump track for social BMX and the BMX racing track will establish this facility as unique in Australia. Only in Liverpool will riders be able to participate in these three cycling activities at the one venue.

The development of a BMX track with the potential to host competition from grass roots to state, national and Olympic levels opens the venue to significant attraction of sport related tourism to Liverpool. BMX Australia figures indicate that for BMX events the average ratio of participants to spectators is 1:3 meaning that a 100-participant event would on average attract 300 spectators.

Whilst the attraction of larger events cannot be guaranteed, BMX NSW runs approximately 11 major events in NSW each year which this track would be in the running to host.

The recent 2019 National BMX Championships hosted by the northern Victorian town of Shepparton, attracted more than 1,265 individual competitors, alongside 3,000 family and supporters. The welcoming of over 4,000 visitors from across the country was estimated by independent consultants to generate in excess of $6 million in economic stimulation to the region through the city’s accommodation, eating establishments, and retail.

The Wylde BMX track proposal including a 3 metre start hill, spectator vantage points and car parking availability will make it an attractive venue for the hosting of significant events up to Olympic level. The venue would be in competition for events in the region with the new Camden track however, the Wylde proposal has a distinct advantage in term of spectator vantage points, which would therefore not rule it out of contention in the bidding to host significant events.

Council could also expect to take advantage of promotional and other opportunities associated with such events, as part of a package of incentives in recognition of Council’s financial support for the project.

Other Considerations

If supporting this project with a contribution, Council is endorsing the expenditure of Council funds to create an asset on land not owned or controlled by Council.

By partnering with Western Sydney Parklands, the project allows for co-investment in a range of cycling sports and for the long-term management and governance for the facility by the Parklands Trust.

The site may appear somewhat remote at this point in time, but the location of the Wylde Bike Park venue will be on the doorstep of the Austral growth area which is expected to reach a population of 50,000 to 60,000 over the next 10 years. The site’s access from suburbs within the Liverpool LGA is supported by its proximity to the M7 motorway.

All project management of this project and future maintenance will be provided by the Western Sydney Parklands Trust.

The Wylde BMX facility would be the LGA’s centre for BMX, enabling Council to consider future “pump” style BMX tracks at other smaller sites within the LGA to spread the provision of BMX related opportunities that service the recreational side of BMX riding.

Financial Considerations

Council has no budget provisions and funds set aside for this project in current and forward years. As such, support for the project would need to be considered in light of competing budget priorities, especially under the current economic situation.

As the track will be on the Western Sydney Parklands Trust owned land and owned by the Trust, if supported, the expenditure will be accounted for as “operating grants and contributions” and funded from general reserves in the absence of any grant opportunities.

Funding Options for the Wylde BMX Track

In terms of Council contributing to the quantity surveyor’s identified cost estimate of $1,280,000 to construct the BMX racing track, there is no obligation on Council to support the proposal. However, if Council is minded to offer financial support, Council has a number of broad options on how to proceed. These include:

Option A	Council resolves to commit to funding up to the full $1,224,000 ex GST identified, plus the 2019/2020 financial year funding up to $56,000 ex GST to complete the detailed design work for the BMX track, whilst pursuing this same amount via the Covid-19 stimulus package process, which if successful, would cover or reduce Council’s commitment.
Option B	Council resolves to provide 2019/2020 financial year funding up to $56,000 ex GST to complete the detailed design work for the BMX track, rejects any Council contribution to the project, then relies wholly on the Covid-19 stimulus package process, which if successful, would cover or reduce Council’s commitment. (The timeframe for funding announcements is unknown at this stage, therefore this approach could result in Council missing the tender package deadline forgoing the possibility of any reduction of project costs that may be available as part of a larger works tender. There is no guarantee that Council will receive the full amount required to complete the project.)
Option C	Council resolves to delay any decision regarding the funding of this BMX racing track. (This would likely delay the project beyond the Trust’s tender process therefore this approach would mean Council would be forgoing the possibility of any reduction of project costs that may be available as part of a larger works tender.)
Option D	Option D Council resolves to commit to providing 50% (or another percentage) of the full $1,224,000 ex GST identified, including the 2019/2020 financial year provision of funding up to $56,000 ex GST to complete the detailed design work for the BMX track, and encouraging the BMX club to lobby for grants for the remaining percentage of funding. (This would likely delay the project indefinitely therefore this approach would mean Council would be forgoing the possibility of any reduction of project costs that may be available as part of a larger works tender.)
Option E	Council resolves to reject all requests for funding of this BMX racing track.

At the same time that this project is being presented to Council for consideration of a $1,280,000 contribution it has also been included in the fiscal stimulus package submission endorsed by Councilors and submitted to the NSW Treasury for consideration as part of the governments Covid-19 response.

Information released by the NSW Office of Local Government on 28 April indicates that the COVID-19 Local Government Economic Stimulus Package does not at this point offer grants to Councils but rather includes support for loans through TCorp and commercial loans.

This does not rule out the possibility that grants will be part of future updates to this stimulus package and Council continues to prepare for this opportunity. It should be noted that there is no guarantee that this stimulus package will prove to be suitable for the purposes proposed in this report.

CONSIDERATIONS

Economic	This project will facilitate the development of tourism based on local attractions enabling the hosting of regional, state, national and international events within the Liverpool LGA. Council has no budget provisions and funds set aside for this project in current and forward years. As such, support for the project would need to be considered in light of competing budget priorities, especially under current economic situation. As the track will be on the Western Sydney Parklands Trust owned land and owned by the Trust, if supported, the expenditure will be accounted for as “operating grants & contributions” and funded from general reserves in absence of any grant opportunities. This proposal achieves a high-quality facility at a reduced price compared to construction of a BMX facility by Council on Council land.
Environment	The project eliminates the risk of the introduction of contaminated fill onto Council land. This project eliminates the risk of needing to rehabilitate Council land should construction of a BMX track be considered on Council land.
Social	This project supports community organisations, groups and volunteers to make available a diversity of sporting and recreational opportunities to the community.
Civic Leadership	There are no civic leadership and governance considerations.
Legislative	Compliance with section 356 and sections 21 – 23 of the Local Government Act. Advertising of the proposed financial assistance for a period of 28 days is required under s.356 of the Local Government Act 1993.
Risk	Failure to support the Wylde BMX Track project may result in a lost opportunity to support community development, deliver on sporting diversity, and may negatively impact stimulus funding. Delay of funding this project now will increase Council’s future financial commitment should they choose to invest in BMX infrastructure. The risk is within Council’s current financial risk appetite which states that, Council has a medium appetite for financial impacts of between $1m and $3m, one off.

ATTACHMENTS

1. WSPT Wylde MTD - BMX Track Presentation (Under separate cover)

144

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27 May 2020

City Community and Culture Report

COM 03

Liverpool City Council Sporting Grants Program 2019/2020

Strategic Direction	Creating Connection Create a dynamic, inclusive environment, including programs to support healthy living
File Ref	100453.2020
Report By	Mark Westley - Manager Recreation and Community Outcomes
Approved By	Dr Eddie Jackson - Director City Community and Culture

Executive Summary

At its meeting held on 15 February 2010, Council established the Liverpool City Council Sporting Grants Program to provide sporting grants to the sporting clubs of Liverpool.

The total amount of available grant funds for the 2019/2020 financial year is $30,000 with $5,000 of this total targeted at applications that support sports participation by people with a disability. This report recommends the allocation of sporting grants totalling $30,000 in line with the recommendations of the Liverpool Sports Committee grants assessment panel.

RECOMMENDATION

That Council:

1. Adopts the following recommendations for the allocation of sporting grants funding, as recommended by the Liverpool Sports Committee grants assessment panel:

Club	Project Description	Grant Amount Recommended
FC Bossy Liverpool Youth Inc	Purchase of playing equipment (Balls, goals flags, nets)	$2,940.03
Australian North Cyprus Friendship Association (Green Island FC)	Purchase of playing equipment (first aid kits, field markers, balls)	$3,716.89
Casula Lakers Baseball Club	Purchase of playing equipment (Balls, bases, safety signs, ball buckets)	$2,000.00
Liverpool City Robins Soccer Club	Purchase of playing equipment (Balls and kit bags)	$2,100.00

Werriwa All Breeds Dog Training Club	Purchase of equipment (fridge, office desk, heavy duty shelving)	$1,800.00
Moorebank Baseball Softball Club	Purchase of L frames and training equipment	$4,689.93
Southern Districts Softball Association Inc	Purchase of playing equipment (kit bags, balls, safety bases, first aid kits)	$4,873.15
Fairfield Liverpool Cricket Association	Purchase of playing equipment (stumps, balls and pads)	$4,880.00
Liverpool City Little Athletics Centre	Purchase of ride on mower	$3,000.00

REPORT

A total of $30,000 has been allocated within Council’s 2019/2020 budget for distribution to sporting clubs through the Liverpool City Council Sporting Grants program. The maximum grant is limited to $5,000 per applicant.

Applications are assessed against the following criteria:

· Clubs must be located in Liverpool Local Government Area and provide activities for Liverpool residents;

· Grants must be spent within 12 months of receiving funds;

· Proof of costs must be provided;

· Applications must be received before the closing date;

· Applications must be signed by Club Office Bearers;

· Clubs must not have received funding under the previous year’s grants program;

· Projects must meet Council’s construction and safety standards; and

· Projects must address one of the following six categories:

1) Sports Development - e.g. Coaching clinics, sports camps, training and development;

2) Ground Development - e.g. Minor capital improvements;

3) Maintenance Equipment - e.g. Line marking and ground maintenance equipment;

4) Sporting Equipment – e.g. Kits, bags, balls etc., first aid and safety equipment; (Note: equipment must remain the property of the club to be eligible)

5) Education – e.g. First aid training, coaching education programs, safe play; and

6) Club diversity – e.g. Introduction of additional sports, expansion of club to include greater community involvement.

In this year’s program Council received 21 applications from 14 sporting organisations requesting a total of $71,247 inclusive of GST in grants assistance.

Applications were assessed by a panel of three sporting delegates from the Liverpool Sports Committee and Council’s Recreation Officer. The following allocation of grants were recommended by the panel:

Club	Project Description	Grant Amount Recommended
FC Bossy Liverpool Youth Inc	Purchase of playing equipment (Balls, goals flags, nets)	$2,940.03
Australian North Cyprus Friendship Association (Green Island FC)	Purchase of playing equipment (first aid kits, field markers, balls)	$3,716.89
Casula Lakers Baseball Club	Purchase of playing equipment (Balls, bases, safety signs, ball buckets)	$2,000.00
Liverpool City Robins Soccer Club	Purchase of playing equipment (Balls and kit bags)	$2,100.00
Werriwa All Breeds Dog Training Club	Purchase of equipment (fridge, office desk, heavy duty shelving)	$1,800.00
Moorebank Baseball Softball Club	Purchase of L frames and training equipment	$4,689.93
Southern Districts Softball Association Inc	Purchase of playing equipment (kit bags, balls, safety bases, first aid kits)	$4,873.15
Fairfield Liverpool Cricket Association	Purchase of playing equipment (stumps, balls and pads)	$4,880.00
Liverpool City Little Athletics Centre	Purchase of ride on mower	$3,000.00

The details of eleven applications that were not recommended for funding by the assessment panel are as follows:

Club	Project Description	Requested Grant Amount	Panel Assessment
Hinchinbrook Hornets JRLFC	Purchase of playing equipment (balls, pads, hit bags)	$5249.77	This club received funding from the 2018/2019 grants program and are therefore not eligible.
Casula Lakers Baseball Club	Purchase of playing equipment (Balls, bases, safety signs, ball buckets)	$5,000.00	This application was withdrawn by the club.
Casula Lakers Baseball Club	Purchase of line marking equipment.	$1,174.80	The application did not provide adequate pricing information and was given a low funding priority.
Casula Lakers Baseball Club	Coaching accreditation course.	$400.00	The application did not provide adequate pricing information and was given a low funding priority.
Liverpool City Robins Soccer Club	Purchase of signage for fields, seating areas and car parks	$2,145.00	The requested funding was given a lower priority due to other strong applications.
Southern Districts Soccer Football Association	Purchase of training equipment	$5,000.00	The requested funding was given a lower priority due to other strong applications.
Moorebank Baseball Softball Club	Purchase of turf for field repairs	$1,345.00	The application did not provide adequate pricing information and was given a low funding priority.
Moorebank Baseball Softball Club	Purchase of drag mat	$ 1,169.99	The requested funding was given a lower priority due to other strong applications.
Sporting Rovers Inc	Advertising and subsidize registration fees	$5,000.00	The supporting information provided with this application was poor making it a low priority for funding.
Liverpool City Robins Soccer Club	ASR Football training (skills)	$5,000.00	The application did not provide adequate pricing information and was given a low funding priority.
Kemps Creek United Soccer Club	Purchase of aluminum seating and concrete pads	$5,000.00	The project the club is seeking funding for has not been submitted to Council for review and assessment. Club encouraged to reapply in next year’s program where the project concept has approval.

The following application was made under the disability category of the grants program. This application was not recommended by the assessment panel:

Club	Project Description	Requested Grant Amount	Panel Assessment
Icare Community Services	Purchase of playing equipment and indoor sports equipment	$5,000.00	Application was received 2 weeks after the closing deadline. The supporting information provided with this application was poor making it a low priority for funding and did not improve despite a number of contacts by the grants convener.

CONSIDERATIONS

Economic	Funding of $30,000 has been allocated within the 2019/2020 operation plan to fund the Liverpool Sporting Grants Program.
Environment	There are no environmental and sustainability considerations.
Social	Support community organisations, groups and volunteers to deliver coordinated services to the community.
Civic Leadership	There are no civic leadership and governance considerations.
Legislative	There are no legislative considerations relating to this report.
Risk	There is no risk associated with this report.

ATTACHMENTS

Nil

150

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27 May 2020

City Community and Culture Report

COM 04

Grants, Donations and Corporate Sponsorship

Strategic Direction	Creating Connection Implement access and equity for all members of the community
File Ref	115402.2020
Report By	Galavizh Ahmadi Nia - Manager Community Development and Planning
Approved By	Dr Eddie Jackson - Director City Community and Culture

Executive Summary

At its extraordinary meeting held on 16April 2020, Council resolved to:

· Establish a ‘COVID-19 Emergency Response Program’ to action timely requests for Council support toward critical and essential services for vulnerable community groups in Liverpool, including allocation of funds for provision of food, accommodation and PPE; and

· Allocate funds toward essential relief services in Liverpool.

Council has received a request from St Vincent de Paul (Vinnies) which is recommended for funding.

RECOMMENDATION

That Council endorses the recommendation of $16,500 (GST exclusive) from the funds available in the Grants, Donations and Corporate Sponsorship Program budget to the following project:

Applicant	Project	Recommended
St Vincent de Paul (Vinnies)	Liverpool Night Patrol van	$16,500

REPORT

St Vincent de Paul Society NSW (Vinnies) Liverpool Night Patrol

For many years Vinnies have provided services to rough sleepers and vulnerable community members in Liverpool including the Night Patrol – a mobile service offering meals, blankets, toiletries, snacks, hot beverages and companionship to people experiencing or at risk of homelessness. This service is available to all community members, though is specifically aimed at supporting vulnerable community members who are sleeping rough, living in insecure or overcrowded accommodation. This service is delivered at no cost to the community.

Due to COVID-19 Vinnies are facing serious funding issues as their main source of income, their charity stores, have been closed.

At the same time, the demand for services and support is growing. Vinnies are requesting funding to continue the operation of their Liverpool Night Patrol van for a 10-week period.

The funding required to support the Liverpool Night Patrol van to continue its service for 10 weeks is outlined below:

Item	Quantity	Weekly Cost	Total Funding
Sandwiches	50 per day x 5 days/week	$250.00	$2500.00
Snack packs	50 per day x 5 days/week	$1250.00	$12,500.00
Toiletry packs	50 per fortnight	$150.00	$1500.00
Total for 10 weeks			$16,500.00

Recommendation

The request aligns with the Community Strategic Plan Direction 1 Creating Connections and meets the criteria of Initiative 2 of Council Resolution to allocate funds toward essential relief services in Liverpool.

It is recommended that Council provide funding of $16,500 to Vinnies to ensure the ongoing operation of the Liverpool Night Patrol van. The funding will be allocated from the available funds in Council’s Grants, Donations and Corporate Sponsorship budget.

CONSIDERATIONS

Economic

CORPORATE SPONSORSHIP
Budget	Balance	Recommended funding in this report	Remaining
$100,000	$-7,500	Nil	-$7,500
GRANTS AND DONATIONS
Budget	Balance	Recommended funding in this report	Remaining
$302,000	$194,560	$16,500	$178,560
SUSTAINABLE ENVIRONMENT GRANTS*
Budget	Balance	Recommended funding in this report	Remaining
$75,000	$60,000	Nil	$60,000
COMBINED FUNDING BALANCE
Combined Budget	Combined Balance	Total recommended funding in this report	Remaining
$477,000	$247,060	$16,500	$231,060

* Sustainable Environment Grants funding is via a rate levy and is only eligible to be used for the Sustainable Environment Grants Program.

Environment

There are no environmental and sustainability considerations.

Social

Support community organisations, groups and volunteers to deliver coordinated services to the community.

Civic Leadership

There are no civic leadership and governance considerations.

Legislative

There are no legislative considerations relating to this report.

Risk

There is no risk associated with this report.

ATTACHMENTS

1. Grants, Donations and Corporate Sponsorship Policy (Under separate cover)

153

Ordinary Meeting 27 May 2020

City Corporate Report

CORP 01

Investment Report April 2020

Strategic Direction	Leading through Collaboration Seek efficient and innovative methods to manage our resources
File Ref	108659.2020
Report By	John Singh - Accountant - Investments & Treasury Management
Approved By	Vishwa Nadan - Chief Financial Officer

executive summary

This report details Council’s investment portfolio and its performance for the month ended 30^th April 2020:

· Council held investments with a market value of $292 million;

· The economic environment globally, including Australia, suffered significantly from the start of the COVID-19 pandemic in March. The market value of Council’s investment in FRN’s has since improved;

· Council held $42m in its current account. Term deposits maturing in next few months will not be reinvested to maintain liquidity;

· The portfolio yield was 117 basis points above the AusBond Bank Bill index;

	AusBond Bank Bill Index (BBI)
Benchmark	1.12%
Portfolio yield	2.29%
Performance above benchmarks	1.17%

· Return on investment was $1.2m lower than the budget;

· Council’s investments and reporting obligations fully complied with the requirements of section 625 of the Local Government Act 1993 and clause 212 of the Local Government (General) Regulation 2005;

· Council’s portfolio also fully complied with limits set out in its current Investment Policy; and

· Council is committed to NSW TCorp’s balanced investment framework and held 19.60% of its portfolio in ADI’s rated BBB and below.

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^th April 2020, Council held investments with a market value of $292 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-20	Jun-19
Senior Debts (FRN's ,TCD's & FRB)*	100.25%	100.76%
MBS (Reverse Mortgage Backed Securities)	55.08%	59.48%
T-Corp Unit Trusts	104.65%	103.65%

*Definition of terms

· Transferrable Certificate of Deposit (TCD) - 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).

· Fixed Rate Bond (FRB) – returns Fixed Coupon (interest) Rate and is tradeable before maturity.

The economic environment globally, including Australia, suffered significantly from the start of the COVID-19 pandemic in March. The market value of Council’s investment in FRN’s has since improved. Council has sufficient funds in its current account and has no plans at this stage to sell off any of its FRN’s to meet its short-term cashflow requirements.

Council is fully compliant with the requirements of the Ministerial Investment Order including the grandfathering provisions. The grandfathering provisions state that Council may continue 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.

Council is committed to NSW TCorp’s balanced investment framework and held 19.60% of its portfolio in ADI’s rated BBB and below.

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 the AusBond Bank Bill Index (ABBI) as a benchmark to measure return on cash and fixed interest securities. The ABBI represents the 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^th April 2020 exceeded the AusBond Bank Bill index by 117 basis points (2.29% against 1.12 %).

Council portfolio continues to perform at above benchmark rates 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 April 2020 is lower than the budget by $1.2m.

Investment Portfolio at a Glance

Portfolio Performance

The portfolio yield to 30^th April 2020 exceeded the AusBond Bank Bill index by 117 basis points (2.29% against 1.12%).

Annual Income vs. Budget

Council’s investment interest income is lower than the budget by $1.2m as at 30^th April 2020 and will be closely monitored.

Investment Policy Compliance

Legislative Requirements		Fully Compliant
Portfolio Credit Rating Limit		Fully Compliant
Institutional Exposure Limits		Fully Compliant
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 0.25 per cent in its meeting on 5^th May 2020.The current 0.25 per cent cash rate is at a historically low level and impacts returns on investment.

Certificate of Responsible Accounting Officer

The Chief Financial Officer, 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 Council’s Investment Policy at the time of their placement. The previous investments are covered by the grandfathering clauses of the current investment guidelines issued by the Minister for Local Government.

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

Council has requested an on-going independent review of its investment portfolio by the 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 – the confirmation on investment to February 2020 is provided as an attachment to this report.

CONSIDERATIONS

Economic	Council’s investment interest income is lower than the budget by $1.2m as at 30^th April 2020 and will be closely monitored.
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.
Risk	The capital value and return on investment is subject to market risks. Investment limits prescribed in Council’s policy framework is aimed to mitigate these risks.

ATTACHMENTS

1. Investment Portfolio - April 2020

2. ARIC Certification of Investment Portfolio

Definitions

§ Authorised officer means a Council officer holding a Delegation.

§ Council means Liverpool City Council

§ NSW OEH means NSW Office of Environment and Heritage

§ Delegation means the legal instrument whereby powers are conferred on an authorised officer by the General Manager to act for and on behalf of Council as its agent where Council has been given those powers by legislation.

§ DA means Development Application.

§ EPA means Environment Protection Authority

§ EPA Act means the Environmental Planning and Assessment Act 1979.

§ The Use of Public Address (PA) Systems on Council Owned Properties means this policy.

§ LG Act means the Local Government Act 1993 (NSW).

§ Notice means a statutory notice issued under the POEO Act, the EPA Act, the LG Act or any other Act.

§ POEO Act means the Protection of the Environment Operations Act 1997 (NSW).

§ Penalty notice means a penalty notice which is used for offences prescribed by legislation whereby a fine is given. The value of the fine is also prescribed by legislation.

Background

Council has determined that guidelines are needed that can be implemented and enforced to minimise the impact of noise emanating from Council owned recreation areas and public halls/community centres, on nearby residential properties. The guidelines (policy) are to establish the applicable standards that are to be enforced, and include details of the fines for breaches of those standards.

Policy Statement

Liverpool City Council's Use of Public Address (PA) Systems on Council Owned Properties Policy establishes standards for Council officers to act promptly, consistently and effectively in response to allegations of excessive noise complaints made by members of the public.

Organisers of events will need to undertake measures to ensure that the sound levels will not exceed the maximum level recommended by the EPA/NSW OEH and described in this policy.

All authorised officers with enforcement duties, functions and responsibilities must act at all times in good faith and within their powers of delegation.

Council will take enforcement action when it is deemed that noise levels have been exceeded. Authorised officers should apply standards of reasonableness, common sense and good judgment, whilst remaining firm and maintaining the ability to put in place effective resolutions.

Objectives

The aim of this policy is to:

§ Provide clear guidelines for the management of Council’s enforcement actions in response to complaints relating to excessive noise in the use of public address (PA) systems on Council owned properties.

§ Provide a consistent approach to the investigation of complaints relating to excessive noise in the use of public address (PA) systems on Council owned properties.

§ Ensure the principles of procedural fairness and natural justice are followed.

§ Provide an effective process of community education, awareness and consultation.

§ Determine whether complaints relating to excessive noise in the use of public address (PA) systems on Council owned properties warrants investigation

§ Determine whether complaints relating to excessive noise in the use of public address (PA) systems on Council owned properties warrants enforcement action.

Noise Standards

This policy seeks to outline the point at which generation of noise at a public event becomes unacceptable and the means that Council will undertake to enforce non-compliance with these standards.

Council provides access to Council’s parks and halls on the following basis:

§ Noise is to be controlled by the Hirer and is not to create a nuisance to other park users. Therefore, the use of public address systems, large sound systems and other activities that generate excessive amounts of noise cannot be used without the written permission of Council.

§ The number of annual events held will not exceed an amount deemed reasonable by Council and will be dealt with on a case by case basis, where PA systems are used on or within Council owned recreation areas and public halls/community centres. Organisers of these events will need to undertake all necessary measures to ensure that the ambient background noise level (LA90) in any octave band centre frequency (31.5Hz to 8KHz inclusive) is not exceeded by more than 5dB. It is their responsibility to ensure that this does not occur.

Approval is also obtained, in certain circumstances, through Council’s Development Application (DA) process in order to undertake an event. In these circumstances the DA will stipulate the specific regulations that need to be adhered to for each event. A typical condition of DA consent provides the following:

§ The LA10 noise level emitted while entertainment is being provided (as determined in accordance with Australian Standard AS 1055.1-1997, Acoustics - Description and measurement of environmental noise, Part 1: General procedures) must not exceed the ambient background noise level (LA90) in any octave band centre frequency (31.5Hz to 8KHz inclusive) by more than 5dB:

(a) At the boundary of a lot on which any residential accommodation is located, and

(b) If the existing building is on the same lot as (but not in) a building containing any residential accommodation - on the outside wall of the building containing that accommodation, and

(c) If the existing building contains any residential accommodation - within the residential premises concerned.

Subclause (a) does not apply in relation to any boundary of the lot on which the existing building is located unless that boundary is shared with another lot on which residential accommodation is located.

It should also be noted that Musical instruments and sound equipment (radios, TVs, tape recorders, record or compact disc players, public address systems, computer games) can be used on the days and between the times stipulated below. The sound generated can not exceed the ambient background noise level (LA90) in any octave band centre frequency (31.5Hz to 8KHz inclusive) by more than 5dB at the locations (a), (b), and (c) above. The times and days when this equipment can be used is as follows:

§ Monday to Thursday and Sunday from 8am to 10pm

§ Friday, Saturday or the day immediately before a public holiday from 8am to 12 mid night but can not exceed the ambient background noise level (LA90) in any octave band centre frequency (31.5Hz to 8KHz inclusive) by more than 5dB as stated above.

Outside of the hours stated, restrictions can be placed on using these articles, if they cause offensive noise. Offensive noise is defined as:

§ Noise that, by reason of its level, nature, character or quality, or the time at which it is made, or any other circumstance, is harmful to (or is likely to be harmful to) a person who is outside the premises from which it is emitted, or interferes unreasonably with (or is likely to interfere unreasonably with) the comfort or repose of a person who is outside the premises from which it is emitted.

The POEO Act 1997 gives Council Officers the power to investigate and/or fine noise polluters. Council officers can issue Noise Abatement Orders, Noise Abatement Directions and Noise Control Notices.

Should the user breach the noise standards listed within this policy, users will be fined and owners consent to use Council land/property will not be given for a period of 12 months.

Issuing Fines

As stated previously, all users of Council owned recreation areas and public halls/community centres that breach noise levels allowed under the relevant acts will be fined an amount that is allowable under the relevant legislation applicable at the time the fine is issued. That user will also be informed that owners consent to use or hire Council land/property will not be given for a period of 12 months.

Authorised By

Council

Effective From

23 May 2011

Department Responsible

Executive Services

City Services

City Planning

Review Date

May 2013

This Policy has been developed after consultation with

Councillors

Executive Services

City Services

City Planning

Attachments

Nil

References

Prevention of Environment Operations Act 1997

Prevention of Environment Operations (Noise Control) Regulation 2008

NSW Office of Environment & Heritage – Noise Guide for Local Government

174

Ordinary Meeting 27 May 2020

City Corporate Report

CORP 03

Budget Review - March 2020

Strategic Direction	Generating Opportunity Meet the challenges of Liverpool’s growing population
File Ref	116503.2020
Report By	Earl Paradeza - Senior Management Accountant
Approved By	Vishwa Nadan - Chief Financial Officer

Executive Summary

In June 2019 Council adopted its 2019/20 operating budget with projected revenue of $305.8m and expenditure of $205.0m. In terms of the net operating result before grants and contributions provided for capital purposes, the Council budgeted for an operating deficit of $2.178m.

For the two quarters ended 31 December 2019, Council approved adjustments through resolutions and the budget review process, resulting in a revised revenue target of $293.9m and expenditure of $204.5m. This translated to a net operating deficit before grants and contributions provided for capital purposes of $2.102m.

The review of Council’s budget at 31 March 2020 identified further adjustments and if approved will result in a $5.490m net operating deficit before grants and contributions for capital purposes for 2019/20 (Ref attachment 1 – Note D). The adjustments include the impact of COVID 19 situation on Council’s budget.

The Quarter 3 budget review for 2019/20 has also resulted in a net $32.1m (Ref attachment 1 – Note E) decrease in Council’s capital expenditure program, primarily owing to deferrals of s7.11 property acquisitions, and the delayed delivery of anticipated developer works-in-kind.

RECOMMENDATION

That Council 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. The Office of Local Government has given one-month extension to Councils to present Q3 budget review allowing Council Staff to focus more on responding to the COVID 19 situation. This report provides an overview of the results on the financial review for the quarter ended 31 March 2020.

Commentary

Operating Budget

In June 2019, Council adopted its 2019/20 operating budget with projected revenue of $305.8m and expenditure of $205.0m. In terms of the net operating result before grants and contributions provided for capital purposes, the Council budgeted for an operating deficit of $2.178m.

A comprehensive budget review conducted at 31 March 2020 has resulted in further 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 2020. 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 $35.525m (Ref attachment 1 – Note A) decrease in total revenue mainly attributable to the following:

A. Due to COVID 19

· - $15.0m reduction in anticipated S7.11 contributions;

· - $10.0m delays in Developer Works-In-Kind;

· - $1.5m decrease in environmental compliance levy and principal certifying inspection fees;

· - $1.1m decrease in investment revenue due to decline in market value of investments;

· - $835k decrease in development application assessment fees and pre-DA meetings;

· - $500k decrease in parking fines revenue;

· - $401k decrease in property lease rentals;

· - $400k decrease in car parking fees revenue;

· - $368k decrease in revenue from hall hire venues;

· - $107k decrease in rezoning fees revenue;

B. General Business

· - $1.5m anticipated net gain on sale of assets will not be realised by 30 June 2020;

· - $1.5m FAST grants received in last financial year;

· - $1.0m developer contribution relating to Civic Place deferred next financial year;

· - $900k Edmondson Ave grants received in last financial year;

· - $567k reversal of sub-lease rental (35 Scott Street);

· - $500k decrease in revenue due to refunds of prior years' levies for refused or withdrawn applications;

· - $400k Lighthorse Park grant is not expected this financial year due to delay in project commencement;

· - $200k City Centre Urban Forest grant is not expected this financial year due to delay in project commencement;

· + $1.0m increase rates & domestic waste charges based on actual levied;

· + $300k increase revenue on sale recycling materials;

Decrease in income from child care fees is expected to be maintained by increased grant from the NSW State Government.

Total expenditure is projected to decrease by net $4.151m (Ref attachment 1 – Note B), mainly comprising:

A. Due to COVID 19

· - $1.4m savings from recruitment freeze;

· - $546k decrease in horticultural materials;

· - $446k decrease in expenditure due to cancellation of various events and programs;

· - $339k decrease in anticipated professional services and contractor expenses;

· - $178k decrease in trainee expenses;

B. General Business

· - $750k decrease of land under road write-offs factored in original budget;

· - $150k decrease in expenditure in other legal expenses;

The proposed budget changes will increase the budgeted operating deficit before grants and contributions for capital purposes to $5.490m (Ref attachment 1 – Note D).

Capital Budget

In June 2019, Council approved its $156.3m capital works program for 2019/20. Council subsequently approved carry over of projects valued $17.3m that were planned but not completed in 2018/19.

The third quarter budget review has resulted in $32.1m decrease to Council’s capital expenditure program (Ref attachment 1 – Note E). The budget adjustments include the following:

· - $5.5m Construction of Liverpool Civic Place project deferred to commence construction next financial year;

· - $3.2m RC37-Main Street Town Centre (Park Frontage) - Edmondson Park works have not yet commenced;

· - $3.2m Construction of Basin 14 - Edmondson Park land acquisition is unlikely to progress before end of financial year;

· - $2.9m Prestons Industrial Local Drainage-Catchment F-West of M7 Developer’s claim is not expected this financial year;

· - $2.5m Road Closure 24 Scott Street project deferred next financial year;

· - $1.9m Cirillo Reserve - Design and Construction of Sports Field delay in project commencement;

· - $1.2m RMN6-Main Neighbourhood-Edmondson Park works have not yet commenced;

· - $1.2m CLB2-Bio-Retention Basin-East Leppington acquisition unlikely to occur this financial year;

· - $1.1m Georges River Foot Bridge Voyager Point works unlikely to commence this financial year;

· - $1.0m Reduction of anticipated tipping fees for disposed asset;

· + $1.9m Edmondson Ave - Detailed Design funding towards land acquisition to accommodate the road widening concept design.

At 31 March 2020, Council has a capital expenditure program of $125.8m as detailed in Attachment 3.

The YTD capital expenditure to 31 March 2020 was $48.2m.

The Table 1 below provides summary of the budget results:

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

Attachments 1 - Quarter 3 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

3. The proposed revised budget for 2019/20 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 2020

Attachment 8 - Consultancy and Legal Expenses

Attachment 9 - Contracts and Other Expenses

Attachment 10 - City Development Fund and Environment Levy

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

CONSIDERATIONS

Economic	The revised budget net operating result before Grants and Contributions following Quarter 3 Budget Review and Council resolutions to 31 March 2020 will be a deficit of $5.490m.
Environment	There are no environmental and sustainability considerations.
Social	There are no social and cultural considerations.
Civic Leadership	Deliver services that are customer focused. Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct.
Risk	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. Breach of legislation if not done.

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

10. City Development Fund & Environment Levy Reserves

209

Ordinary Meeting

27 May 2020

City Infrastructure and Environment Report

INF 01

Clean Air for Liverpool

Strategic Direction	Strengthening and Protecting our Environment Develop, and advocate for, plans that support safe and friendly communities
File Ref	116553.2020
Report By	Michael Zengovski - Manager City Environment
Approved By	Raj Autar - Director City Infrastructure and Environment

Executive Summary

Council, at its meeting held on 25 March 2020, resolved to explore the feasibility of providing portable air monitoring stations to facilitate improved monitoring and management of air quality within the Liverpool LGA.

This follows earlier decisions of Council regarding the need to improve air quality in Liverpool. Over the last twelve months, the need for improved monitoring and management of air quality within the Liverpool LGA has been considered by Council on numerous occasions. At its meetings of February, August and December 2019, Council identified and resolved to undertake a range of initiatives and actions which aimed to bring about improvements to the quality of air within Liverpool.

The identified actions and corresponding progress were considered by Council at its meetings in August 2019 and subsequently in December 2019. Following review of progress on the identified actions, Council acknowledged that the identified range of actions will over time achieve meaningful improvements to the quality of air within the LGA.

With regards to the installation of portable air monitoring stations, Council’s investigations together with consultation with the NSW Environmental Protection Authority (EPA) found that use of portable air monitoring systems is only justified under specific circumstances. Further, it is also considered that broad use of portable air monitoring systems without clear objectives could be counterproductive to achieving air quality improvements and associated benefits.

RECOMMENDATION

That Council

1. Receives and notes this report; and

2. Notes that broad-based installation and use of portable air monitoring systems is not considered viable in achieving air quality improvements.

REPORT

1. Background

At its meeting held on 25 March 2020, Council resolved that:

a) a report be provided to the May Council Meeting on the cost and effectiveness of providing portable air monitoring stations for use throughout the LGA on a similar basis as the Council Cameras; and

b) a corresponding time frame be provided, where if determined to proceed, when the air monitoring stations could be in operation.

2. Monitoring and management of air quality

Over the last twelve months, the need for improved monitoring and management of air quality within the Liverpool LGA has been considered by Council on numerous occasions. At its meetings of February, August and December 2019, Council identified and resolved to undertake a range of initiatives and actions which aimed to bring about improvements to the quality of air within Liverpool.

Current air quality monitoring programs and findings

To better understand the local sources of fine particle air pollution, Council in conjunction with the University of Wollongong installed air-monitoring systems and commenced a monitoring program within the Liverpool City Centre to enable collection of data on air pollution arising from both fine and coarse particles. Results from this air quality monitoring indicate that smoke arising from hazard reduction burns appears to be the primary cause of fine particle pollution.

Further, an independent peer review of the report “Clean Air for NSW-2018 Update” published by Doctors for the Environment Australia in February 2019 also found that elevated short-term air quality results from 2018 were due to the increase in the number of frequent exceptional events such as dust storms, bushfires and hazard reduction burning.

Through its own assessment, the NSW EPA found that the measured exceedances of the 24-hour average PM₁₀ and PM_2.5standard at Liverpool’s monitoring station during 2018 were deemed to be caused by exceptional events, such as dust storms, bushfires and hazard reduction burning. The EPA further concluded that the prolonged drought conditions have had a major impact on air quality across NSW.

Need for portable air quality monitoring

Portable air quality monitoring is currently undertaken in response to only those activities where the risks of airborne particles impacting sensitive receptors such as residents, schools or childcare centres are assessed to be material. These mostly relate to dust generating construction activities, and in particular, activities involving remediation of contaminated lands.

With regards to other known generators of air pollution, Council staff have been exploring ways to expand the scope of air monitoring to include sites that are known to generate higher levels of pollution such as resource recovery operations, materials recycling sites and concrete batching plants.

Council’s investigations found that the air quality monitoring devices required to effectively monitor these industries are real time loggers that measure wind speed, dust concentrations generated and particle size fractions. These loggers provide real-time data on air quality and dust pollution exceedances. The cost to undertake an air quality monitoring program is estimated to be between $16,000 and $20,000 per month, based on four real time loggers.

However, to be effective and provide meaningful data, the monitors would need to be set up within close proximity of the nominated dust pollution source, and in most cases in collaboration with the property owner. As these industrial premises are regulated by the EPA under Environmental Protection Licences (EPL), any additional air monitoring, to the monitoring already in place at these sites, would need to be undertaken in response to increased dust observations or specific complaints from neighbouring properties. In this regard, the NSW EPA has advised that any concerns regarding air quality around such industries should be referred to them to enable EPA to pursue any breaches of the EPL.

Further, discussions with the NSW EPA and consultants with expertise in monitoring air quality have found that there are numerous reasons portable air monitoring programs fail to achieve intended results. These include:

§ Lack of cooperation from property owners where air pollution is considered to be the source. To obtain credible results, any monitoring would need to be along the property boundary and with the owner’s permission. For sites that are already subject to an EPL, this is seen as a duplication, unnecessary and not the best use of Council resources.

§ Locating air monitoring sensors away from the source e.g. on adjoining Council property would expose the sensors to possible pollution from other sources such as truck fumes, thereby compromising the quality of collected data.

§ Liverpool is considered to have satisfactory coverage in terms of adequacy of air monitoring stations. The Department of Planning Industry and Environment has monitoring stations at Bringelly and Rose Street, which provides the Air Quality Index (AQI). The AQI provides detailed daily information on air quality, and measurements include ozone, carbon monoxide, sulphur dioxide, nitrogen dioxide, airborne particles and visibility. The AQI also provides a comparison of air pollutants, standardising these measurements into an index which illustrates the level of risk. This information is readily available for making management decisions that are impacted by poor air quality.

§ Randomly installing air quality monitoring stations outside sensitive receptors such as childcare centres, schools and residential areas would be costly without any commensurate benefit. While mobile cameras are installed around known hotspots for illegal waste dumping, similar hotspots do not exist with regards to air quality.

3. Conclusions

In view of the foregoing and considering the multiple air quality monitoring programs already in place, it is considered that sufficient monitoring is already in place to allow better understanding of air quality issues in Liverpool to enable appropriate management actions to be taken to achieve broad and long term improvements to air quality.

Council’s investigations together with consultation with the NSW EPA show that use of portable air monitoring systems, while adequate for localised and targeted monitoring, is not viable or warranted for broader air quality monitoring and management programs.

CONSIDERATIONS

Economic	There are no economic and financial considerations.
Environment	Manage air, water, noise and chemical pollution. Raise community awareness and support action in relation to environmental issues.
Social	There are no social and cultural considerations.
Civic Leadership	Act as an environmental leader in the community. Provide information about Council’s services, roles and decision making processes.
Legislative	There are no legislative considerations relating to this report.
Risk	The risk is deemed to be low.

ATTACHMENTS

Nil

213

Ordinary Meeting

27 May 2020

City Infrastructure and Environment Report

INF 02

Management of contaminated lands

Strategic Direction	Strengthening and Protecting our Environment Develop, and advocate for, plans that support safe and friendly communities
File Ref	119163.2020
Report By	Michael Zengovski - Manager City Environment
Approved By	Raj Autar - Director City Infrastructure and Environment

Executive Summary

This report provides an update on the various remediation works and associated activities that are currently underway to manage a range of contamination issues affecting Council owned lands, predominantly comprising asbestos contamination.

Council’s task of managing its asbestos contamination effectively and safely continues to intensify, mainly due to ongoing discovery of legacy insitu asbestos in open spaces and the ongoing asbestos containing illegal waste dumping across the Liverpool LGA. Further, Council has over 770 hectares of open space that require ongoing maintenance operations, and while it is impossible to know the condition of all the sites, Council’s Asbestos and Waste Management System (AWMS) has provided a systematic process for the identification, investigation and remediation of contaminated sites to ensure they continue to remain fit for their intended purpose.

Best practice asbestos and waste management have now become a key function of Council, with a clear management structure and corresponding budget to enable delivery of identified remediation works. Over the last five years, Council has spent approximately $20 million remediating contaminated lands.

RECOMMENDATION

That Council receives and notes this report.

REPORT

1. Background

Council conducted an Environmental Waste Audit in 2015 to review and improve its practices in the management of asbestos, and construction and demolition waste generated from its ongoing activities. The findings of this Audit became the impetus for a range of vital changes to the management of contamination issues affecting council owned lands, predominantly comprising asbestos contamination. One of the most significant outcomes of the Audit was the development, and subsequent endorsement by the NSW EPA of an overarching Asbestos and Waste Management System.

2. Management of Council’s contaminated lands

The number of contaminated sites has continued to increase since the findings of the environmental waste audit conducted by Council in 2015. This is mainly due to the ongoing discovery of legacy insitu asbestos in open spaces and other council land, as well as ongoing asbestos containing illegal waste dumping across the Liverpool LGA. The following table shows the number of known sites in the LGA impacted by a range of contamination, including contamination from asbestos containing materials, glass containing envirosoils used for top dressing, legacy waste from former gasworks, landfill related contamination and PFAS.

Date	Number of contaminated sites	Investigation and remediation undertaken or planned
October 2015 - Environmental Waste Audit	21	§ 15 sites have been investigated and remediated. § 6 sites have been investigated and require either further investigations or remediation works.
March 2019	63	§ 43 sites have had detailed site inspections undertaken for the presence of asbestos. Of these sites 7 sites have had detailed sub surface contamination investigations with soil sampling and reporting, 6 sites have clearance reports § 20 sites require detailed sub surface contamination investigations with soil sampling and reporting.
September 2019	74	§ 54 sites have had detailed site inspections and/or re-inspections for the presence of asbestos. Of these sites, 12 sites have had detailed sub surface contamination investigations with soil sampling and reporting, 15 sites have clearance reports, 5 sites have draft asbestos/environmental management plans § 20 sites require detailed sub surface contamination investigations with soil sampling and reporting.
March 2020	92	§ 74 sites have had detailed site inspections and/or re-inspections for the presence of asbestos. Of these sites, 34 sites have had detailed sub surface contamination investigations with soil sampling and reporting, 33 sites have clearance reports, 6 sites have draft asbestos/environmental management plans, 3 sites are known to be contaminated with PFAS and are subject to ongoing investigations. § 18 sites require detailed sub surface contamination investigations with soil sampling and reporting.

3. Management of Council’s buildings with asbestos

Council has care and control of numerous buildings and facilities that were built around the middle to late twentieth century when asbestos containing materials were considered a viable choice for construction. Consequently, parts of Council’s building portfolio have asbestos containing materials in areas such as electrical switchboards, eaves and ceilings.

As part of implementing its AWMS, Council in 2018, commenced a process to undertake a comprehensive review and inspection of its asbestos containing buildings by specialist consultants, with the view to updating the asbestos registers and corresponding asbestos management plans, in accordance with SafeWork NSW requirements. All 205 registers have now been updated. The updated registers are currently being placed in prominent locations, such as on notice boards at all buildings, where possible.

Further, all asbestos building remediation works recommended by the consultant have been completed and clearance certificates have been provided for the 32 buildings and facilities identified for remediation.

4. Asbestos and Waste Management System (AWMS)

In view of the magnitude, complexity and the importance of managing contamination, Council in November 2018 developed and duly received endorsement from the NSW EPA of an overarching Asbestos and Waste Management System and has since been progressively implementing the various Guidelines that underpin this system. The AWMS provides a structured framework for a whole-of-council approach to the management of asbestos and associated waste.

Council was recognised and highly commended for its efforts in the management of asbestos at the 2019 Local Government NSW Excellence in Environment Awards.

5. Waste Tracking System

Council implemented a waste tracking system in November 2018 to ensure that all illegally dumped waste as well as waste arising from Council’s own construction operations are appropriately tracked, waste classified as per NSW EPA requirements and transported to a facility licensed to receive the waste.

The following table presents a summary of the illegally dumped waste removed and disposed with its corresponding costs since November 2018:

Period	Volume (tonnes)	Total disposal cost	Amount recovered from EPA
Nov - Dec 2018	301	$134,107	Nil
Jan - Dec 2019	1,575	$691,409	$35,150
Jan - Apr 2020	306	$100,550	Nil

The low recovery from the EPA is due to the stringent requirements the EPA has in place to make claims. Claims can be made only if the illegally dumped asbestos is regarded as high risk, i.e. friable and dumped in a sensitive area. Council’s illegally dumped waste typically consists of bonded asbestos dumped in rural streets and does not meet the EPA’s requirements for cost recovery.

6. Asbestos Working Group

As part of continually looking at ways to improve Council’s practices in managing its asbestos task, Council in September 2019 created a working group comprising members from Work Health and Safety, City Presentation and Infrastructure Directorates. The Asbestos Working Group (AWG) meets fortnightly and the interactions have enabled increased levels of awareness of asbestos management. The AWG has brought about improved communication between key areas and departments of Council.

7. Status of major remediation works

The following table provides the current status of Council’s major remediation projects.

Site name and location

Type of contamination

Status of investigation/remediation works

1. Powell Park, Cartwright

Asbestos in soil

§ Awaiting planning approval to commence remediation. Environmental impact statement (EIS) has been submitted to Council and contractor panel has been established.

§ Anticipated remediation completion date: Sep 2020.

2. Western Depot, Kemps Creek

Asbestos and PFAS

§ All investigation works have been completed and a remediation report prepared.

§ Council is working with the RFS on remediation planning.

§ Anticipated remediation completion date: Dec 2020.

3. Former gas works site, 68 Speed Street

Hydrocarbon compounds

§ The site was notified to the NSW EPA in Feb 2019 under Section 60 of the Contaminated Land Management Act 1997

§ Site has been capped and is being developed as an at-grade car park.

§ Offsite soil and groundwater investigations continuing.

§ Remediation requirements and timing will be determined following completion of offsite investigations.

4. Helles Park, Helles Avenue, Moorebank

Former landfill. Asbestos in soil, landfill gas, hydrocarbons and heavy metals in groundwater

§ Soil investigations have been completed with significant contamination from former landfill identified.

§ Some additional investigations still required to delineate groundwater and landfill gas contamination.

§ Anticipated remediation completion date: Dec 2021.

5. Lighthorse Park, Liverpool

Former landfill. Asbestos in soil.

§ Preliminary investigations have been completed.

§ Additional soil and groundwater investigations to occur in May 2020 to inform design of Lighthorse Park embellishment works.

§ Anticipated remediation completion date: June 2021.

6. Angle Park, Chipping Norton

Former landfill. Asbestos in soil.

§ Investigations have been completed with significant asbestos contamination from former landfill identified.

§ Remediation planning is underway.

§ Anticipated remediation completion date: Dec 2021.

8. Remediation expenditures

Activity	Annual Expenditure					Total $000
Activity	2015/16 $000	2016/17 $000	2017/18 $000	2018/19 $000	2019/20 $000	Total $000
1. Investigation and remediation of contaminated lands	$6,536	$2,591	$3,741	$950	$1,792	$15,610
2. Asbestos Registers and Management Plan	-	-	-	$72	$125	$197
3. Illegal dumping	$4	$692	$1,201	$738	$727	$3,362
4. Asbestos and Waste Management System	$195	$245	$183	$15	$51	$689
Total	$6,735	$3,528	$5,125	$1,775	$2,695	$19,859

As can be seen, the highest levels of expenditure have been incurred on remediating contaminated sites, and removal and disposal of illegal waste. This level of expenditure in these areas is anticipated to continue until the major contaminated sites identified in Section 7 above have been remediated.

The current NSW EPA waste levy is over $143 per tonne. The high costs involved in lawfully disposing of materials such as asbestos have created an incentive to not comply with the law resulting in widespread illegal dumping of waste. While in November 2019, the NSW Government removed the levy on asbestos waste weighing up to quarter of a tonne (250 kg) in a bid to discourage illegal dumping of asbestos waste, Council considers that this is unlikely to combat the widespread illegal dumping being experienced in Liverpool. Another strategy recently released is the doubling of penalties to $2 million for corporations and $500,000 for individuals caught dumping illegally.

9. Conclusions

Council continues to manage its asbestos task effectively, with Council’s Asbestos and Waste Management System providing the necessary framework to drive the required change management processes. While the full extent of the asbestos task is unable to be quantified, Council’s systems and processes now provides a range of effective tools to identify and manage asbestos related risks in a systematic way.

CONSIDERATIONS

Economic	There are no economic and financial considerations.
Environment	Manage air, water, noise and chemical pollution. Raise community awareness and support action in relation to environmental issues.
Social	There are no social and cultural considerations.
Civic Leadership	Act as an environmental leader in the community. Provide information about Council’s services, roles and decision making processes.
Legislative	There are no legislative considerations relating to this report.
Risk	The risk is deemed to be medium.

ATTACHMENTS

Nil

221

Ordinary Meeting

27 May 2020

City Infrastructure and Environment Report

INF 03

Managing Stray Cats

Strategic Direction	Strengthening and Protecting our Environment Develop, and advocate for, plans that support safe and friendly communities
File Ref	121186.2020
Report By	Alexi Gilchrist - Environment Restoration Plan Coordinator
Approved By	Raj Autar - Director City Infrastructure and Environment

Executive Summary

Council, at its meeting held on 5 February 2020, resolved to:

1. Investigate the feasibility of developing a TNR program at Liverpool Animal Shelter;

2. Involve local veterinarians and veterinary clinics in providing pro bono services to assist with the TNR program and rehoming of cats;

3. Identify other organisations, i.e. the RSPCA, that may also be able to assist and add value to a local TNR program;

4. Consider other measures that can be undertaken within the LGA to mitigate the impacts of feral cats on the local community and provide a report back to Council by the May 2020 Council meeting;

5. Write to relevant State Minister recommending that the State Government adopt legislation similar to the Western Australian Cat Act;

6. Addresses with WSROC the opportunity for WSROC to advocate for a regional solution;

7. Include in the LGA and LGNSW Conference Agenda a call for the Federal and State Government to provide funding to Council, to change the Companion Animal Act and provide Council funding to enable councils to enact the new measures to identify stray animals and non-registered cats as homeless and desex and house the cats until homes can be found in order to address feral cat plagues in urban areas; and

8. Bring its No Kill Policy to the next Council meeting for its consideration and that the report include some measurement in terms of what neighbouring Councils do or what the standard is across NSW.

A report was provided to Council at its meeting held on 29 April 2020 which addressed points 1,2,5,6,7 and 8 of this resolution (copy attached).

This report provides an update on items 3 and 4 of the resolution.

RECOMMENDATION

That Council receives and notes this report.

REPORT

At its meeting of 5 February 2020, Council resolved the following in relation to the management of stray cats and a Trap-Neuter-Return (TNR) Program:

1. Investigate the feasibility of developing a TNR program at Liverpool Animal Shelter;

2. Involve local veterinarians and veterinary clinics in providing pro bono services to assist with the TNR program and rehoming of cats;

3. Identify other organisations, i.e. the RSPCA, that may also be able to assist and add value to a local TNR program;

4. Consider other measures that can be undertaken within the LGA to mitigate the impacts of feral cats on the local community and provide a report back to Council by the May 2020 Council meeting;

5. Write to relevant State Minister recommending that the State Government adopt legislation similar to the Western Australian Cat Act;

6. Addresses with WSROC the opportunity for WSROC to advocate for a regional solution;

Update on Resolution Point 3

Following an earlier Council resolution in December 2019, which resolved that a briefing be arranged with the RSPCA and Cat Protection Society, a meeting was held on 29 January 2020 between Council and representatives from both organisations. An agreement was reached to work together on the following programs to assist with stray cats:

§ Free microchipping and vaccination days; and

§ Discounted desexing programs with local vets.

Arrangements are now being made with both RSPCA and Cat Protection Society to provide a joint briefing to Council.

Update on Resolution Point 4

There are a number of labels that can be applied to roaming cats, and the interchangeable use of these terms has complicated the management of these animals. While stray and feral cats share some commonalities there is a big difference. Stray is a broad term that refers to urban cats that are either semi-owned, being fed by humans concerned for their welfare, or unowned. Most are socialised to humans, but this is not always the case. These are considered domestic cats, regardless of ownership status.

Feral cats live, hunt and breed in the wild and have had little to no interactions with humans. These animals have reverted to a wild state and exist independently of domestic populations. These occur in large tracts of bushland, such as land managed by state and federal agencies. To the knowledge of council officers, based on animals referred to Council and inspections undertaken, there is no known population of cats that satisfies the definition of 'feral cats'. The reported cats mostly fall into the 'semi-owned' category of domestic cats.

It has also been noted that powers to seize stray cats are limited. Council continues advocating for a review of cat management arrangements in the Companion Animal Act 1998, to improve stray cat management outcomes. This matter has been discussed with both WSROC and City Deal councils with the intention of a possible joint submission.

Community education and engagement has been identified as the most cost-effective measure to manage stray cats. Council provides extensive programs to educate and help the community to comply with the legislation and being responsible pet owners.

CONSIDERATIONS

Economic	There are no economic and financial considerations.
Environment	Raise community awareness and support action in relation to environmental issues.
Social	There are no social and cultural considerations.
Civic Leadership	Act as an environmental leader in the community. 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. Actively advocate for federal and state government support, funding and services.
Legislative	Companion Animals Act 1998 (No 87. Section 30)
Risk	There is no risk associated with this report.

ATTACHMENTS

1. Report - NOM01 Feral Cats and Return TNR Program 29 April 2020

268
CTTE 04	Minutes of the Audit, Risk and Improvement Committee Meeting held on 1 May 2020
Attachment 1	Audit, Risk & Improvement Committee Minutes - 1 May 2020

Audit, Risk and Improvement Committee Minutes

1 May 2020 - Online - 9:00am - 12:00

Committee Members Present:

Stephen Horne	Acting Chairperson, Independent Member
Andrew McLeod	Independent Member
John Gordon	Independent Member
Geoff Shelton	Councillor

Observers:

Karress Rhodes	Councillor
Kiersten Fishburn	Chief Executive Officer (CEO)
George Hampouris	Acting Director City Corporate
Chris Van Zyl	Acting Head of Audit, Risk and Improvement (Head of ARI)
John Morgan	Director Property & Commercial Development (Item 6.1 only)
Mark Brookfield	Operational Risk & Insurance Coordinator
George Harb	Chief Information Officer
Elizabeth Espinosa	General Counsel, Manager Governance, Legal & Procurement
Hiba Soueid	Manager Corporate Strategy & Performance (Item 11 onward)
Vishwa Nadan	Chief Financial Officer
Greg Parkes	NSW Audit Office, Audit Leader
Lawrissa Chan	NSW Audit Office, Director, Financial Audit Services
Rose Koch	Committees Officer (Minutes)

1. WELCOME / OPENING

The Acting Chairperson welcomed attendees and opened the meeting at 9:35 am. Chairperson Andrew McLeod requested Stephen Horne to chair the meeting on his behalf as he was travelling during this meeting.

2. APOLOGIES

Nil

3. DECLARATIONS OF INTEREST

Independent Gordon declared a non-pecuniary interest requesting that his standing list of disclosures be updated to include his appointment as a member of the ARIC for Shoalhaven City Council and as Chairperson for the ARC with the NSW Health Care Complaints Commission.

Clr Shelton and Clr Rhodes both declared a non-pecuniary interest in relation to Liverpool Civic Place (LCP) covered in item 5.1 of this agenda, due to discussions made at a previous Council meeting.

Acting Chairperson declared a non-pecuniary interest for item 13.1, as one of the authors of the Procurement (Integrity) Probity report.

4. CONFIRMATION OF PREVIOUS MINUTES

Independent Gordon noted that on item 3, page 4 of the previous minutes discussing Declarations of Interest, that a correction be made as to be involved with the “South West Sydney Local Health District” instead of “Sydney Local Health District”.

That the minutes of the Audit, Risk & Improvement Committee Meeting held on 7 February 2020 be confirmed as a true record of that meeting.

Motion Moved: Acting Chairperson Seconded: Independent Gordon

5. ACTION TRACKING FROM MINUTES

5.1 Audit, Risk and Improvement Committee - Resolution Tracking

The statuses of each item in the ARIC Resolution Tracking Report was noted and acknowledged by the Committee.

Queries & Discussion

i. Clr Shelton made reference to the item “Council Reports Risk Management Implications” in the ARIC Resolution Tracking Report and queried whether the implementation of the draft risk templates will be proceeding at all.

The CEO confirmed that this had been approved and will be implemented at the May Council meeting. Communication will be made to staff that this has been introduced to Council reports moving forward.

RECOMMENDATION

That the Audit, Risk & Improvement Committee receive and note the ARIC Resolution Tracking document.

Motion Moved: Acting Chairperson Seconded: Independent Gordon

6. SPECIAL AGENDA ITEMS

6.1 Liverpool Civic Place Update

Director Property & Commercial Development delivered a presentation to the ARIC on the details for Liverpool Civic Place (LCP). The project consists of both Council and developer works involving Council offices, a new library, parking, hotel and commercial office space. The development has been presented to the Design Excellence Panel, and feedback was provided that the ground plain should be reduced to level with Scott Street, which would improve access for the library and the Council building. Additionally, the reduction of traffic load will be a focus in the shared zone where the plaza will be located, giving Council scope to negotiate with Roads and Maritime Services (RMS) for access to Terminus Street to limit the number of vehicles.

The LCP Masterplan has been lodged and a determination is underway. An Early Works DA was lodged in December 2019 for demolition excavation of the Council works component. A tenancy opportunity for the University of Wollongong (UoW) at LCP is currently in discussion. If this is unsuccessful, tenancy opportunities with other organisations will be considered. Work commencement on site is expected for Q3 or Q4 this year, with completion of the project expected by the end of 2022 or early 2023.

Queries & Discussion

A. Independent McLeod queried the extent of conversations had with UoW for potential tenancy at LCP, as this was a significant consideration in the feasibility study of the project.

Director Property & Commercial Development advised that discussions were made with UoW and it was noted that there are changes to student numbers at present and they have confirmed their commitment to Liverpool for their South West Sydney Campus and to Council’s existing building at 33 Moore Street. The expectation is a slower response on the uptake of space, however there is confidence that they will take the offer. Further details will surface later in the year.

B. Independent Gordon queried in relation to the financials of the proposed construction, whether borrowing costs and escalation in building costs have been considered.

Director Property & Commercial Development assured that the feasibility does include escalation and the view is that the increases have been included in the contingencies. This will be reviewed over the coming months.

RECOMMENDATION

That the Audit, Risk & Improvement Committee receives and note the presentation update on Liverpool Civic Place received from the Director Property & Commercial Development.

Motion Moved: Independent McLeod Seconded: Independent Gordon

7. EXTERNAL AUDIT

7.1 External Audit Update

Director Financial Audit Services informed the Committee that the planning procedures have been completed for the 2019-20 audit. These were predominantly in relation to COVID-19. The audits are currently being conducted remotely with expected challenges in this space. The plan is to remain to the original deadlines despite the Office of Local Government (OLG) issuing extensions till the end of November this year. Council is in a favourable position.

Queries & Discussion

A. Independent Gordon noted that the financial impact of COVID-19 on the financial statements will be an issue for a number of Councils. It was recommended to note in the financials that this is an unprecedented event and to summarise broadly how Council has managed this financially, as opposed to solely open disclosures.

The Chief Financial Officer advised that this will be taken on notice.

Director Financial Audit Services added that the Auditor General had tabled their report to Parliament for the 2018-19 audit recently in March. A video has been released which presents the high-level findings of the report and is worth considering.

RECOMMENDATION

That the Audit, Risk & Improvement Committee note the verbal update made by the external auditors.

Motion Moved: Independent McLeod Seconded: Independent Gordon

8. INTERNAL AUDIT

8.1 Internal Audit Projects and Activities - 1 January to 31 March 2020

Acting Head of ARI informed of the highlights for Q3. The field reports for the CCTV, compliance, tree management and procurement self-assessment audits have been finalised. Overall these have been managed well and opportunities have been identified for improvement. The Liverpool Civic Place audit is currently in progress and will be reported on at the next ARIC meeting.

Internal Audit Plan

A new internal audit plan will not be developed and tabled until the COVID-19 situation eases. The plan is to continue with the existing Strategic Internal Audit plan, with flexibility to assist management with any areas of concern. In terms of overdue action items, there is no stringency. Conversations are being made with staff and time extensions will likely be given for those items.

Queries & Discussion

A. Clr Shelton queried whether the reference to the Liverpool Civic Place (LCP) audit being in the “fieldwork phase” is a separate piece of work to the external audit the Councillors received a briefing on.

Acting Head of ARI advised that the external auditors conducting the audit have been engaged with on behalf of the Internal Audit team. The audit report under item 8.1 provides a status update on this audit.

The CEO confirmed that the external auditors were in the process of reviewing Council’s documentation as part of their fieldwork.

B. Clr Shelton queried how the auditors would assess the value for money proposition and the methodology involved.

Acting Head of ARI advised that the main area of focus is the financial modelling provided for Liverpool Civic Place (LCP), and the justification of the project from a financial perspective. It is a decision of Council to determine whether it provides value for money. From an audit perspective, a reasonable level of assurance is provided that the processes were in place to ensure the main objectives have been achieved and that the financial modelling provided is accurate.

The Chief Financial Officer added that he had provided an overview of the cash flow for LCP, the expected outflows over the two-year construction period, post construction, as well as the expected rental revenues. This was modelled into the long-term financial plan and consideration was given to whether Council can afford this project. The findings had confirmed affirmative and this was presented in a business case and will act as a foundation for the loan application process. In terms of value for money, this is a broad and complex question which has not been tested and analysed.

Clr Shelton expressed concern that it will be difficult for audit reports to state whether Council will be getting value for money.

The Chief Financial Officer advised that he had not seen an audit report that assesses the value for money of the LCP project for Council and the community.

Independent McLeod was of the view that the audit objective was too broad as this is a partially commercial and community investment project. Evaluating perceptions of value would be more comprehensive than a commercial determinant. Concerns were expressed that the auditors may not be able to qualify as value for money.

The CEO added that this project is geared for the community with a social and economic benefit. It is a catalyst project for further commercial development which aims to revitalise the southern end of the Liverpool CBD via community assets such as the Library and Council space. The value proposition is different to project delivery and it is critical that the auditors acknowledge this.

Independent Gordon was in agreement that this would be pure value for money where the community benefit overall socially and economically. This can be balanced with a financial return focus. The auditors may express an opinion on the process behind the evaluation or the information to form that view. Council only can assess the value for money aspect of this project.

Clr Shelton requested that it be noted that he voted against an audit of LCP.

Acting Chairperson suggested the Acting Head of ARI discuss with the independent, contract auditors on the concerns raised by the committee, and rephrase the value for money objective to assess whether the Councillors have been provided sufficient information to make a value for money community decision.

C. Independent Gordon queried whether fraud and corruption has been covered in the current COVID-19 environment, relating to vulnerabilities in IT processes, procurement and working from home. It was also queried whether management is documenting these processes in order to justify decisions to the NSW Audit Office or other authorities in the event of post COVID-19 reviews.

Acting Head of ARI advised discussions were made with key stakeholders. Council is currently operating as businesses as usual, however changes have been made in the IT space with tightening security controls. It was suggested to management that any changes made in the organisation be submitted to the Councillors for review. As part of the COVID-19 report, stimulus projects have gone to Council and these will be well documented. Council’s Business Improvement Partner and the Strategic Projects Manager are capturing new initiatives during this time. A further report will be provided on this at the next ARIC meeting.

The CEO added that all Critical Incident meetings are minuted. Any risk areas surrounding the redeployment of staff and triggering the splinter award, will have clear documentation outlining the decisions made. Once the COVID-19 situation has improved, a master file with all decisions will be documented. Overall, Council is currently in a good position where this is concerned.

D. Acting Chairperson advised that in relation to the significant risks for overdue action items that these be an area of focus and documenting the rationale behind leniency to other items of lesser risk during this time.

Independent McLeod suggested for determining outstanding actions that are achievable under a COVID-19 umbrella and prioritise these areas.

Acting Head of ARI confirmed that staff are proactive in this space and are communicating with the Audit team, where time extensions are facilitated and judgement calls are made.

RECOMMENDATION

That the Audit, Risk & Improvement Committee;

1. Receives and notes The Internal Audit Projects and Activities Report.

2. Receives and notes the Overdue Audit Action Items greater than 90 days report.

3. Notes the Certificate of Investment Confirmation and authorise the ARIC Chair to sign the Certificate of Investment Confirmation for the period 1 December 2019 to 29 February 2019.

4. Receive a report on the full impact the COVID-19 pandemic has had on Council’s investment portfolio.

Motion Moved: Independent McLeod Seconded: Independent Gordon

9. RISK MANAGEMENT

9.1 Enterprise Risk Management Report - March 2020

Acting Head of ARI reported of new risks this quarter in relation to underinsurance, increased insurance premiums, the contribution shortfall for unfunded infrastructure and the Liverpool Civic Place tenancy.

Queries & Discussion

A. Independent Gordon sought to ascertain whether Council had taken action to secure insurance, despite cost increases and queried whether there is sufficient insurance.

The Operational Risk & Insurance Coordinator advised that currently the market is very volatile. Lloyds of London have issued instructions to all of their underwriting syndicates that unless they have profited over recent years in specific lines that they are to drop those lines. The capacity in the market has reduced significantly and as a result, the cover purchased previously is unavailable. This is being monitored by Council and any availability will be reassessed for purchase. There have been no changes to public liability and professional indemnity, however the property market is volatile.

Independent Gordon requested for an update at a future meeting to identify areas which have reduced cover in order to discuss actions for risk management. The Operational Risk & Insurance Coordinator recommended that this update be provided later in the year around the renewal period in October.

B. Acting Chairperson noted that in relation to the tenancy and financial sustainability of Liverpool Civic Place, the inherent rating is medium with a low residual rating and queried how this conclusion was reached.

Acting Head of ARI advised that it is believed that there is sufficient interest in the market in the event UoW does not occupy the space and Council will be able to lease this to a difference organisation.

The CEO added that in the current environment the lack of A grade space in Liverpool means that there is a strong commercial proposition. Council is being contacted by people searching for A grade in Liverpool.

C. Acting Chairperson commented that in the risk register where the residual risks are high or extreme, where controls are partially effective, it would be ideal to include alternative solutions and commentary actions to reduce the risk where possible.

Acting Head of ARI advised that a risk gap analysis has been made between the risk appetite and risks in the register, where risk treatment plans have been formulated. Not all of them will have treatment and will be included in the appetite.

Independent Gordon added that the current risk register does not show the movement of risks. It is sound practice to develop the risk register to reflect the current level of risk, the target risk level, the risk treatments and the expected timetable to achieve target risk levels.

Acting Head of ARI added that the register run via Promapp does not have the functionality to include the target risks to achieve. It can be done manually however this is being moved away from as it adds further level of red tape. Once or twice per annum, a reconciliation can be made to show where Council wants to be. Risk treatments do show the timeframes for implementations. The gap analysis between Council’s risk register and its risk appetite can be forwarded to the Independents for feedback.

The CEO requested that any templates be forwarded to the Audit team that falls under best practice.

D. Clr Shelton queried whether COVID-19 should be shown as a separate identifiable risk in relation to the national economy and locally in relation the LGA and specific aspects of the Council enterprise, such as a breakout at a childhood centre or aged care facilities.

Acting Head of ARI advised that this will be taken on notice in how this can be represented in the risk register.

Independent Gordon advised that COVID-19 should be listed as a pervasive risk with an overall focus with its impact on the community and the organisation, where in each individual business unit a response can be made.

Independent McLeod advised the incident management teams are working on COVID-19 on a daily basis and that it is a live risk rather than a perceived potential risk.

Clr Shelton added that localised failure of containment can present a future risk therefore a potential outbreak should be considered for future developments.

Operational Risk & Insurance Coordinator advised that he sees this as part of the Business Continuity Plan.

Independent Gordon added that this is long-term risk which will be intertwined into business as usual. This may not be covered in the disaster recovery plan.

Acting Director City Corporate added that all perspectives can be captured in a risk register with all the frameworks and controls, therefore there is a level of comfort with best practice where risks are being responded to.

Acting Chairperson agreed that this requires both short term action plans dealt with by the pandemic plans as well as a long-term focus recorded in the risk register.

RECOMMENDATION

That the Audit, Risk & Improvement Committee receive and note the Enterprise Risk Management report and attachments.

Motion Moved: Independent Gordon Seconded: Clr Shelton

9.2 COVID-19 Pandemic Actions and Responses

Operational Risk & Insurance Coordinator reported that his team are planning for the medium and long-term operations. Directions are being followed by State and Federal Governments. Council is proceeding as business as usual where possible under the circumstances.

Acting Chairperson added that COVID-19 has impacted on various regional Councils which has led to insolvency and has created significant financial impact.

The Chief Financial Officer advised that Council is estimating a $4 to $5 million loss in user charges for Q4 in the 2019/20 year. With this said, there is sufficient funding in the account and term deposits will be kept aside once they mature. There are no cash flow issues at present.

Queries & Discussion

A. Independent Gordon queried whether COVID-19 adjustments have been incorporated in the 2020 - 21 year budget.

The Chief Financial Officer confirmed yes and advised that Council has made strategic decisions in keeping positions vacant, hiring freezes and the expected loss of revenue has been captured in next year’s budget. It is expected the net deficit will be $6 to 7 million. A slowdown is expected in developer activities with an impact on cash flows for capital contributions.

B. Independent Gordon assumed that potential projects require grant funding and queried whether Council is wanting to support the community with as much activity where possible.

The CEO advised that the stimulus projects Council has will require either grants, low interest loans from NSW Treasury Corporation, or pursue an option with the Planning Ministers’ approval to borrow against s 7.11 which would release a significant amount of funding and provide stimulus to the local economy.

The reasonably healthy financial position under the circumstances are testament to the efforts of Council staff and the current term of Council.

C. Clr Rhodes queried how risks in communication regarding COVID-19 to the LGA can be addressed considering the local paper, free of charge has been removed.

Operational Risk & Insurance Coordinator advised that the local papers have stopped with their print version and are available via electronic means.

The CEO advised that Council directs the community to other media outlets for accurate information via Council’s website.

D. Acting Chairperson queried the safety of electronic communications in relation to hacking and phishing during the COVID-19 outbreak. It was also queried how staff are being reached working from home to check performance.

Acting Director City Corporate advised that there were limitations in the number of available laptops for staff where critical staff were identified to provide laptops to. Staff without a laptop would resume to their personal device and there are limitations for VPN access. Projects have been fast tracked to upgrade the VPN for all staff to access the full suite of systems. IT security was considered and upgraded. A phishing campaign has been created to educate staff during the crisis.

The CEO advised of the CEO Live events that are held weekly in order to provide information to staff and this provides scope for staff to ask questions. Recently a psychologist was a guest speaker at this event to provide advice for mental wellbeing.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Receive and note the update provide.

Motion Moved: Independent Gordon Seconded: Clr Shelton

9.3 Business Continuity Planning

Queries & Discussion

A. Independent McLeod queried whether the Business Continuity Planning (BCP) was a success.

Operational Risk & Insurance Coordinator was of the view that is a success and added that he had been testing the plan prior to the escalation of the COVID-19 pandemic through a BCP test exercise. Overall, provided that quality staff and resources exist, despite the situation, operations continue and that occurrences never reflect what is in written form.

Independent McLeod added that he is interested to examine how closely aligned the BCP is and how it satisfied the needs of the management group. Concerns were expressed that it didn’t achieve what it needed to at his own organisation.

Acting Chairperson suggested that a post-COVID review of the BCP as a mechanism for management be performed.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Receive an update on the implementation of the recommendations made in the BCP exercise document.

2. Receive the updated BCP prior to finalising.

Motion Moved: Independent McLeod Seconded: Independent Gordon

10. GOVERNANCE, COMPLIANCE & FRAUD

10.1 High Risk Probity Advice

Acting Chairperson advised that this report has been noted as read and acknowledged by the ARIC.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Receive and note the findings and recommendations contained in the attached Probity Reports.

Motion Moved: Clr Shelton Seconded: Independent McLeod

10.2 Procurement Statistical & Trend Analysis

Manager Governance, Legal & Procurement advised that this information was provided to managers recently. There is an update in the report of the statistics, and it was identified that all training has been temporarily suspended whilst the organisation adjusts to remote learning and functioning. They will be reinstated in May 2020.

Queries & Discussion

A. Acting Chairperson queried whether unforeseen procurement risks have emerged and if there were adjustments to make.

Manager Governance, Legal & Procurement confirmed that some of the challenges faced have been positively implemented, in terms of the perceived time delay of documents signed and the progressing of tender evaluation plans, reports and signing of contracts. Due to working remotely this has led to the use of existing processes of the TRIM workflow and adequately implementing electronic signage. This has worked very well.

B. Acting Chairperson noted that the Procurement team have engaged with EFTsure as part of the suite of checks and balances and queried their experiences in using this software.

Manager Governance, Legal & Procurement advised that this will be taken on notice and will be included in a future report to the ARIC.

The Chief Financial Officer confirmed that it was helpful in identifying mismatched bank account numbers.

Manager Governance, Legal & Procurement noted of a risk of contracts signed in wet ink that are likely to be signed electronically and there is legislation regulation going through parliament through the Law Society, where submissions are being made to fast track this. Changes were made recently in relation to witnessing these documents however the second round is the execution of documents.

C. Independent Gordon queried whether the external probity’s are spread between the probity firms used by Council.

Manager Governance, Legal & Procurement confirmed that there is an existing expired recognised contractor list of external probity advisors. There is a NSW State Government list of recognised probity advisors that can be used. Council is exploring the use of the NSW State Government list at present.

RECOMMENDATION

That the Audit, Risk & Improvement Committee receive and note the procurement statistical & trend analysis report.

Motion Moved: Independent Gordon Seconded: Clr Shelton

10.3 Legal Affairs Report

Independent Gordon queried whether any significant updates are available from December 2019 to present.

Manager Governance, Legal & Procurement advised that an updated report was considered by Council recently and each quarter it is submitted to Council. The report updates Council and the ARIC of the ongoing litigation involving the Land and Environment Court and development consents. There are no complex cases to currently report. The recent report approved by Council will be tabled to the next ARIC.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Receive and note the report containing the legal affairs of Liverpool City Council.

Motion Moved: Independent McLeod Seconded: Independent Gordon

10.4 ICAC - Managing corrupt conduct during the COVID-19 outbreak

Acting Head of ARI advised that there is nothing of significance to report at present. The individual business units will be required to document business risks associated with the current epidemic and staff working from home. The financial impacts of COVID-19 and financial sustainability will be reported to a future ARIC meeting.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Receive and note the ICAC guidelines on managing corrupt conduct during the Covid-19 breakout.

2. Receive and note the initiatives presented to the Extraordinary Council Meeting on 16 April 2020.

3. Receive a report from each Directorate outlining the effect of COVID-19 on their business. The unique business risks and challenges associated with the staff working remotely, the initiatives introduced to manage the increased risks and challenges.

4. Receive a report on the financial impacts of COVID-19 and financial sustainability.

Motion Moved: Clr Shelton Seconded: Independent Gordon

11. SERVICE REVIEW & IMPROVEMENT

11.1 Service Reviews

Head of ARI advised that a framework is being established on Service Reviews. There is further consultation to take place with the EMT. By the next ARIC meeting, this will progress.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Receive a further report on the Service Delivery Framework and projects identified and prioritised for review.

Motion Moved: Independent Gordon Seconded: Independent McLeod

11.2 Biannual Performance Report

This report was praised.

Independent Gordon queried what community feedback is received from this report.

The CEO advised there is limited feedback from the community. Extensive work has been made over the previous years to improve the quality of reporting.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Notes and receives this report.

Motion Moved: Independent Gordon Seconded: Clr Shelton

11.3 Quality Management Program

The Quality Improvement Program and measures were noted by the ARIC. Council was congratulated on these efforts.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Note the Quality Management Framework and continuous improvement program.

2. Receive statistics on the number of outdated processes, quarterly progress and aging of overdue processes by Directorate.

Motion Moved: Independent Gordon Seconded: Clr Shelton

11.4 The Australasian LG Performance Excellence Program

Acting Head of ARI advised that the team are working on improvement opportunities in this report. Management has been forthcoming in accepting these recommendations. Further progress will be tabled at the next ARIC meeting.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Note this report and receive further reports from the Business Improvement Partner on improvement opportunities identified in the key considerations.

Motion Moved: Clr Shelton Seconded: Independent McLeod

12. ARIC SUPPORT

No discussion was made.

13. GENERAL BUSINESS (FOR INFORMATION)

13.1 IIA Whitepaper - Procurement Integrity (Probity)

Acting Head of ARI reported that significant work is being made in the probity space and there is scope for improvement. Discussions are underway in implementing a policy framework for probity across procurement, development assessment processes, work in kind processes and planning agreements. There is nothing holistically covering all of these probity areas at present. This need has been identified and a report will be tabled at the next ARIC meeting.

Manager Governance, Legal & Procurement advised that LCC are well placed to take on this opportunity. There is a separate framework in relation to very complex projects allowing probity to take place, but there is no centralised policy to cover those. While these are addressed and Liverpool City Council is not exposed, they are contained in separate documents.

Acting Chairperson noted that at state government level, probity includes having a policy on unsolicited proposals which are an area of challenge. Some Councils have adopted this and it was recommended that Liverpool City Council consider this.

RECOMMENDATION

That the Audit, Risk & Improvement Committee:

1. Receive and note the IIA Whitepaper – Procurement Integrity (Probity)

2. Receive a gap analysis at a future meeting to understand any shortcomings in the current policy framework for probity across procurement, development assessment processes, work in kind processes and planning agreements.

Motion Moved: Independent Gordon Seconded: Independent McLeod

13.2 Risk Appetite Query

Clr Shelton noted of various statements in relation to risk appetite and queried Council’s mechanism of changing its risk appetite in relation to the general enterprise, and whether now is the time to be doing this in the current environment.

Acting Head of ARI advised that Council rolled out a risk appetite statement in 2019.

Independent McLeod added that risk aversion may imply negative meaning to the community where innovation and originality to combat problems never encountered would be ideal. Independent Gordon was of the same view and that changing the risk appetite at this stage may lead to an unintended decrease in risk appetite.

Acting Head of ARI advised that business reports going to Council will now include a risk rating, which will provide indication on where the risks lie and whether it was within Council’s risk appetite. He was of the view that the risk appetite shouldn’t change at this stage.

Acting Head of ARI added that risk appetite statements are there to guide risks. Management can adopt a different risk tolerance based on the individual project as long as there is an appetite for it and the decision to accept the risk is appropriately recorded.

14 CLOSE

The Chairperson closed the meeting at 12:58 pm.

15 NEXT MEETING

Friday, 7 August 2020, Microsoft Teams Meeting, 9:30 am – 12:30 pm

109
EGROW 05	Rail Services West of Bankstown
Attachment 2	Correspondence to Minister for Transport and Roads

115
EGROW 05	Rail Services West of Bankstown
Attachment 3	Transport for NSW Options Document - Rail Services West of Bankstown

125
EGROW 06	Public Arts Policy
Attachment 1	Draft Public Art Policy

168
CORP 02	Reducing Red Tape
Attachment 1	Signage on Council Land Policy

Strategic Direction	Generating Opportunity Advocate for, and develop, transport networks to create an accessible city
File Ref	114812.2020
Report By	David Smith - Manager Planning and Transport Strategy
Approved By	Tim Moore - Director, City Economy and Growth / Deputy CEO

Economic	Commissioning a study will have a financial impact that is not budgeted for in the 2019/20 Annual Plan.
Environment	Support the delivery of a range of transport options.
Social	There are no social and cultural considerations.
Civic Leadership	Actively advocate for federal and state government support, funding and services.
Legislative	There are no legislative considerations relating to this report.
Risk	There is no risk associated with this report.

Economic	By increasing engagement and comfort within urban places for residents and visitors there will be increased economic benefits. Increase tourism based on successful and celebrated public sites and places. Increase engagement of thoroughfare traffic. Creation of attractive environment for investment. Assist in delivering a more comfortable, accessible and engaging CBD and whole LGA.
Environment	Raise community awareness and support action in relation to environmental issues. Increase activation of outdoor spaces. Engage narratives of environment and sustainability with accessible storytelling, innovative design and aspirational partnerships with industry and creatives. Increase people friendly urban sites. Celebrate and highlight the natural environment.
Social	Provide public spaces where connection is encouraged for the community. Provide and increase accessibility and diverse narratives. Increase active engagement between communities and visitors and public spaces. Celebrate rich cultural heritage. Celebrate shared aspirations. Increase awareness and knowledge of council and communities shared directions and values.
Civic Leadership	Will increase collaborations. Increases stakeholder engagement with Council and therefore community. Provides innovative and best practice urban design. Well managed use of resources. Leading to increased access, awareness and celebration.
Legislative	Local Government Act 1993
Risk	There is no risk associated with this report.

Strategic Direction	Leading through Collaboration Strive for best practice in all Council processes
File Ref	114401.2020
Report By	Jessica Saliba - Senior Governance & Probity Officer
Approved By	George Hampouris - Acting Director City Corporate

196
CORP 03	Budget Review - March 2020
Attachment 4	Grant Status Report - Applications

199
CORP 03	Budget Review - March 2020
Attachment 5	Grant Status Report - Received

200
CORP 03	Budget Review - March 2020
Attachment 6	Cash & Investment Report

202
CORP 03	Budget Review - March 2020
Attachment 7	Key Performance Indicators

204
CORP 03	Budget Review - March 2020
Attachment 8	Consultancy & Legal Expenses Budget Review Statement

205
CORP 03	Budget Review - March 2020
Attachment 9	Contracts & Other Expenses Statements

207
CORP 03	Budget Review - March 2020
Attachment 10	City Development Fund & Environment Levy Reserves

237
CTTE 01	Notes of the Liverpool Access Committee meeting held on 20 February 2020
Attachment 1	Meeting Notes of the Liverpool Access Committee meeting held on 20 February 2020

244
CTTE 02	Minutes of Strategic Panel Meeting held on 17 April 2020
Attachment 1	Minutes of Strategic Panel Meeting of 17 April 2020

Strategic Direction	Creating Connection Celebrate diversity, promote inclusion and recognise heritage
File Ref	114686.2020
Report By	Thomas Wheeler - Heritage Officer
Approved By	Tim Moore - Director, City Economy and Growth / Deputy CEO

251
CTTE 03	Minutes of the Extraordinary Meeting of the Heritage Advisory Committee on 17 March 2020
Attachment 1	Minutes of the Extraordinary Meeting of the Heritage Advisory Committee held on 17 March 2020