COUNCIL AGENDA
Ordinary Council Meeting
10 December 2024
Liverpool Civic TOWER Council Chambers, Level 1, 50 Scott Street, Liverpool NSW 2170

You are hereby notified that an Ordinary Council Meeting of Liverpool City Council will be held at the Liverpool Civic tower Council Chambers, Level 1, 50 Scott Street, Liverpool NSW 2170 on Tuesday, 10 December 2024 commencing at 2:00pm. Doors to the Chamber will open at 1.50pm.
Liverpool City Council Meetings are livestreamed onto Council’s website and remain on Council’s website for a period of 12 months. If you have any enquiries, please contact Council and Executive Services on 8711 7781.

![]()
Mr Jason Breton
ACTING CHIEF EXECUTIVE OFFICER
Statement of Ethical Obligations
Oath or Affirmation of Office
In taking the Oath or Affirmation of Office, each Councillor has made a commitment to undertake the duties of the office of councillor in the best interests of the people of Liverpool and Liverpool City Council and that they will faithfully and impartially carry out the functions, powers, authorities and discretions vested in them under the Local Government Act 1993 or any other Act to the best of their ability and judgment.
Conflicts of Interest
A councillor who has a conflict of interest in any matter with which the council is concerned, and who is present at a meeting of the council when the matter is being considered, must disclose the interest and the nature of the interest to the meeting as soon as practicable. Both the disclosure and the nature of the interest must be recorded in the minutes of the Council meeting where the conflict of interest arises. Councillors should ensure that they are familiar with Parts 4 and 5 of the Code of Conduct in relation to their obligations to declare and manage conflicts of interests.
Order of Business
PAGE TAB
Opening
Acknowledgment of Country and Prayer
National Anthem
Apologies
Condolences
Confirmation of Minutes
Ordinary Council Meeting held on 20 November 2024 and Ordinary Council Meeting held on 26 November 2024 ....................................................................................................................... 7
Declarations of Interest
Public Forum
Mayoral Report
Notices of Motion Of Rescission
NIL
Chief Executive Officer Reports
NIL
Planning & Compliance Reports
PLAN 01 Middleton Grange DCP Amendment - Post Exhibition Report…………….. 84 1
PLAN 02 Liverpool Local Traffic Committee - Committee Charter Update………….. 98 2
PLAN 03 Implementing a Minimum Lot Size for Dual Occupancies in the
R2 Zone………………………………………………………………………… 126 3
PLAN 04 Planning Proposal - Heritage Listing for Lot 17 Leacocks Lane,
Casula......................................................................................................... 139 4
PLAN 05 Status of Planning Agreements Under Negotiation................................... 145 5
PLAN 06 Financial Status of Council's Contributions Plans..................................... 175 6
Community & Lifestyle Reports
COM 01 Report back to Council: Edmondson Park Residents Advisory Group..... 197 7
COM 02 Annual Contribution to South West Sydney Academy of Sport
(SWSAS).................................................................................................... 201 8
COM 03 Grants Donations and Community Sponsorship Report............................ 209 9
COM 04 Policy Review - Code of Meeting Practice
To be provided in the Addendum Book later in the week
Corporate Support Reports
CORP 01 Revoking of Internal Ombudsman Policy..................................................... 221....... 10
CORP 02 Public inquiry update.................................................................................... 234....... 11
Customer Experience & Business Performance Reports
NIL
City Futures Reports
CFD 01 Ireland Park Masterplan Update................................................................... 242....... 12
CFD 02 Craik Park - Final Master Plan and Draft Plan of Management................... 253....... 13
CFD 03 How to expedite the delivery of parks in Austral and Edmondson Park...... 272....... 14
CFD 04 Tree Management Framework (Tree Policy, Tree Management Strategy, and Tree Management Technical Guidelines)............................................................. 279....... 15
CFD 05 Community Engagement Strategy 2024...................................................... 289....... 16
Operations Reports
OPER 01 Draft Plan of Management for Light Horse Park.......................................... 294....... 17
OPER 02 Koalas on Heathcote Road........................................................................... 305....... 18
OPER 03 Streetsweeper Operations............................................................................ 309....... 19
OPER 04 Neighbourhood Areas Reinstatement.......................................................... 313....... 20
Committee Reports
CTTE 01 Minutes of the Aboriginal Consultative Committee meeting held on 7 November 2024.............................................................................................................. 318....... 21
CTTE 02 Minutes of the Community Safety & Crime Prevention Advisory Committee held 7 November 2024............................................................................................ 324....... 22
CTTE 03 Minutes of the Tourism and CBD Committee Meeting held on 29 October 2024 330 23
CTTE 04 Minutes of the Liverpool Local Traffic Committee held 06 November 2024 337....... 24
Questions with Notice
QWN 01 Question with Notice - Clr Harte - Casula Powerhouse Arts Centre........... 347....... 25
QWN 02 Question with Notice - Clr Harte - Council Facility Patronage..................... 356....... 26
Presentations by Councillors
Notices of Motion
NOM 01 Lebanon Foreign Aid.................................................................................... 366....... 27
NOM 02 Liverpool Olympic......................................................................................... 368....... 28
NOM 03 Land Acquisitions and Detention Basins...................................................... 370....... 29
Council in Closed Session
The following items are listed for consideration by Council in Closed Session with the public excluded, in accordance with the provisions of the Local Government Act 1993 as listed below:
CONF 01 Rate Modelling and Liverpool Civic Place Valuation
Reason: Item CONF 01 is confidential pursuant to the provisions of s10A(2)(c) of the Local Government Act because it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.
CONF 02 Edmondson Ave Upgrade
Reason: Item CONF 02 is confidential pursuant to the provisions of s10A(2)(c) of the Local Government Act because it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.
CONF 03 Compulsory Acquisition of 155 Fourth Avenue, Austral for open space and drainage purposes.
Reason: Item CONF 03 is confidential pursuant to the provisions of s10A(2)(c) of the Local Government Act because it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.
CONF 04 Proposed Acquisition of Lot 8 in Plan of Acquisition DP 1289743, Pt 25 Bernera Road, Prestons for road widening purposes
Reason: Item CONF 04 is confidential pursuant to the provisions of s10A(2)(c) of the Local Government Act because it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.
CONF 05 Proposed Granting of an Easement to Drain Water over Council's land known as Discovery Park, Lot 77 DP 27242, 40 Atkinson Street, Liverpool
Reason: Item CONF 05 is confidential pursuant to the provisions of s10A(2)(c) of the Local Government Act because it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.
CONF 06 Report on Council’s Financial Position
Reason: Item CONF 06 is confidential pursuant to the provisions of s10A(2)(c) of the Local Government Act because it contains information that would, if disclosed, confer a commercial advantage on a person with whom the Council is conducting (or proposes to conduct) business.
To be provided in Confidential Addendum Book later in the week
Close
MINUTES OF THE Ordinary Meeting
HELD ON 20 November 2024
PRESENT:
Mayor Ned Mannoun
Councillor Adjei
Councillor Ammoun
Councillor Dr Green
Councillor Harle
Councillor Harte
Councillor Ibrahim
Councillor Karnib
Councillor Macnaught
Councillor Monaghan
Councillor Ristevski
Mr Jason Breton, Acting Chief Executive Officer
Mr Farooq Portelli, Director Corporate Support
Mr Craig Lambeth, Acting Director Community & Lifestyle
Ms Lina Kakish, Director Planning & Compliance
Ms Michelle Mcilvenny, Director Customer & Business Performance
Mr Shayne Mallard, Director City Futures
Mr Peter Scicluna, Acting Director Operations
Mr David Galpin, General Counsel, Manager Governance, Legal and Procurement
Mr Vishwa Nadan, Chief Financial Officer
Ms Clara McGuirk, Manager Cultural Venues and Events
Ms Jacqueline Newsome, Acting Manager Civic and Executive Services
Ms Katrina Harvey, Councillor Executive and Support Officer
Ms Gabriella Rojas, Acting Councillor Executive and Support Officer
Ms Susan Ranieri, Coordinator Council and Executive Services (minutes)
The meeting commenced at 2.01pm.
|
STATEMENT REGARDING WEBCASTING OF MEETING |
The Mayor read the following:
“In accordance with clause 5.34 of Council’s Code of Meeting Practice, I inform the persons attending this meeting that: (a) the meeting is being recorded, livestreamed and made publicly available on the council’s website, and (b) persons attending the meeting should refrain from making any defamatory statements.”
|
|
ACKNOWLEDGMENT OF COUNTRY, PRAYER OF COUNCIL AND AFFIRMATION |
The prayer of the Council was read by Father Paul Monkerud from All Saints Catholic Church.
|
|
NATIONAL ANTHEM |
The National Anthem was played at the meeting. |
|
COUNCILLORS ATTENDING REMOTELY be granted permission to attend the meeting via MS Teams. NIL.
|
|
APOLOGIES
NIL.
CONDOLENCES
|
ITEM NO: |
COND 01 |
|
SUBJECT: |
Elizabeth Reyel (read by Mayor Mannoun) |
|
On behalf of Liverpool City Council, I wish to express our deepest condolences on the passing of Elizabeth Reyel on 9 October 2024.
Elizabeth was an integral member of the Council team for over 21 years, commencing her journey with us in January 2003 as a Customer Service Officer. She later transitioned to Procurement in August 2014, where her dedication, professionalism, and positivity left a lasting impression on her colleagues and the organisation.
Born in the Philippines as the sixth of seven children, Elizabeth’s upbringing instilled in her a strong work ethic. She excelled academically, graduating top of her class and achieving her qualification as a Certified Public Accountant. In 1982, she married her husband, and together they built a beautiful family. The Reyel family immigrated to Australia in 2002, making Liverpool their home and enriching our community with their presence and contributions.
Elizabeth’s commitment to her work was matched only by her devotion to her family and faith. Known as Betsy to her friends, Mom to her children, and Oma to her grandchildren, she was a pillar of love and support to all who knew her.
Elizabeth is survived by her husband, her three daughters, her two grandsons, and her extended family.
Council acknowledges Elizabeth’s outstanding contributions to Liverpool City Council and the Liverpool community. Her legacy of kindness, dedication, and excellence will not be forgotten.
We extend our heartfelt sympathies to Elizabeth’s family, friends, and colleagues during this difficult time. May her memory serve as a source of comfort and strength to those who loved her.
Rest in peace, Elizabeth Reyel.
|
|
|
Motion: Moved: Mayor Mannoun Seconded: Clr Dr Green
That a one minute silence be held for Elizabeth Reyel. On being put to the meeting the motion was declared CARRIED.
A one minute silence was then held for Elizabeth Reyel.
|
|
Declarations of Interest
Deputy Mayor Harle declared a non-pecuniary, but significant interest in the following item:
Item: CONF 04 - 2025 Australia Day Awards.
Reason: He was nominated for an Australia Day Award.
Deputy Mayor Harle stated he would leave the Chamber for the duration of this item.
Note: the Council meeting was adjourned before this item was debated and will therefore be dealt with when the meeting reconvenes on 26 November 2024.
Clr Dr Green declared a non-pecuniary, less than significant interest in the following item:
Item: CONF 04 - 2025 Australia Day Awards.
Reason: Clr Dr Green knows one of the nominees that have been nominated for an Australia Day Award.
Clr Dr Green stated she would leave the Chamber for the duration of this item.
Note: the Council meeting was adjourned before this item was debated and will therefore be dealt with when the meeting reconvenes on 26 November 2024.
Confirmation of Minutes
Motion: Moved: Clr Green Seconded: Clr Ammoun
|
That the minutes of the Ordinary Meeting held on 16 October 2024 be confirmed as a true record of that meeting with an amendment to the following item:
Clr Dr Green was incorrectly listed as a Councillor appointed to the Liverpool Sports Committee. Clr Dr Green’s name is to be removed as a Councillor appointed to the Sports Committee.
The Extraordinary Meeting held on 12 November 2024 be confirmed as a true record of that meeting.
On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion. |
Public Forum
Presentation – items not on agenda
1. Fariha Dean and Zeina Sawalhi addressed Council on the following item:
Liverpool Youth Council – HSC Tutoring Program.
2. Diana Vukovic addressed Council on the following item:
Lawson Road and Cuthell Road, Badgerys Creek.
Representation – items on agenda
1. Fari Salievski on behalf of the Board of the Liverpool Chamber of Commerce addressed Council on the following item:
NOM 02 – Business Stimulation for George Street, Liverpool.
|
Mayoral Minute
ITEM: mayor o1 SUBJECT: The Office of Local Government's Review of the Councillor Conduct Framework |
|
MOVED BY: Mayor Ned Mannoun DATE: 20 November 2024
|
|
The Office of Local Government is completing a comprehensive review of the Councillor Conduct Framework, proposing updates to promote accountability, transparency, and integrity across New South Wales councils. These recommendations cover critical areas, including clearer behavioural standards, a refined dispute resolution and penalty framework, and measures to restore professionalism in council meetings. Liverpool City Council’s endorsement of these changes reflects our commitment to governance, excellence and public trust. Key Recommendations being considered:
o Enhanced Code of Conduct Requirements: The OLG proposes aligning councillor conduct with parliamentary standards, establishing clearer behavioural expectations. Updates to the Oath of Office will further reinforce councillors’ commitment to ethical public service.
o Clearer Behavioural Definitions: Revised definitions are proposed to better address significant conduct issues and reduce minor complaints, focusing the complaints process on substantive matters. o Stricter Regulations for Property Developers and Real Estate Agents: The OLG recommends stricter standards for councillors with ties to property development or real estate to address potential conflicts of interest, ensuring impartial decision-making. o Addressing Inappropriate Lobbying: The OLG proposes guidelines to address inappropriate lobbying, ensuring councillors engage with stakeholders transparently and avoid undue influence that could impact council decisions.
o State-Wide Peer Panel for Behavioural Issues: A state-wide panel of experienced councillors would handle behaviour-related complaints, providing a fair and peer-reviewed oversight mechanism. o Centralized Conflict of Interest Management: The OLG recommends managing significant conflicts of interest at a state level, applying a structured penalty system to ensure consistency across councils. o Referral of Significant Sanctions: For serious breaches, the OLG proposes that significant sanctions be referred to an appropriate independent tribunal or body, ensuring that higher-level penalties are reviewed and administered by an impartial authority.
o Increased Transparency and Order in Meetings: The OLG recommends empowering mayors to address disruptions by imposing sanctions to ensure respect and order within council proceedings.
These recommendations represent essential reforms aimed at upholding integrity, transparency, and accountability in local councils across New South Wales. By supporting these changes, Liverpool City Council demonstrates its commitment to the highest standards of governance and professional conduct in serving our community. Recommendation: That Council: 1. Formally endorses each recommendation in the OLG’s review of the Councillor Conduct Framework, recognising these changes as essential for maintaining and enhancing public trust in local government. 2. Makes a submission to the OLG outlining its formal endorsement in support of the proposed framework. 3. In its submission, advocates for the NSW Government to consider adopting a similar conduct framework at the state level, ensuring consistency and reinforcing public confidence in governance across all tiers. 4. Directs the Acting CEO to submit Liverpool City Council’s endorsement by the OLG’s specified deadline. 5. Immediately implement open door Briefing Sessions.
COUNCIL DECISION:
Motion: Moved: Mayor Mannoun That the recommendation be adopted. On being put to the meeting the motion was declared LOST. Division called: Vote for: Mayor Mannoun, Clr Adjei, Clr Ammoun, Clr Harte and Clr Macnaught. Vote against: Clr Dr Green, Clr Harle, Clr Ibrahim, Clr Karnib, Clr Monaghan and Clr Ristevski*.
*Note: Clr Ristevski did not vote for or against the motion. Therefore in accordance with Clause 11.4 of Council’s Code of Meeting Practice (as shown below), he is recorded as voting against the motion:
“A councillor who is present at a meeting of the council but who fails to vote on a motion put to the meeting is taken to have voted against the motion.”
|
|
Mayoral Minute
ITEM: mayor o2 SUBJECT: Mosquitoes |
|
MOVED BY: Mayor Ned Mannoun DATE: 20 November 2024
|
|
The mosquito plague in East Liverpool has severely impacted residents and has caused significant disruption to daily life. The oxiponds at Sydney Water’s Water Recycling Plant in Warwick Farm was discovered by Associate Professor Cameron Webb as the primary source of excess mosquito breeding impacting residents in Chipping Norton and beyond. The excess mosquito breeding was caused by the oxiponds being over-run by frogbit weed, and turned into an 8 hectare body of stagnant water. Sydney Water and the NSW Government have responded to the emergency and are working to clear the pond, however this is of little comfort to local residents.
We have never seen anything like this before.
Recommendation:
That Council: 1. Write to the NSW government requesting that they do all in their power to mitigate the current mosquito plague in the Liverpool LGA. 2. Request a detailed report from the NSW Government on how this occurred and how they will ensure that this will never happen again. 3. Request that Sydney Water compensate all impacted residents for the inconvenience caused
COUNCIL DECISION Motion: Motion: Mayor Mannoun
That Council: 1. Write to the NSW Government requesting that they do all in their power to mitigate the current mosquito plague in the Liverpool LGA. 2. Request a detailed report from the NSW Government on how this occurred and how they will ensure that this will never happen again. 3. Request that Sydney Water compensate all impacted residents for the inconvenience caused. 4. Receive a report on how the open stormwater drainage channels contribute to mosquito populations. 5. Write to the relevant Federal and State Ministers asking them about what their strategies are to eliminate frogbit.
On being put to the meeting the motion was declared CARRIED.
|
Planning & Compliance Reports
ITEM NO: PLAN 01
FILE NO: 339099.2024
SUBJECT: Quarterly Report - Clause 4.6 Variations to Development Standards
|
Motion: Moved: Clr Adjei Seconded: Clr Green
That this item be dealt with later in the meeting. On being put to the meeting was declared CARRIED. |
ITEM NO: PLAN 02
FILE NO: 343629.2024
SUBJECT: Revocation of the Companion Animal Advisory Committee
|
COUNCIL DECISION
Motion: Moved: Clr Dr Green Seconded: Clr Macnaught
That Council:
1. Resolves the dissolution of the Companion Animal Advisory Committee.
2. Direct the Acting CEO for a similar report to be provided to Councillors at the same frequency as was reported to the Committee. The report can be provided via the Councillor Update.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
MOTION OF URGENCY
|
ITEM NO: |
MOU 01 |
|
SUBJECT: |
Support for Community Café
|
|
Clr Ammoun requested Mayor Mannoun accept a Motion of Urgency in relation to support for Community Café. He stated it was urgent because the Christmas Handout event is scheduled for 15th December 2024 and there is insufficient time to apply for grants. In accordance with Clause 9.3 of Council’s Code of Meeting Practice, Mayor Mannoun ruled the above matter as urgent and as such it was dealt with at this meeting as shown below:
Background · Toys, toasters, kettles, dinner sets, pots and pans, cutlery, mugs, and glasses. · Crates filled with skincare products, underwear, socks, and toiletries.
The total estimated value of the stolen items and damages is approximately $20,000. Community Café plays a crucial role in supporting vulnerable members of our community, especially during the festive season. Their services ensure that families have access to essentials, dignity, and hope during a time of year that should be marked by joy and giving. The theft directly jeopardizes their ability to provide this support, particularly as Christmas approaches. Proposal
1. Approves an emergency grant of $5,000 to Community Café to assist with the immediate replacement of critical items and support their continued operations.
COUNCIL DECISION
Motion: Moved: Clr Ammoun Seconded: Clr Dr Green
That Council: 1. Approves an emergency grant of $5,000 from the reserve funds from Community Grants Fund to Community Café to assist with the immediate replacement of critical items and support their continued operations.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
|
MOTION OF URGENCY
|
ITEM NO: |
MOU 02 |
|
|
SUBJECT: |
Immediate Donation to Assist Humanitarian Crisis in Lebanon. |
|
|
Clr Ammoun requested Mayor Mannoun accept a Motion of Urgency in relation to immediate donation to assist humanitarian crisis in Lebanon. He stated it was urgent because Lebanon is about to enter the winter season in December and his proposed motion of urgency relates to donating money for blankets before winter. In accordance with Clause 9.3 of Council’s Code of Meeting Practice, Mayor Mannoun ruled the above matter as urgent and as such it was dealt with at this meeting as shown below:
Background:
The conflict has severely disrupted essential services, destroyed critical infrastructure, and displaced hundreds of thousands of people. As of 30 September 2024, the International Organization for Migration (IOM) Displacement Tracking Matrix (DTM) identified 346,209 internally displaced persons (IDPs), including over 31,000 families (137,000 individuals) residing in 820 collective shelters. Additionally, more than 175,000 Lebanese and Syrians have fled to Syria to escape the violence.
Liverpool has a deep connection to Lebanon through our vibrant Lebanese-Australian community. This motion calls for Council to provide immediate assistance, demonstrating our city’s commitment to international humanitarian efforts and solidarity with those impacted by this crisis.
I urge my fellow Councillors to support this motion and act swiftly to help alleviate the suffering caused by this devastating conflict.
Recommended Motion:
COUNCIL DECISION:
Motion: Moved: Clr Ammoun Seconded: Clr Karnib
That Liverpool City Council:
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
recess
Mayor Mannoun called a recess of meeting at 3.31pm.
RESUMPTION OF MEETING
The meeting resumed in open council with all Councillors present at 3.48pm
|
||
Community & Lifestyle Reports
ITEM NO: COM 01
FILE NO: 315382.2024
SUBJECT: Report Back to Council: 2168 Children's Parliament
|
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Monaghan
That Council:
1. Receives and notes this report.
i. Improvement of street lighting $50,000. ii. Speed humps $150,000 iii. Quantity Surveyors report $30,000. 3. Direct the Acting CEO to prepare a report on the availability of funds for implementing the motion.
On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion.
|
Planning & Compliance Report
ITEM NO: PLAN 01
FILE NO: 339099.2024
SUBJECT: Quarterly Report - Clause 4.6 Variations to Development Standards
|
COUNCIL DECISION
Motion: Moved: Clr Adjei Seconded: Clr Dr Green
That Council receives and notes the report.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
Community & Lifestyle Reports
ITEM NO: COM 02
FILE NO: 343684.2024
SUBJECT: Grants Donations and Community Sponsorship Report
|
COUNCIL DECISION
Motion: Moved: Clr Dr Green Seconded: Clr Ammoun
That Council:
3. A copy of the grant application be provided as an addendum to these reports going forward. On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: COM 03
FILE NO: 356206.2024
SUBJECT: Revocation of the Casula Powerhouse Arts Centre Board of Management Charter
|
COUNCIL DECISION
Motion: Moved: Clr Harte Seconded: Clr Macnaught
That Council: 1. Retain the Casula Powerhouse Arts Centre (CPAC) Board of Management Charter; 2. Urgently review and update the Charter to be fit for purpose and complements the future direction of CPAC; and 3. Direct the Acting CEO to provide a report back to the February 2025 council meeting with the number of visitors in each of the last five (5) years.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
Clr Adjei left the Chamber at 4:53pm.
Clr Dr Green left the Chamber at 4:54pm.
ITEM NO: COM 04
FILE NO: 366846.2024
SUBJECT: Reimagining of Casula Powerhouse Arts Centre to Liverpool Powerhouse: Home of Creative Industries
|
COUNCIL DECISION
Motion: Moved: Clr Harle Seconded: Clr Monaghan
That Council:
3. Acknowledge that the immediate cost to Council will be approximately $37,000 which includes the purchase of new tourist wayfinding signage, metal building fixtures and re-printing building vinyl. This will be taken from operational savings.
On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion. Note: Clr Adjei and Clr Dr Green were not in the Chamber when this item was voted on.
|
Clr Adjei returned to the Chamber at 4:55pm.
Clr Green returned to the Chamber at 4:58pm.
Clr Harte left the Chamber at 4:59pm.
Clr Harte returned to the Chamber at 5:01pm.
Clr Monaghan left the Chamber at 4:59pm.
ITEM NO: COM 05
FILE NO: 366903.2024
SUBJECT: Amendments and Additions to Cultural Venues & Events Fees and Charges
|
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Karnib
That Council:
i. A detailed profit and loss. ii. A financial impact profit and loss budget on making the event over one month to be run on weekends only. iii. a detailed explanation on how the 600,000 visitation number was determined. iv. A detailed explanation on how the $25 million impact to the regional economy was determined.
On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion. Note: Clr Monaghan not in Chamber when this item was voted on.
|
Clr Adjei left at 5.04pm.
Clr Adjei returned at 5.12pm.
ITEM NO: COM 06
FILE NO: 364857.2024
SUBJECT: Changes to the Community Facility and Sportsground Hire Policies
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Ammoun
That Council:
1. Receives and notes this Report;
2. Adopts the recommended Hire policies attached to this Report that includes: - Community Facilities Hire Policy; and - Hire of Playing Surface Policy – Sporting Fields and Recreation Spaces;
To replace current Policies including: - Hire of Playing Surface Policy (2015) - Commercial Businesses Short-term Hire Procedures (Terms and Conditions) - Community Facilities Management Casual Hire (Terms and Conditions) - Community Venues Permanent Hire Procedures (Terms and Conditions) - Community Facilities 3 year Licence Agreement - Change/Cancellation of Permanent Facility Hiring
3. Supports the inclusion of Conditions of Hire to be contained within the Hire Agreement for Community Facilities and Sport and Recreation spaces attached to this Report;
4. Delegates to the CEO, the development of Conditions of Hire for Community Facilities and Sport and Recreation Spaces; and
5. Proceed to 28 days public exhibition from 1 February 2025.
6. Open up an Expression of Interest process for local / regional / state / national and international sporting and community organisations regarding working with Council through a formalised relationship such as but not limited to: a) Memorandum of Understanding to collaborate on facility improvements and other initiatives to benefit the community and Council; and b) Lobbying all levels of the government for funding of these initiatives
in adherence to Council’s unsolicited proposed process guide.
7. Prior to the start of the consultation period, Council contacts the current and previous hirers to attend a special Liverpool Council Sports Committee round table forum meeting at a future date with the time for commencement at 6pm to discuss the changes to the community facility and sports ground hire policies.
On being put to the meeting the motion was declared CARRIED.
Recess Mayor Mannoun called a recess of meeting at 5.25pm.
RESUMPTION OF MEETING The meeting resumed in open council with all councillors present at 5.41pm.
|
ITEM NO: CORP 01
FILE NO: 282646.2024
SUBJECT: Tabling Annual Pecuniary Interest Returns for Councillors and Designated Persons
|
COUNCIL DECISION
Motion: Moved: Clr Harte Seconded: Clr Ammoun
That Council:
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: CORP 02
FILE NO: 216408.2024
SUBJECT: Complaints and Compliments Management Policy
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Ammoun
That Council:
a) Inception b) Check point c) Final briefing prior to consultation d) Community consultation e) Consideration for adoption.
On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion.
|
ITEM NO: CORP 03
FILE NO: 350800.2024
SUBJECT: Investment Report October 2024
|
COUNCIL DECISION
Motion: Moved: Clr Harle Seconded: Clr Green
That the Council receives and notes this report.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: CORP 04
FILE NO: 351675.2024
SUBJECT: Annual Financial Reports 2023/24
|
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Karnib
That Council receives and adopts the 2023/24 audited financial reports. On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion.
|
ITEM NO: CORP 05
FILE NO: 366964.2024
SUBJECT: Public Inquiry
|
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Harle That Council note the contents of the report. On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion.
|
Clr Harte left the Chambers at 6:13pm.
Clr Harte returned to the Chambers at 6:14pm.
ITEM NO: CEBP 01
FILE NO: 340448.2024
SUBJECT: Customer Experience Policy
|
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Monaghan
That Council:
4. Evidence a solution-based customer service experience which provides a proactive approach to customers that involves actively seeking and providing solutions to customer issues in particular which evidences the following features:- i. Follow through on promises: Making sure to keep promises to customers. ii. Utilise customer satisfaction surveys to get a quick and accurate picture of how we are doing. On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion. |
ITEM NO: CEBP 02
FILE NO: 356210.2024
SUBJECT: Provision of Mail Service for Council
|
COUNCIL DECISION
Motion: Moved: Clr Monaghan Seconded: Clr Dr Green That Council:
1. Agree to negotiate directly with Australia Post for a contract to provide postal services for up to five (5) years (to February 2030) pursuant to 55(3)(i) of the Local Government Act 1993 because due to the unavailability of competitive or reliable tenders a satisfactory result would not be achieved by inviting tenders.
2. Authorise the CEO or delegate to execute all documents necessary to give effect to this resolution.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion. |
Clr Ibrahim left the Chambers at 6:32pm.
ITEM NO: CEBP 03
FILE NO: 356602.2024
SUBJECT: Provision of Australia Post Billpay Service
|
COUNCIL DECISION
Motion: Moved: Clr Dr Green Seconded: Clr Harle
That Council:
· Australia Post provides a reliable and cost-effective bill paying service (Post Billpay) to residents and ratepayers of the Liverpool Local Government Area. · There are other payment systems but none that provide the same face to face option at locations anywhere in Australia. · Post Billpay provides an additional payment option that is well-known to Liverpool residents and ratepayers and switching to an alternative system would be disruptive and jeopardise rates recovery.
On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion. Note Clr Ibrahim was not in the Chamber when this item was voted on. |
ITEM NO: CEBP 04
FILE NO: 357572.2024
SUBJECT: Amendment to the "non-voting" membership of Councillors on the Audit, Risk and Improvement Committee
|
COUNCIL DECISION
Motion: Moved: Clr Karnib Seconded: Clr Ristevski That Council: 1. Alters its “non-voting” membership nomination on the ARIC Committee to one Councillor.
2. Appoints Clr Ristevski as the non-voting member.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion. Note: Clr Ibrahim was not in the Chamber when this item was voted on. |
MOTION TO BRING ITEMS FORWARD
Moved: Mayor Mannoun Seconded: Clr Karnib
That the following items be brought forward:
· CONF 08 – Summary of the Agreement for Lease.
· CONF 01 - Proposed Acquisition and/or Dedication of Part Lot 962 DP 2475, 40 Eighth Ave, Austral for road purposes.
· CONF 02 - Proposed Acquisition of Lot 6 in Plan of Acquisition DP 1289743, Part 27 Bernera Road, Prestons for road widening purposes.
· CFD 01 - 2023-2024 Annual Report.
· OPER 02 – Brickmakers Creek - Expansion of Project Site.
· CFD 02 - State of our City Report 2022-2024
· NOM 05 – Mosquitoes.
· CORP 06 - FY 2024/25 - Quarter 1, Budget Review.
On being put to the meeting the motion was declared CARRIED.
Clr Ibrahim returned to the Chamber at 6:37pm.
Clr Macnaught left the Chamber at 6:37pm.
Clr Macnaught returned to the Chamber at 6:39pm.
Confidential reports
ITEM NO: CONF 08 – addendum book 5
FILE NO: 369967.2024
SUBJECT: Summary of the Agreement for Lease
|
COUNCIL DECISION
Motion: Moved: Clr Harle Seconded: Clr Dr Green
That Council:
On being put to the meeting the motion was declared CARRIED.
|
ITEM NO: CONF 01
FILE NO: 335823.2024
SUBJECT: Proposed Acquisition and/or Dedication of Part Lot 962 DP 2475, 40 Eighth Ave, Austral for road purposes
|
COUNCIL DECISION
Motion: Moved: Clr Harle Seconded: Clr Ammoun
That Council:
1. Approves the acquisition and/or dedication of Pt Lot 962 DP 2475, Austral being land identified for part of Contributions Item CR1 for the terms as outlined in this report.
2. Resolves to classify Pt Lot 962 DP 2475, as “Operational” land in accordance with the Local Government Act 1993;
3. Dedicates Part Lot 962 DP 2475 (being Collector Road CR1) as Public Road pursuant to Section 10 of the Roads Act 1993 if required;
4. Authorises the A/CEO or his delegated officer to execute any document, under Power of Attorney, necessary to give effect to this decision; and
5. Keeps confidential this report pursuant to the provisions of Section 10A(2)(c) of the Local Government Act 1993 as this information would, if disclosed confer a commercial advantage on a person with whom Council is conducting (or proposes to conduct) business.
On being put to the meeting the motion was declared CARRIED.
|
ITEM NO: CONF 02
FILE NO: 357018.2024
SUBJECT: Proposed Acquisition of Lot 6 in Plan of Acquisition DP 1289743, Part 27 Bernera Road, Prestons for road widening purposes
|
COUNCIL DECISION
Motion: Moved: Clr Monaghan Seconded: Clr Dr Green
That Council:
1. Approves the acquisition of Lot 6 in Plan of Acquisition DP 1289743, Pt 27 Bernera Road, Prestons, on the terms outlined in this confidential report;
2. Resolves to classify Lot 6 in Plan of Acquisition DP 1289743 as ‘Operational land’ in accordance with the Local Government Act 1993 upon settlement;
3. Dedicates Lot 6 in Plan of Acquisition DP 1289743 as Public Road pursuant to Section 10 of the Roads Act 1993;
4. Keeps confidential this report pursuant to the provisions of section 10A(2)(c) of the Local Government Act 1993 as this information would, if disclosed, confer a commercial advantage on a person with whom Council is conducting (or proposes to conduct) business; and
5. Authorises the CEO or delegate to execute all documents necessary to give effect to these resolutions.
On being put to the meeting the motion was declared CARRIED.
|
CITY FUTURES REPORT
ITEM NO: CFD 01
FILE NO: 331704.2024
SUBJECT: 2023-2024 Annual Report
|
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Monaghan
That Council:
1. Adopt and endorse the annual report.
2. Implement an Understanding your Council Rates containing a table that shows how your rates are allocated to key categories of expenditure.
3. The rates to also include information on the level of Council gross debt for the current and previous years to increase transparency.
4. A report to come back when practicable on which roads have a very poor rating score of 5 in terms of their condition as per page 48 of the annual report 2024. The report to also include an update on the black moth program.
On being put to the meeting the motion was declared CARRIED.
|
OPERATIONS Report
ITEM NO: OPER 02
FILE NO: 353571.2024
SUBJECT: Brickmakers Creek - Expansion of Project Site
|
COUNCIL DECISION
Motion: Moved: Clr Adjei Seconded: Clr Monaghan
That Council adopts the expansion of Brickmakers Creek by approximately 2,300m2.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
City futures Report
ITEM NO: CFD 02 – addendum book 4
FILE NO: 374834.2024
SUBJECT: State of our City Report 2022-2024
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Green
That Council:
1. Receives and notes the State of our City
Report 2022-2024 which
outlines the progress in implementing the Community Strategic Plan 2022-2032. 2. Directs the Acting Chief Executive Officer to publish the State of our City Report 2022-2024 on Council’s website no later than 30 November 2024 and append it to the 2023-2024 Annual Report. On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion.
|
NOTICE OF MOTION
ITEM NO: NOM 05
FILE NO: 370298.2024
SUBJECT: Mosquitoes
|
NOTICE OF MOTION (submitted by Cr Karnib)
That Council:
1. Commends the swift and effective action taken by the NSW State Government and Agencies, such as Sydney Water, in addressing the significant mosquito infestation in Liverpool; 2. Notes Liverpool Council had a Mosquito Management Plan, initiated in 2019 that now seems to no longer exist; 3. Notes that suburbs across the entire LGA are affected by a mosquito outbreak including breeding grounds in areas that are managed by Liverpool City Council; 4. Notes that each year around the same time, mosquito outbreaks occur and have done so for years; and 5. Re-implement a Mosquito Management Plan and allocate $50,000.00 from Liverpool Council’s General Funds to run such a plan.
|
|
COUNCIL DECISION
Motion: Moved: Clr Karnib Seconded: Clr Monaghan
That Council:
1. Commends the swift and effective action taken by the NSW State Government and Agencies, such as Sydney Water, in addressing the significant mosquito infestation in Liverpool; 2. Notes Liverpool Council had a Mosquito Management Plan, initiated in 2019 that now seems to no longer exist; 3. Notes that suburbs across the entire LGA are affected by a mosquito outbreak including breeding grounds in areas that are managed by Liverpool City Council; 4. Notes that each year around the same time, mosquito outbreaks occur and have done so for years; and 5. Re-implement a Mosquito Management Plan and allocate $50,000.00 from Liverpool Council’s General Funds to run such a plan per year. On being put to the meeting the motion was declared CARRIED. |
CoRPORTE SUPPORT REPORT
ITEM NO: CORP 06 – addendum book 4
FILE NO: 358182.2024
SUBJECT: FY 2024/25 - Quarter 1, Budget Review
|
COUNCIL DECISION
Motion: Moved: Clr Monaghan Seconded: Clr Macnaught
That Council approves the identified budget variations in accordance with this report. On being put to the meeting the motion was declared CARRIED.
|
ADJOURNMENT OF COUNCIL MEETING 20 NOVEMBER 2024 AND MEETING TO RECONVENE ON 26 NOVEMBER 2024
Mayor Mannoun moved that this meeting be adjourned and reconvened Tuesday 26 November at 6:00pm to deal with the following items:
· OPER 01 - WT3256 Pye Hill Reserve Key Suburb Park Upgrade - Variation to Contract (now confidential).
· OPER 03 - Keep Australia Beautiful - Circular Economy Award.
· OPER 04 Electric Vehicle (EV) Charging Stations on Public Land Policy.
· OPER 05 - Water Play Feature Plant & Equipment Replacement at Macquarie Mall.
· CTTE 01 - Minutes of the Liverpool Youth Council Meeting held 13 August 2024.
· CTTE 02 - Minutes of the Civic Advisory Committee meeting held on 6 November 2024.
· CTTE 03 – Minutes of the Sports Committee meeting held on 4 September 2024.
· CTTE 04 - Minutes of the Audit, Risk and Improvement Committee meeting held on 11 October 2024.
· QWN 01 - Question with Notice - Clr Dr Green - Macquarie Mall Festivals and Financial Sustainability.
· QWN 02 - Question with Notice - Clr Dr Green - Mosquito Management Plan, Implementation, Funding and Monitoring.
· COM 07 - Policy Review - Code of Meeting Practice.
· OPER 06 - 2023-24 Capital Works Carryover of Projects.
· CTTE 05 - Minutes of the Governance Committee meeting held on 13 November 2024.
· NOM 01 - Defibrillators at Sporting Fields.
· NOM 02 - Business Stimulation for George Street, Liverpool.
· NOM 03 - Moorebank Sports Club.
· NOM 04 - Request for Section 430 Inquiry Briefing.
· CONF 03 – Legal Affairs Report.
· CONF 04 - 2025 Australia Day Awards.
· CONF 05 - Question with Notice - Clr Dr Green - Council Legal Costs.
· CONF 06 – Project 26.
· CONF 07 - Budget Adjustment.
On being put to the meeting the motion was declared CARRIED.
THE MEETING WAS ADJOURNED AT 7.00PM AND WILL RECONVENE TUESDAY 26 NOVEMBER 2024.
<Signature>
Name: Ned Mannoun
Title: Mayor
Date: 10 December 2024
I have authorised a stamp bearing my signature to be affixed to the pages of the Minutes of the Council Meeting held on 20 November 2024. I confirm that Council has adopted these Minutes as a true and accurate record of the meeting.
MINUTES OF THE Ordinary Meeting
HELD ON 26 November 2024
(adjourned from 20 November 2024 Council meeting and reconvened 26 November 2024)
PRESENT:
Mayor Ned Mannoun
Councillor Adjei
Councillor Ammoun
Councillor Dr Green
Councillor Harle
Councillor Harte
Councillor Ibrahim
Councillor Karnib
Councillor Macnaught
Councillor Monaghan
Councillor Ristevski
Mr Jason Breton, Acting Chief Executive Officer
Ms Tina Bono, Director Community & Lifestyle
Ms Noelle Warwar, Manager Community Standards
Ms Michelle Mcilvenny, Director Customer & Business Performance
Mr Shayne Mallard, Director City Futures
Mr Peter Scicluna, Acting Director Operations
Mr David Galpin, General Counsel, Manager Governance, Legal and Procurement
Ms Jacqueline Newsome, Acting Manager Civic and Executive Services
Ms Gabriella Rojas, Acting Councillor Executive and Support Officer
Ms Susan Ranieri, Coordinator Council and Executive Services (minutes)
The meeting commenced at 6.00pm
|
STATEMENT REGARDING WEBCASTING OF MEETING |
The Mayor read the following:
“In accordance with clause 5.34 of Council’s Code of Meeting Practice, I inform the persons attending this meeting that: (a) the meeting is being recorded, livestreamed and made publicly available on the council’s website, and (b) persons attending the meeting should refrain from making any defamatory statements.”
|
APOLOGIES
NIL.
CONDOLENCES
NIL.
Declarations of Interest
Deputy Mayor Harle declared a non-pecuniary, but significant interest in the following item:
Item: CONF 04 - 2025 Australia Day Awards.
Reason: Deputy Mayor Harle was nominated for an Australia Day Award.
Deputy Mayor Harle left the Chamber for the duration of this item.
Clr Dr Green declared a non-pecuniary, less than significant interest in the following item:
Item: CONF 04 - 2025 Australia Day Awards.
Reason: Clr Dr Green knows one of the nominees that have been nominated for an Australia Day Award.
Clr Dr Green left the Chamber for the duration of this item.
Public Forum
Presentation – items not on agenda
NIL.
Representation – items on agenda
NIL.
ITEM NO: OPER 03
FILE NO: 360102.2024
SUBJECT: Keep Australia Beautiful - Circular Economy Award
|
COUNCIL DECISION
Motion: Moved: Clr Monaghan Seconded: Clr Macnaught
That Council acknowledges the receipt of the award and recognises the efforts of the staff involved.
On being put to the meeting the motion was declared CARRIED.
|
ITEM NO: OPER 04
FILE NO: 361972.2024
SUBJECT: Electric Vehicle (EV) Charging Stations on Public Land Policy
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Dr Green
That Council endorses the Electric Vehicle (EV) Charging Stations on Public Land Policy.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: OPER 05
FILE NO: 369751.2024
SUBJECT: Water Play Feature Plant & Equipment Replacement at Macquarie Mall
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Ammoun
That Council:
5. Fund the above from the General Reserve. 6. Direct the above to happen subject to a report with regards to insurance, procurement and a timeline circulated to Councillors prior to the commencement.
On being put to the meeting the motion (moved by Clr Macnaught) was declared CARRIED and the Foreshadowed motion (moved by Clr Ristevski) therefore lapsed.
Foreshadowed motion: Moved: Clr Ristevski Seconded: Clr Monaghan
That Council:
1. Defer this item; and
|
MOVED AS A WHOLE AND BRING ITEM FORWARD
Motion: Moved: Clr Macnaught Seconded: Clr Dr Green
That items CTTE 01, CTTE 02, CTTE 03, CTTE 04 and CTTE 05 be moved as a whole and that CTTE 05 – Minutes of the Governance Committee Meeting held on 13 November 2024 be brought forward and dealt with now.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
Committee Reports
ITEM NO: CTTE 01
FILE NO: 343163.2024
SUBJECT: Minutes of the Liverpool Youth Council Meeting held 13 August 2024
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Dr Green
That Council:
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: CTTE 02
FILE NO: 354328.2024
SUBJECT: Minutes of the Civic Advisory Committee meeting held on 6 November 2024
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Dr Green
That Council receives and notes the Minutes of the Civic Advisory Committee meeting held on 6 November 2024.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: CTTE 03
FILE NO: 355957.2024
SUBJECT: Minutes of the Liverpool Sports Committee meeting held on 4 September 2024
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Dr Green
That Council receives and notes the Minutes of the Liverpool Sports Committee meeting held on 4 September 2024.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: CTTE 04
FILE NO: 357309.2024
SUBJECT: Minutes of the Audit, Risk and Improvement Committee meeting held on 11 October 2024
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Dr Green
That Council notes the Minutes of the Audit, Risk and Improvement Committee Meeting held on 11 October 2024.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: CTTE 05 – addendum book 4
FILE NO: 354334.2024
SUBJECT: Minutes of the Governance Committee meeting held on 13 November 2024
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Dr Green
That Council:
1. Receives and notes the Minutes of the Governance Committee meeting held on 13 November 2024; and 2. Endorse the recommendations in the Minutes.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
Questions with Notice
ITEM NO: QWN 01
FILE NO: 363121.2024
SUBJECT: Question with Notice - Clr Dr Green - Macquarie Mall Festivals and Financial Sustainability
|
Council’s Festival program in Macquarie Mall plays an important role in activation of a key area of the CBD, visitor tourism to the city and an enjoyable, safe family friendly night of entertainment and community connection. While it is accepted the festival program is popular, promotes Liverpool and showcases our rich cultural diversity and can potentially be expanded, it is equally important that the program is financially responsible and sustainable.
Could Council please advise:
a. Which festival/s were social media influencers engaged;
Responses (Provided by Community and Lifestyle)
Please find below events held within the CBD from the calendar period of January 2023 to present;
|
|
2023 Australia Day 2023 Lanterns & Lights 2023 Most Blessed Nights 2023 Motherland 2023 NAIDOC 2023 Winter Blast 2023 Garden Awards 2023 Phillips Park Family Fun Day & 1st Anniversary 2023 Family Fun Day August (Wattle Grove) 2023 Starry Sari Nights 2023 Family Fun Day September (Horningsea Park) 2023 Primavera Latin American Festival 2023 Family Fun Day October (Austral) 2023 Pasifika Summer 2023 Family Fun Day November (Hammondville) 2023 Seniors Concert (Nov) 2023 Family Fun Day December (Miller) 2023 Christmas in the Mall 2023 NYE at Warwick Farm Racecourse
|
2024 Australia Day Bigge BBQ 2024 Lanterns & Lights 2024 Family Fun Day February (Middleton Grange) 2024 Most Blessed Nights 2024 Family Fun Day March (Liverpool) 2024 Motherland 2024 Family Fun Day May (West Hoxton) 2024 NAIDOC 2024 Family Fun Day July (Moorebank) 2024 Seniors Concert (July) 2024 Winter Blast 2024 Family Fun Day August (Hoxton Park) 2024 Paris Olympics Live Site 2024 Arabian Nights 2024 Blakfire First Peoples Festival 2024 EuroFest 2024 Southwest Sessions 2024 Family Fun Day September (Chipping Norton) 2024 Starry Sari Nights 2024 Family Fun Day October (West Hoxton) 2024 Primavera Latin American Festival
|
2. The cost of each festival event and the corresponding funding source for each, that is, internal Council funding or external government funding and/or sponsorship.
a. Which festival/s were social media influencers engaged;
Influencers are typically engaged across our event campaigns for marketing purposes. We have engaged social media influencers for the following events across 2023 & 2024;
Christmas in the Mall 2023
Lanterns & Lights 2023 & 2024
Motherland 2023 & 2024
Winter blast 2023 & 2024
Pasifika Summer 2023
Starry Sari 2024
Paris Olympics Live 2024
EuroFest 2024
However, across many of our events social media influencers may attend of their own accord without having been engaged by Council.
Social media influencers are engaged to promote the event and are usually contracted for pre-event promotion and on-site live feeds/reels that are then shared on our social media channels across the event weekend. The use and engagement of social media influencers
vary depending on the audience we would like to reach, and the core offering from the event.
For instance, we have frequently used ‘Sydney Food Boy’ to propel our event marketing for festivals where the draw card may lie in a unique culinary experience – such as Lanterns & Lights, or Motherland African Festival. ‘Western Sydney Mums’ has been engaged for events that have a family and child-friendly focus.
Influencers engaged for marketing purposes are paid a fee, and this has ranged from $600 to $2000 depending on their following numbers and reach, or the campaign proposal which may include pre and during event promotion, or a lead-up campaign over several days.
Influencers are usually briefed on the key points to promote, which may include highlighting food, entertainment, and amenities such as parking or free activities.
For some of our high-visitation events, such as Most Blessed Nights and Lanterns & Lights, we also find that influencers visit organically, without engagement, and post regarding our event for content on their pages across Instagram and TikTok.
Bites with Lily (748k following), Mahmoud Ismail (102k following), Sydney Food Brothers (12.5k following) as well as several smaller influencers have attended our events without invitation and resulted in press for the event that we have seen reflected in our visitations on subsequent nights after a post goes viral.
Many of our stallholders also collaborate to our social media reach through their influencer status. The events stallholder EOI selection process does take note of social media following and whether this can be leveraged for audience engagement. With marketing budgets conservative across our event budgets, this strategy assists and fuels audience engagement, with organic posts resonating more deeply with our audiences than noticeably paid influencer content.
Vendor-influencers benefit in seeing high traffic through our events to boost sales, and so they willingly promote their attendance, and Liverpool Council events are amplified. Such vendors have included Knafeh Sydney (57.2k following), Good Bar Acai (15.4k following), Flappys Fried Chicken (15.9k following).
For Southwest Sessions is a Youth focused event and historically we have been challenged in engaging the 18–25-year-old using traditional marketing channels. In 2024, we engaged stallholder coordinator Bossman Experiences who previously worked with Parramatta Council for Parramatta Lanes on a viral food activation. Bossman Experiences curated a line-up of high-profile vendors to boost visibility for the event and target the illusive demographic market. These vendors then shared their participation at the event, resulting in significant organic reach. Bossman Experiences was engaged as a stallholder coordinator, not a social media influencer, for $9,000 which was subsidised by stallholder revenue. The reach achieved through this initiative could be valued at $25,000 or more had influencers been directly engaged. This pilot initiative proved particularly effective in testing contemporary marketing practice and as such will be tested broadly for future events.
In addition, Council, through its delivery of the ‘Highschool Leadership forum’ held this year and its engagement with the growing university student population has seen interest in participation across this demographic, and the willingness to act as ambassadors for our events bringing similar benefits to the demographic reach locally. A model is currently being explored to capatilise on this opportunity.
Council has secured funding to supplement its calendar of events, however these do not cover the full cost for current festivals. These include,
$800,000 over two years (2023/2024) from Multicultural NSW Funding under the ‘Stronger Together program for;
Motherland 2023/2024
Primavera 2023/2024
Pasifika Summer 2023/2024
$24,265 and $10,000 from Australia Day Council for;
Australia Day 2023
Australia Day Bigge BBQ 2024
$3000 per year (2023 & 2024) from the National Indigenous Australians Agency for;
NAIDOC 2023
NAIDOC 2024
$150,000 from Transport for NSW under the Open Streets program for;
Starry Sari Nights 2024
Continuing with the Experience the World series of events beyond 2024 in its current form will result in a budgetary shortfall of $400,000.
It is anticipated that outside the Multicultural NSW Funding under the ‘Stronger Together program, Council other grants will remain concurrent.
Council is currently looking at options to remodel “Experience the World” to offset this shortfall in preparation for the 25/26 budget as well as cost saving initiatives such as:
· An increase in vendor fees and noted in the Council papers;
· Exploring new grant opportunities; and
· Sponsorship.
ITEM NO: QWN 02
FILE NO: 364224.2024
SUBJECT: Question with Notice - Clr Dr Green - Mosquito Management Plan, Implementation, Funding and Monitoring
|
Background
In 2019 Council took a number of actions to address the problem of mosquito outbreaks, in particular those species that are serious nuisance - biting pests and vectors of disease-carrying pathogens i.e. Ross River virus.
It was agreed at the time that Council was the most appropriate agency to coordinate and lead the program as it required the cooperation and input of residents, Defence, Sydney Water, among other stakeholders.
One of the actions Council took was to engage NSW Health to prepare a mosquito management.
At the Council Meeting on 25 September 2019 Council adopted the implementation of the Mosquito Management Plan.
The Mosquito Management Plan was a multiyear program that involved an education and awareness campaign and the spraying of larvicides to prevent further outbreaks.
It was a successful program and shows what Council can do when it takes leadership in the interest of public health and collaborates with stakeholders.
Please address the following questions
1. An initial budget allocation of $30,000 was directed to the Operational Plan to address the mosquitoes in Liverpool - has this allocation been ongoing? And,
In 2019 regular surveillance and monitoring of identified areas of concern was recommended and 2 mosquito traps purchased by Council to collect - for testing and identification of mosquito species and pathogens.
Surveillance and Monitoring is central to the Mosquito Management Plan.
a. When were these fundamental activities completed prior to the current outbreak? And if not
Response (provided by Operations Directorate)
The initial budget allocation was removed after the 1st year as our financial section believed it was only one year allocation. The team responsible for the delivery of the Plan sourced funds from other maintenance teams to cover ongoing costs. This cost had been reduced due to low numbers of mosquitoes and unfavourable season and environmental conditions. This means that there were fewer target spraying occurrences on our identified breeding areas for our disease carrying mosquitos as they were not required.
Budget was re-established in 2022-2023 at a reduced allocation of $18,000,and increased in 2023-2024 to $20,000. But due to this particular bad season, further funding will be required.
Budget allocation has not increased, expenditure is variable subject to seasonal and environmental conditions that impact on treatment and the need to treat. Only since budget has been re-established for mosquito management of identified breeding areas, we have had an increase in budget to $20,000.
Under the Arborviruses program we have only two nominated sites for the program which is considered hotspots of concern, Warwick Farm and Hammondville. We have a third trap now since 2023 to trap areas outside of the Arbovirus program and as a backup if one of our traps fail.
Council staff from the Environmental Operation team continued surveillance and monitoring regime during mosquito season as part of the Arbovirus program and investigating complaints of possible mosquito breeding areas.
Mosquito season finished in May 2024 and monitoring stopped until a complaint occurred in June, monitoring occurred two weeks in a row with no mosquitoes caught, insect numbers decreased at that time and no further activities were undertaken until complaints started on 1 October 2024.
b. When did these activities cease and why?
Normal surveillance and monitoring occurs between November through to May each year subject to weather conditions.
|
Community & Lifestyle Reports
ITEM NO: COM 07 – addendum book 4
FILE NO: 381937.2024
SUBJECT: Policy Review - Code of Meeting Practice
|
COUNCIL DECISION
Motion: Moved: Clr Monaghan Seconded: Clr Karnib
That Council defer this item to the 10 December 2024 Council meeting.
On being put to the meeting the motion was declared CARRIED.
|
Clr Adjei left the Chamber at 7:13pm.
Clr Adjei returned to the Chamber at 7:17pm.
ITEM NO: OPER 06 – addendum book 4
FILE NO: 381829.2024
SUBJECT: 2023-24 Capital Works Carryover of Projects
|
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Karnib
That Council approves the works and services listed in Attachment 1 with a remaining budget of $24,394,725 to be carried over from the 2023-24 Program Year to the 2024-25 Program Year.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
Presentations by Councillors
NIL.
RECESS
Mayor Mannoun called a recess of meeting at 7.24pm.
Resumption of meeting
Mayor Mannoun resumed the meeting at 7.37pm in open council with all Councillors present.
Notices of Motion
ITEM NO: NOM 01
FILE NO: 348084.2024
SUBJECT: Defibrillators at Sporting Fields
|
NOTICE OF MOTION (submitted by Clr Ristevski)
That Council:
1. A report to come back to the next Council meeting on the cost of incorporating defibrillators at all Council sporting fields; and
2. What Government grants and subsidies are available to minimise this cost.
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Harle
That Council:
1. Undertake a Request for Quote (RFQ) process for the installation of defibrillators at every sporting field that does not have one;
2. Enable the successful applicant to work with each hirer of our sporting grounds to enable them to apply for a grant on their behalf to minimise the cost to ratepayers if any; and
3. If there are no grants, that a report come back to Council for a further decision.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion. |
ITEM NO: NOM 02
FILE NO: 356512.2024
SUBJECT: Business Stimulation for George Street, Liverpool
|
Background To enhance business activity on George Street, Liverpool, which is currently experiencing insufficient foot traffic to establish itself as a prominent Central Business District (CBD) street, we must encourage greater local patronage. One effective strategy is to implement free on street parking from 4 PM onwards, Monday through Friday, from Moore Street to Scott Street, thereby increasing convenience for shoppers.
NOTICE OF MOTION (submitted by Clr Ristevski)
That Council initiate the implementation of complimentary on street parking from Moore Street to Scott Street, starting from 1 December at 4 PM Monday to Friday for a 12 month period where a report is to come back to Council on the costs and benefit.
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Mayor Mannoun
That Council
2. Receive a report on the financial modelling on the above for both all streets in the CBD of Liverpool and Moore to Scott Street Liverpool.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: NOM 03
FILE NO: 360472.2024
SUBJECT: Moorebank Sports Club
|
Background
This Notice of Motion calls for a report to come back to Council to address the following:
4. The proposed aquatic centre:- how is it being funded? NOTICE OF MOTION (submitted by Clr Ristevski)
That Council direct the A/CEO for a report back to Council to address the following: 1. The actual sale price 2. Was the sale open to public tender 3. Does the sale meet ICAC guidelines 4. The proposed aquatic centre: how is it being funded?
|
|
COUNCIL DECISION
Motion: Moved: Clr Ristevski Seconded: Clr Karnib
That Council:
On being put to the meeting the motion was declared CARRIED.
|
Clr Macnaught left the Chambers at 8:25pm.
Clr Macnaught returned to the Chamber at 8:27pm.
Clr Mannoun left the Chamber at 8:28pm and Clr Harle, as the Deputy Mayor, became the Chairperson.
Clr Mannoun returned to the Chamber at 8:30pm and became the Chairperson.
ITEM NO: NOM 04
FILE NO: 363552.2024
SUBJECT: Request for Section 430 Inquiry Briefing
|
Background
To ensure all Councillors are fully informed of and understand the processes associated with S430 inquiry.
I propose to move the following Notice of Motion:
NOTICE OF MOTION (Clr Dr Green)
That Council write as soon as is practicable to the Office of Local Government to request an urgent, confidential briefing on the s430 inquiry.
|
|
COUNCIL DECISION
Motion: Moved: Clr Dr Green Seconded: Clr Ammoun
That Council write:
1. As soon as is practicable to the Office of Local Government (OLG) to request an urgent confidential briefing from the OLG on the s430 investigation; and
2. As soon as is practicable to the OLG to request an urgent briefing from the OLG on the s438U inquiry.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion. |
Clr Karnib left the Chamber at 8:38pm.
Clr Karnib returned to the Chamber at 8:39pm.
Clr Harte left the Chamber at 8:40pm.
Clr Harte returned to the Chamber at 8:42pm.
CONFIDENTIAL ITEMS
ITEM NO: CONF 03
FILE NO: 357253.2024
SUBJECT: Legal Affairs Report
|
COUNCIL DECISION
Motion: Moved: Clr Adjei Seconded: Clr Macnaught
That Council:
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
Clr Harle left the Chambers at 8:48pm.
Clr Green left the Chambers at 8:48pm.
ITEM NO: CONF 04
FILE NO: 357286.2024
SUBJECT: 2025 Australia Day Awards
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Harte
That Council: 1. Endorse the recommended award recipients as proposed in the report; and
2. Keep the report and nominations containing the recommended award recipients confidential, pursuant to the provision of Section 10A(2)(a) of the Local Government Act 1993. On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
RECESS Mayor Mannoun called a recess of meeting at 8.52pm.
Resumption of meeting Mayor Mannoun resumed the meeting at 9.05pm in open council with all Councillors present except Clr Adjei. Clr Karnib and Deputy Mayor Harle.
Clrs Karnib and Deputy Mayor Harle returned to the Chamber at 9.06pm. Clr Adjei returned to the Chamber at 9.07pm.
|
Clr Ristevski left the Chamber at 9:10pm.
Clr Ristevski returned to the Chamber at 9:11pm.
ITEM NO: CONF 05
FILE NO: 363511.2024
SUBJECT: Question with Notice - Clr Dr Green - Council Legal Costs
|
Could Council please provide:
1. A detailed breakdown by proceedings that are or have been initiated by Council or Court directed and of all legal costs incurred by and against Council from the period of January 2024 to present.
Responses were provided to Councillors in a Confidential Book |
Clr Harte left the Chamber at 9:28pm.
Clr Harte returned to the Chamber at 9:30pm.
ITEM NO: CONF 06
FILE NO: 327432.2024
SUBJECT: Project 26
|
COUNCIL DECISION
Motion: Moved: Clr Dr Green Seconded: Clr Harle
That this item be deferred for a further workshop.
On being put to the meeting the motion was declared CARRIED.
Councillors voted unanimously for this motion.
|
ITEM NO: CONF 07
FILE NO: 379478.2024
SUBJECT: Budget Adjustment
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Ammoun
That this item be deferred and be dealt with as part of the Project 26 report.
Foreshadowed motion: Moved: Clr Ristevski Seconded: Clr Karnib
That Council:
On being put to the meeting the Foreshadowed motion (moved by Clr Ristevski) became the motion and on being put to the meeting was declared CARRIED.
Division called (for the Motion moved by Clr Ristevski):
Vote for: Clr Dr Green, Clr Harle, Clr Ibrahim, Clr Karnib, Clr Monaghan and Clr Ristevski.
Vote against: Mayor Mannoun, Clr Adjei, Clr Ammoun, Clr Harte and Clr Macnaught.
|
Operations Reports
|
ITEM NO: |
CONF 09 (formerly Item OPER 01) |
|
FILE NO: |
389569.2024 |
|
SUBJECT: |
WT3256 Pye Hill Reserve Key Suburb Park Upgrade - Variation to Contract |
|
COUNCIL DECISION
Motion: Moved: Clr Macnaught Seconded: Clr Adjei
That Council:
On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion. |
|
MAYORAL MINUTES
|
Mayoral Minute Subject: MAYOR 03 - CEO Performance Review Panel |
|
REPORT OF: Mayor Ned Mannoun DATE: 26
November 2024 |
|
In accordance with the OLG Guidelines, Council should establish a CEO Performance Review Panel led by the Mayor, and delegate the task of undertaking the CEO’s performance reviews to the panel.
In accordance with the OLG Guidelines, Performance Review Panels should comprise of the Mayor, the Deputy Mayor, another councillor nominated by council and a councillor nominated by the general manager.
The role of the review panel includes:
• conducting performance reviews;
• reporting the findings and recommendations of reviews to the council, and
• development of the performance agreement.
On 16 October 2024 Council resolved to:
1. Establish a Performance Review Panel immediately, consisting of the Mayor, Deputy Mayor, another Councillor nominated by Council, a Councillor nominated by the CEO and an independent observer in accordance with the OLG Guidelines.
At that meeting Council did not nominate the Councillor that needed to be appointed by Council in accordance with resolution 7.
Attachment: Guidelines for the Appointment and Oversight of General Managers.
Recommendation:
1 That Council appoints a Councillor to satisfy resolution 7.
Council decision
Motion: Moved: Mayor Mannoun
That the recommendation be adopted. On being put to the meeting the motion was declared CARRIED.
Clr Monaghan then nominated that Clr Karnib be the Councillor appointed. Clr Karnib accepted the nomination. Motion Moved: Clr Monaghan Seconded: Clr Dr Green That Clr Karnib be the appointed Councillor on the Performance Review Panel. On being put to the meeting the motion was declared CARRIED. Councillors voted unanimously for this motion.
|
THE MEETING CLOSED AT 10.30pm
<Signature>
Name: Ned Mannoun
Title: Mayor
Date: 10 December 2024
I have authorised a stamp bearing my signature to be affixed to the pages of the Minutes of the Council Meeting held on 26 November 2024. I confirm that Council has adopted these Minutes as a true and accurate record of the meeting.
Ordinary Meeting
10 December 2024
Planning & Compliance Report
|
PLAN 01 |
Middleton Grange DCP Amendment - Post Exhibition Report |
|
Strategic Objective |
Evolving, Prosperous, Innovative Implement planning controls and best practice urban design to create high-quality, inclusive urban environments |
|
File Ref |
423733.2023 |
|
Report By |
Lilyan Abosh - Acting Senior Strategic Planner |
|
Approved By |
Lina Kakish - Director Planning & Compliance |
Executive Summary
At the Ordinary Meeting of Council on 30 August 2023, Council resolved to support proposed amendments to the Liverpool Development Control Plan 2008 – Part 2.5 Middleton Grange (DCP) (Attachment 1). It was resolved:
That Council:
1. Supports in principle the proposed amendments to the Liverpool Development Control Plan 2008 – Part 2.5 Middleton Grange (the DCP);
2. Delegates authority to the CEO (or delegate) to make minor or typographical changes to the DCP prior to public exhibition;
3. Undertakes public exhibition of the DCP amendment, in accordance with the Liverpool Community Participation Plan; and
4. Receives a further report on the outcome of the public exhibition and community consultation.
The
subject DCP contains the detailed planning objectives and controls used to
guide development and assess Development Applications in the suburb of
Middleton Grange
(e.g. fine grain controls relating to building design, landscaping, open space
areas, car parking, etc.).
The DCP sits under the Liverpool Local Environmental Plan 2008 (LLEP 2008) and therefore does not have the same legal weight as the LLEP 2008. Nonetheless, it is important in providing a clear statement of Council’s design and operational expectations for each type of development.
This DCP amendment is required to ensure that the DCP is consistent with the Middleton Grange Local Centre Planning Proposal, which was finalised in 2022 by the NSW Government. Whilst the DCP amendment was initiated together with the Planning Proposal, the NSW Government only finalised the Planning Proposal at the time.
As a result, there is currently a misalignment between the LLEP 2008 and the fine grain controls in the DCP which apply to the Local Centre. The overall purpose of this amendment is to resolve this issue and align the two documents.
Consistent with Council’s resolution, the DCP amendment (Attachment 2) was publicly exhibited between 13 September 2023 and 20 October 2023, with letters sent to approximately 880 properties (owners and occupiers). A total of 142 submissions were received, of which the majority were objections (see Attachment 3). Nine (9) of the submissions however were duplicated content of other submissions.
Whilst several issues were raised in the submissions, the most commonly raised themes included traffic congestion, concerns with the location of 671 apartments in the Local Centre, and the lack of infrastructure present. These concerns, whilst valid, are more applicable to the now finalised Middleton Grange Local Centre Planning Proposal, and/or future Development Applications for the Local Centre site. Further discussion on each of these points is provided within the body of this Report.
The DCP amendment was also referred to the Liverpool Design Excellence Panel (DEP) for comment, as required by the Environmental Planning and Assessment Regulation 2021. The Panel made several recommendations in relation to the DCP, including suggested changes to the solar access requirements, tree planting, material and finishes, apartment controls, drainage and other sections of the DCP:
Some of these recommendations have been incorporated into the DCP. Recommendations which would result in overly prescriptive controls or should be applied consistently across all chapters of the DCP have not been adopted. A copy of the Minutes from the DEP Meeting is provided in Attachment 4.
Further refinements have been made to the amended DCP which was originally endorsed by Council (see Attachment 5 for the track changes version and Attachment 6 for the clean version). In summary, these changes include:
· Inclusion of a requirement for Southern Cross Avenue to be a fixed road, as per the Resolution of Council of 24 April 2024 (Item – PLAN 04, Recommendation 5);
· Additional and / or strengthened controls relating to overshadowing, through site links, pedestrian crossings and material selection;
· Removal of proposed active frontages controls that may be difficult to comply with;
· Overall simplification of diagrams to improve their clarity and application; and
· Other changes considered to be minor in nature and / or typographical to improve the overall clarity and cohesiveness of the DCP.
It is recommended that Council adopts the changes to the Liverpool Development Control Plan 2008 – Part 2.5 Middleton Grange. If Council does not adopt these changes, the current misalignment between the DCP and the planning controls in the LLEP 2008 will remain an issue for future Development Applications within the Middleton Grange Local Centre.
That Council:
1. Notes the results of the DCP amendment public exhibition, and feedback received from the Liverpool Design Excellence Panel;
2. Endorses the amendments to the Liverpool Development Control Plan 2008 - Part 2.5 Middleton Grange; and
3. Delegates authority to the CEO (or delegate) to make minor or typographical changes to the DCP prior to publication on Council’s website.
REPORT
Background
History of Middleton Grange Local Centre Planning Proposal
The Middleton Grange Local Centre refers to the following lots (see Figure 1) which are zoned E1 Local Centre and R1 General Residential under the Liverpool Local Environmental Plan 2008 (LLEP 2008):
· Lots 2 – 5 and 6, DP 1207518;
· Lot 1 DP 1078564;
· Lot 12 DP 1108343; and
· Lot 102 DP 1128111.

Figure 1 – Aerial Image of future Middleton Grange Local Centre Site
On 25 June 2015, a Planning Proposal request was lodged by Pacific Planning, seeking to amend the planning controls in the LLEP 2008 for land which forms part of the future Middleton Grange Local Centre.
The broad intent of the Planning Proposal was to facilitate the development of the Local Centre and reduce the provision of dual zoning across the lots. The Planning Proposal received a Gateway determination from the then Department of Planning and Environment (DPE) and was publicly exhibited between 29 August 2018 and 26 October 2018, with a total of 867 submissions received. A Post-Exhibition Report was subsequently considered by Council at the Ordinary Meeting of Council on 12 December 2018, where support for the Planning Proposal was withdrawn (Item – EGROW 04).
At the Ordinary Meeting of Council on 25 September 2019, Council resolved to assess and publicly exhibit any revised Planning Proposal that is submitted by the Proponent (Item – EGROW 04), and confirmed support for a grid road layout in Middleton Grange.
On 29 October 2019, a revised Planning Proposal and supporting DCP amendment showing a grid road layout was lodged with Council. These documents were publicly exhibited between 13 November 2019 and 11 December 2019. A total of 240 submissions were received.
On 21 November 2019, Planning Consultants HillPDA Consulting were engaged to assess the merits of the revised Planning Proposal, and to undertake a peer review of the Economic Impact Assessment submitted by the Proponent. During this period, work on the DCP amendment and Voluntary Planning Agreement (VPA) was also being progressed by Council staff, in collaboration with the proponent.
Following an extensive independent assessment and recommendation by HillPDA Consulting, at the Ordinary Meeting of Council on 25 August 2021 Council resolved the following (Item – PLAN 02):
5. Endorses the planning proposal, subject to the recommended changes contained within the Hill PDA assessment, and forwards it to the Department of Planning, Industry and Environment with a recommendation that the planning proposal proceeds, with a request that finalisation only occurs once the following are completed:
a) The execution of a Planning Agreement that establishes a secure mechanism to deliver the proposed supporting public open space and road upgrades as follows:
i. Construction of an open space park and embellishment works to the area designated as ‘Park 3’ with a minimum area of 2,500 sqm (park will remain in the private ownership of the developer, but with a public access easement);
ii. Dedication of ‘Park 2’ to Council. Park 2 is the land not currently owned by Council that is proposed to be rezoned RE1 – Public Recreation;
iii. Construction of a signalised intersection at Main Street and Flynn Avenue and the intersection for the new proposed access lane and Flynn Avenue;
iv. Construction of an upgrade to the Cowpasture Road intersection, Flynn Avenue from Qantas Boulevard to Ulm Street as a widened 4 lane road within the existing road reserve, in consultation with Council;
v. Construction of a road upgrade and services for Southern Cross Avenue between the western boundary of the Land to the Middleton Grange Primary School;
vi. Construction of the culvert and drainage works approved under the Modification DA-64/2007/C; and
vii. A monetary contribution of $8,000,000;
b) The finalisation of an amendment to ‘Part 2.5 – Middleton Grange’ of the Liverpool Development Control Plan 2008; and
c) An amendment to the proposed land acquisition map is made to rectify the inconsistency with the Liverpool Contributions Plan 2008.
The revised Planning Proposal was subsequently forwarded to the NSW Government for their assessment, and was gazetted on 27 April 2022 with a deferred commencement date of 1 November 2022. The deferral period was granted to allow for the VPA to be finalised, which was then formally executed on 24 November 2022.
The Planning Proposal resulted in various mapping changes and two (2) new clauses being inserted into the LLEP 2008: Clause 7.42 ‘Development of Middleton Grange Town Centre’ and Schedule 1 Clause 31 ‘Use of certain land at Middleton Grange Town Centre’.
There have been two expedited Planning Proposals (i.e. Section 3.22 Amendments) which have further amended the LLEP 2008 planning controls applying to this site.
The first Section 3.22 Amendment amended the Minimum Lot Size map to reflect the changes made to all the other relevant maps of the LLEP 2008 and ensure consistency. This was completed on 9 February 2024.
More recently, another Section 3.22 Amendment was progressed. This amended Clause 7.42 of the LLEP 2008 to allow for the roads in the centre to be constructed and dedicated to Council ahead of building works, without impacting the achievable density envisioned for the site. This Amendment also rectified minor errors and drafting issues identified with Clause 7.42 (e.g. changed reference to ‘apartments’ to the more inclusive ‘dwellings’).
Council endorsed this Section 3.22 Amendment at the Ordinary Meeting of Council on 24 April 2024 (Item – PLAN 02), with the amendment finalised by the DPHI on 27 September 2024.
DCP Amendment
Whilst this DCP amendment was initiated together with the Planning Proposal, the NSW Government only finalised the Planning Proposal at the time. As a result, amendments to the DCP still need to be finalised to align with the LLEP 2008. Completion of the DCP amendment is also in accordance with the Resolution of Council from 25 August 2021.
Accordingly, the draft DCP amendment was presented to Council (Item – PLAN 07) at the Ordinary Meeting of Council on 30 August 2023 (see Attachment 1). At this meeting, it was resolved:
That Council:
1. Supports in principle the proposed amendments to the Liverpool Development Control Plan 2008 – Part 2.5 Middleton Grange (the DCP);
2. Delegates authority to the CEO (or delegate) to make minor or typographical changes to the DCP prior to public exhibition;
3. Undertake public exhibition of the DCP amendment, in accordance with the Liverpool Community Participation Plan; and
4. Receives a further report on the outcome of the public exhibition and community consultation.
This Report seeks to resolve ‘Recommendation 4’ of the above resolution.
Other Relevant Council Reporting
Separate from the Middleton Grange Local Centre Planning Proposal and supporting DCP amendment, a Report (Item – PLAN 04) was considered by Council at Ordinary Meeting of Council on 24 April 2024 regarding the renaming of several streets in Middleton Grange.
As part of this project, several residents along Southern Cross Avenue / Seventeenth Avenue East voiced concerns that their address had already changed on multiple occasions in the past. These residents were also apprehensive that their address may change again as a result of development within the future Local Centre
As a result, staff recommended a provision be inserted into the DCP to ensure the position of Southern Cross Avenue remains fixed. Accordingly, Council resolved (amongst other items) the following:
5. Notes that Council staff will make Southern Cross Avenue a fixed road in an upcoming amendment to the Middleton Grange Development Control Plan.
This provision has also been included in the DCP post exhibition, as detailed further below.
Proposed DCP Amendment
The DCP contains the detailed planning objectives and controls used to guide development and assess Development Applications in the suburb of Middleton Grange (e.g. fine grain controls relating to building design, landscaping, open space, parking etc).
The DCP sits under the LLEP 2008 and therefore does not have the same legal weight as the LLEP 2008. Nonetheless, it is important in providing a clear statement of Council’s design and operational expectations for each type of development.
The amended DCP (Attachment 2) was presented to Council at Ordinary Meeting of Council on 30 August 2023. Details of the proposed changes at that time are detailed in Attachment 1.
Community Consultation Summary
In accordance with the Liverpool Community Participation Plan, the DCP amendment was publicly exhibited between 13 September 2023 and 20 October 2023, with letters sent to approximately 880 properties (owners and occupiers).
Information regarding the draft DCP was also available on Council’s public exhibitions and notices page, as well as Liverpool Listens.
Exhibition Period Outcomes
A total of 142 submissions were received, with a large majority of submitters objecting to the proposal. Nine (9) of the submissions however were duplicated content of other submissions. An overview of the main themes raised, and a response to each is provided below. The redacted submissions are also provided in Attachment 3.
Issue 1 – Traffic Congestion
The most commonly raised concern was regarding traffic congestion. Submissions stressed that any development at the Local Centre site will result in additional traffic demand travelling to and from the Local Centre, which will exacerbate existing localised congestion.
Submitters noted the already significant waiting times when entering and exiting the suburb of Middleton Grange during peak periods. Existing issues in relation to road widths and insufficient parking for dwellings and facilities in areas surrounding the Local Centre and more broadly across the suburb were also noted.
Response: The DCP does not propose any development itself and does not seek to intensify the development potential of the Local Centre. The revised road network shown in DCP has already been approved by Council under DA-64/2007 (and various modification applications to this DA).
Any future Development Application seeking approval for building works within the Local Centre will undergo public exhibition, enabling feedback to be received from the community. Depending on the type and scale of development proposed, a Tranpsort Impact Assessment (TIA) may also need to be submitted as part of the Application.
Issue 2 – Unsupportive of 671 Apartments
A substantial number of submissions objected to the construction of 671 apartments within the Local Centre, or the construction of apartments generally in this location. It was noted that development at this scale is excessive and not in line with the existing suburb characteristics.
Concerns about apartments were specifically raised in relation to:
· Overlooking and privacy, particularly into the adjoining school;
· Density and overpopulation;
· Negative impact on low-density character of the suburb;
· Negative impact on land values and housing prices;
· Proposed public housing;
· Disturbances during construction; and
· Fire safety and evacuation concerns.
Response: The reference to 671 apartments comes from a control in Clause 7.42 ‘Development of Middleton Grange Town Centre’ of the LLEP 2008 which states that development consent must not be granted in the Local Centre if the development will result in more than 671 apartments. This Clause was inserted at the finalisation of the Middleton Grange Local Centre Planning Proposal after it was endorsed by Council on 25 August 2021. The Clause only limits the maximum number of apartment units which can be developed at the site, which means a Development Application can theoretically propose less dwellings.
Notwithstanding the above, it is noted that the DCP sits under the LLEP 2008 and therefore cannot supersede it. Furthermore, the DCP only seeks to align with the controls in the LLEP 2008 and does not propose any actual development of residential apartments. Furthermore, a Development Application would still be required prior to the approval of any apartments, during when an assessment would be undertaken of the matters raised above in accordance with the State-enforced Apartment Design Guidelines.
Issue 3 – Lack of Infrastructure
A key concern raised was the lack of infrastructure to support the Local Centre and any future development associated with it. More specifically, the submitters mentioned a lack of public transport connectivity (i.e. local bus services and heavy rail) and alternative routes to enter and exit the future Local Centre.
Response: As detailed above, the NSW Government deferred the Planning Proposal to allow time for a VPA between Council and the Developer to be finalised. The VPA made arrangements for the provision of infrastructure to support the development of the Local Centre, and included the following items to be delivered by the Developer:
· Various road upgrades and intersection treatments
· Drainage works
· Dedication of a new park and its embellishment
· Monetary contribution for public benefit
Delivery of these items in accordance with the VPA is currently underway, with road works being completed at the site.
Regarding the lack of public transport connectivity, the DCP amendment identifies revised bus stop locations along the periphery of the Local Centre site, however the activation of these locations ultimately lies with Transport for NSW (TfNSW).
Council will nevertheless continue to advocate for improved public transport connectivity to and from the Local Centre, and surrounding areas in Middleton Grange.
Liverpool Design Excellence Panel
In accordance with Clause 15 of the Environmental Planning and Assessment Regulation 2021, the DCP amendment was referred to the Liverpool Design Excellence Panel (DEP) on 14 September 2023 for comment.
The DEP’s comments and Council staff responses are summarised in Table 1. The formal Minutes from the DEP Meeting are also provided in Attachment 4.
Table 1 – Summary of DEP Recommendations and Council Staff Responses
|
DEP Recommendation |
Council Staff Response |
|
Where controls already exist in the Apartment Design Guidelines (ADG) or in Better Placed, the DCP can refer to those documents to avoid creating contradictions or overlaps. |
The DCP has been updated to require compliance with the Apartment Design Guidelines (ADG). |
|
The DCP does not sufficiently describe the overall vision and desired future character for the precinct (e.g. buildings, open spaces, streets). |
Where there may be perceived gaps in the written controls, the newly proposed diagrams are prescriptive in outlining the vision for the future Local Centre. These diagrams are derived from the Urban Design Report that supported the Middleton Grange Local Centre Planning Proposal. |
|
Further details required on the proposed street network and through site links (e.g. ownership and nature of through site links). |
The street network has already been approved under DA-64/2007 with the DCP maps being updated to reflect this approval. The nature of the through site links will largely depend on building front and surrounding retail / commercial activity. |
|
Consider a minimum 3 hours solar access requirement within 50% of the open space areas in the Local Centre in mid-winter. |
This recommendation has been adopted in the DCP for the open space areas within the Local Centre. |
|
Consider broader scale landscape design coordination across the precinct. (e.g. align new pedestrian crossing with the proposed East-West through-site links. |
A control has been inserted which stipulates that pedestrian crossing treatments and locations are to be determined in consultation with Council. |
|
Include a street tree planting layout including integration of the relevant details for WSUD. |
Figure 12 of the DCP provides a Street Tree Planting layout. Water sensitive urban design provisions should be consistently introduced to all chapters of the DCP, and not just one site specific chapter. |
|
Consider a list of native and low watering species in DCP. |
Council’s City Design and Public Domain team recently publicly exhibited a Tree Management Framework. Once endorsed and finalised, these can be utilised to amend all chapters of the DCP. |
|
The Panel strongly recommends a minimum extent of tree canopy cover and deep soil zone (possibly exceeding the ADG-criteria). |
A minimum tree canopy cover has been proposed in certain sections. |
|
DCP should offer guidance on suitable materials with lower Solar Absorptance (SA) rating. |
The materials and finishes section of the DCP has been amended in consultation with Council’s City Design and Public Domain team. |
|
The DCP should require a response to Country. using the GANSW Connecting with Country framework. |
The overarching Planning Principles for the DCP have already been amended to include a reference to connection to Country. |
|
Further detailed comments are provided across the draft DCP. |
These have been taken into consideration with further amendments proposed throughout the DCP as a result of these comments. |
Further Changes to DCP
Following the public exhibition period and feedback from the Liverpool DEP, further amendments have been made to the DCP, which are summarised below:
· Inclusion of a requirement for Southern Cross Avenue to be a fixed road as per the Resolution of Council from 24 April 2024 (Item – PLAN 04, Recommendation 5).
· Additional and / or strengthened controls relating to:
- overshadowing of open space areas;
- through site link requirements;
- consultation with Council on pedestrian crossings; and
- sustainable materials selection.
· Removal of proposed active frontage controls which may be difficult / unrealistic to comply with.
· Overall simplification of diagrams to improve their clarity and application including:
- Removal of irrelevant intersection details from drainage diagrams;
- Deletion of Local Centre cycling diagram as it replicates the information in the suburb cycling diagram;
- Improvements to suburb cycling diagram including simpler headings and designation of cycling treatment based on what is existing and / or approved;
- Designation of a street activation type (i.e. primary or secondary) along an entire frontage type, instead of having multiple variations along a single road; and
- Application of street wall controls to areas of the Local Centre which had missing details.
· Other changes considered to be minor in nature and / or typographical to improve the overall clarity and cohesiveness of the DCP.
The final DCP amendment is provided in both Attachment 5 (track changes version) and Attachment 6 (clean version).
Next Steps
It is recommended that Council endorses the DCP amendment. If supported by Council, the amended DCP will be published on Council’s website and submitted to the Secretary of the Department of Planning, Housing and Infrastructure.
Should Council choose to not adopt the proposed DCP amendments, the current misalignment between the DCP and the planning controls in the LLEP 2008 will continue to be an ongoing issue for the development of the Middleton Grange Local Centre.
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation.
CONSIDERATIONS
|
Economic |
Further develop a commercial centre that accommodates a variety of employment opportunities. Deliver and maintain a range of transport related infrastructure such as footpaths, bus shelters and bikeways. Enhance the environmental performance of buildings and homes. Facilitate economic development. |
|
Environment |
Minimise household and commercial waste. Manage the environmental health of waterways. Manage air, water, noise and chemical pollution. Enhance the environmental performance of buildings and homes. |
Social |
Regulate for a mix of housing types that responds to different population groups such as young families and older people. Support access and services for people with a disability. |
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. |
|
Legislative |
Clause 14 - 20 of the Environmental Planning and Assessment Regulation 2021. |
|
Risk |
The risk is deemed to be low. There is a risk that if the DCP amendment is not endorsed, the current misalignment between the planning controls in LLEP 2008 and the existing DCP will continue to be an ongoing issue for the development of the Middleton Grange Local Centre. Given the recommendation of this report, the risk is considered within Council’s appetite. |
ATTACHMENTS
1. Report and Minutes of Council Ordinary Meeting 30 August 2023 (Under separate cover)
2. Publicly Exhibited Draft DCP Amendment (Track Changes Version) (Under separate cover)
3. Public Exhibition Period Submissions (Redacted) (Under separate cover)
4. Liverpool Design Excellence Panel Meeting Minutes (Under separate cover)
5. Final DCP Amendment (Track Changes Version) (Under separate cover)
6. Final DCP Amendment (Clean Version) (Under separate cover)
7. ASIC extract Manta Group Developments PTY Limited (Under separate cover) - Confidential
8. ASIC extract Al-Somai Developments Group PTY Limited (Under separate cover) - Confidential
Ordinary Meeting
10 December 2024
Planning & Compliance Report
|
PLAN 02 |
Liverpool Local Traffic Committee - Committee Charter Update |
|
Strategic Objective |
Visionary, Leading, Responsible Demonstrate a high standard of transparency and accountability through a comprehensive governance framework |
|
File Ref |
357264.2024 |
|
Report By |
Patrick Bastawrous - Coordinator Traffic and Transport |
|
Approved By |
Lina Kakish - Director Planning & Compliance |
Executive Summary
Council Staff have undertaken a review of the Liverpool Local Traffic Committee Charter and proposed modifications to the framework that will see improved transparency and effective management of the Committee.
The review has taken into consideration the recent changes to the Transport for NSW ‘Guide to the Delegation to Councils for the Regulation of Traffic’, including the ‘Temporary Delegation to Council’s for Minor Works’.
The Charter has been reviewed and endorsed by the Liverpool Local Traffic Committee at its meeting held 06 November 2024.
This report seeks Council’s approval of the updated Liverpool Local Traffic Committee Charter.
That Council adopts:
1. The Liverpool Local Traffic Committee Charter (November 2024) as indicated in Attachment 1.1; and
2. The Liverpool Local Traffic Committee Charter (November 2024) – Supplement – Temporary Delegations as indicated in Attachment 1.2
REPORT
Background
Transport for NSW (TfNSW) is the organisation responsible for the control of traffic on all roads in New South Wales under the Roads Act 1993 and the Road Transport Act 2013. To deal with the increased need for locally managed traffic control, TfNSW delegates certain aspects of the control of traffic on local roads to Councils.
TfNSW has retained both the control of traffic on the State's classified road network and the control of traffic signals and speed limits on all roads.
Local Traffic Committee
Councils generally obtain advice by establishing a Local Traffic Committee, composed of four formal members each with one vote. These four members are a representative from council, NSW Police, TfNSW and the local State Member of Parliament or their nominee.
The Local Traffic Committee is an advisory body only, having no decision-making powers. It is, primarily, a technical review committee that is required to advise the council on traffic and transport related matters referred to it by council.
Regional Traffic Committee
No Regional Traffic Commissioner has been delegated with TfNSW’s powers since late-2019. As such, Regional Traffic Committee is currently not in operation.
Temporary Delegation
In 2023, the Temporary Delegation to Councils No.2 (the Temporary Delegation) was issued to give councils an alternative pathway (separate from the Local Traffic Committee process) to implement select works supportive of the following:
· Walking
· Cycling
· Public amenity
· Road safety
· Parking management
Items that do not regulate traffic, such as speed cushions, pedestrian crossings or parking changes do not now require Local Traffic Committee approval, although advice may still be sought. Items that constitute ‘regulation of traffic’ would continue to go to the Local Traffic Committee, such as road closures or turn bans. These delegations are a result of the Instrument of Delegation and Authorisation issued by the Secretary of TfNSW. For a more detailed description of the temporary delegations please refer to the following link Temporary delegation to councils | Transport for NSW or the attached factsheet.
Council Governance
In the absence of Local Traffic Committee approvals for items covered by the temporary delegation, Councils can determine their own internal governance process to approve these items. A governance structure has been put forward as part of the revised charter. This is a new process that has been developed by Planning & Compliance.
Summary
The revised Charter has incorporated the requirements of Transport for NSW in managing the Local Traffic Committee process, whilst also providing governance over the way in which items can be implemented under the ‘Temporary Delegations’.
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation.
CONSIDERATIONS
|
Economic |
There are no economic and financial considerations. |
|
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 |
A Guide to the Delegation to Councils for the Regulation of Traffic Roads and Maritime Servies - Delegation to Councils - Regulation of Traffic Roads Act 1993 Road Transport Act 2013 Instrument of delegation and authorisation: Temporary delegation to councils 2023 There are no legislative considerations relating to this report. |
|
Risk |
The risk is deemed to be Low. Given the measures included in the revised Charter, the risk can be managed dependent on the likely impact of each proposal taken to the relevant internal staff committees. |
ATTACHMENTS
1. Liverpool Local Traffic Committee Charter November 2024 - New
2. Liverpool Local Traffic Committee Charter November 2024 - Supplement - Temporary Delegations
3. Temporary Delegations - Council Factsheet
4. Liverpool Local Traffic Committee Charter March 2022 - Old
|
PLAN 02 |
Liverpool Local Traffic Committee - Committee Charter Update |
|
Attachment 1 |
Liverpool Local Traffic Committee Charter November 2024 - New |

|
PLAN 02 |
Liverpool Local Traffic Committee - Committee Charter Update |
|
Attachment 2 |
Liverpool Local Traffic Committee Charter November 2024 - Supplement - Temporary Delegations |

|
PLAN 02 |
Liverpool Local Traffic Committee - Committee Charter Update |
|
Attachment 3 |
Temporary Delegations - Council Factsheet |
|
PLAN 02 |
Liverpool Local Traffic Committee - Committee Charter Update |
|
Attachment 4 |
Liverpool Local Traffic Committee Charter March 2022 - Old |

Ordinary Meeting
10 December 2024
Planning & Compliance Report
|
PLAN 03 |
Implementing a Minimum Lot Size for Dual Occupancies in the R2 Zone |
|
Strategic Objective |
Liveable, Sustainable, Resilient Deliver effective and efficient planning and high-quality design to provide best outcomes for a growing city |
|
File Ref |
355010.2024 |
|
Report By |
Lilyan Abosh - Acting Senior Strategic Planner |
|
Approved By |
Lina Kakish - Director Planning & Compliance |
Executive Summary
On 15 December 2023, the Department of Planning, Housing and Infrastructure (DPHI) released for public exhibition the ‘Explanation of Intended Effect: Changes to create low and mid-rise housing’ (EIE). The EIE proposed, amongst other things, to allow for dual occupancies to be constructed in all R2 Low Density Residential zones across NSW.
In response, a submission was prepared and subsequently endorsed by Council at the Ordinary Meeting of Council on 27 March 2024. The submission outlined Liverpool’s already significant capacity for additional housing, both under existing planning controls as well as through active Planning Proposals like the Local Environmental Plan (LEP) Review Project.
It also advocated for a more bespoke approach to housing reform, which would better reflect the character of the Liverpool Local Government Area (LGA). Both the Council Report and submission to the DPHI are provided in Attachment 1.
On 1 July 2024 however, Stage 1 of the Low- and Mid-Rise Housing Reforms came into effect. Stage 1 made dual occupancies a permitted land use within all R2 Low Density Residential (R2) zones in NSW (with some environmentally based and location specific exceptions).
Prior to this reform, dual occupancies were prohibited in the R2 zone of the Liverpool Local Environmental Plan 2008 (LLEP 2008).
The LLEP 2008 is the legislation which guides development outcomes through zoning, zone objectives and planning controls (e.g. maximum height of buildings). The LLEP 2008 applies to the eastern established suburbs and rural areas of the Liverpool LGA.
As a result of the Stage 1 reforms, a Development Application (DA) can now be lodged with Council for the construction of a dual occupancy in the R2 zone. Approval sought through Complying Development Certificate (CDC) applications will come into effect on 1 July 2025.
Because dual occupancies were previously prohibited, there is currently no applicable minimum lot size control applying to this development type. The minimum lot size however is an important control to ensure a lot can adequately accommodate for landscaping, private open space, car parking and solar access requirements.
Given there are multiple Councils in a similar situation, on 25 September 2024 the DPHI wrote to Council (see Attachment 2), advising they would be willing to amend the LLEP 2008 (and other Council Planning Instruments) to insert a minimum lot size requirement without the need for an individual Planning Proposal to be initiated by Council. The nominated minimum lot size would apply to Development Applications seeking approval for the construction of a dual occupancy as well as CDC applications.
This Report is in response to the correspondence received from the DPHI and recommends a minimum lot size of 600m² as well as a minimum lot width of 15 metres to be applied to dual occupancies in the R2 zone, for Council endorsement.
A minimum lot size of 600m² (i.e. assuming an equal split is 300m² per dwelling) will unlock approximately one-third (30.08%) of all R2 zoned lots under the LLEP 2008 for dual occupancy development. Material supporting the proposed change is summarised in this Report and expanded upon further in the Minimum Lot Size Report provided in Attachment 3.
It is recommended that Council endorse the draft submission to be sent to the DPHI, including the proposed minimum lot size of 600m² and minimum lot width of 15 metres.
It is noted that the DPHI has requested receipt of a Council-endorsed response no later than 14 February 2025. Should this deadline be missed, there is a risk that Council would need to initiate its own Planning Proposal to implement a minimum lot size.
Given the lengthy timeframes associated with a Planning Proposal (e.g. the benchmark timeframe for a standard planning proposal is 320 days), there would be a significant period of time whereby no minimum lot size regulating dual occupancy development in the Liverpool LGA would apply.
That Council:
1. Notes the formal correspondence received from the Department of Planning, Housing and Infrastructure at Attachment 2 regarding the nomination of a minimum lot size for Dual Occupancies in the R2 Low Density Residential zone;
2. Endorses the draft submission at Attachment 3 for a proposed minimum lot size requirement of 600m² and minimum lot width of 15 metres for Dual Occupancies in the R2 Low Density Residential zone of the Liverpool Local Environmental Plan 2008;
3. Forwards the submission to the Department of Planning, Housing and Infrastructure; and
4. Delegates to the Chief Executive Officer (or delegate) to amend the draft submission for any typographical and other minor errors / amendments if required.
REPORT
Background
Letter to Minister for Planning and Public Spaces
On 30 October 2023, the Minister for Planning and Public Spaces, the Hon. Paul Scully MP, wrote to Councils requesting a review of local policy settings to help increase the supply and diversity of homes. This request involved the identification of well-located areas where terraces, small unit blocks or mid-rise apartments could be permitted.
A Mayoral Report (Item – MAYOR 01) and responding Letter to the Minister was tabled at the Ordinary Meeting of Council on 13 December 2023. The Letter affirmed Council’s commitment to the delivery of additional medium-density housing, particularly if supporting infrastructure improvements are provided to help unlock development potential.
It also noted Liverpool’s already significant capacity for additional housing, both under existing planning controls as well as through active Planning Proposals in the pipeline like the LEP Review Project. The Letter was endorsed by Council and subsequently sent to the Minister on 21 December 2023.
Low- and Mid-Rise Housing Reforms
On 15 December 2023, the Department of Planning, Housing and Infrastructure (DPHI) released for public exhibition the ‘Explanation of Intended Effect: Changes to create low and mid-rise housing’ (EIE).
In summary, the EIE proposed the following changes to the NSW Planning Framework:
· Allow dual occupancies in all R2 Low Density Residential zones across NSW;
· Allow terraces, townhouses and two-storey apartments close to transport hubs and town centres in R2 Low Density residential zones across the Six Cities Region; and,
· Allow mid-rise apartment blocks (3 to 6 storeys) close to transport hubs and town centres in R3 Medium Density zones across the Six Cities Region.
An interim submission was prepared by Council staff and submitted to the DPHI on 23 February 2024. The submission outlined Council’s position on the proposed reforms, mirroring the concerns raised in the Letter to the Minister. It advocated for a more bespoke approach to housing reform, which better reflects the character of the Liverpool LGA.
The submission was subsequently tabled and endorsed by Council at the Ordinary Meeting of Council on 27 March 2024. Following Council endorsement, the interim submission was updated to reflect Council endorsement and re-submitted to the DPHI for consideration. The Council Report and Submission are provided in Attachment 1.
Commencement of Stage 1 of Low- and Mid-Rise Housing Reforms
On 28 June 2024, the DPHI wrote to Council advising that Stage 1 of the reforms would officially come into effect on 1 July 2024. Stage 1 of the reforms included the following changes:
· Permit with consent dual occupancies in the R2 Low Density Residential (R2) zone through a Development Application immediately
· Permit with consent dual occupancies in the R2 Low Density Residential (R2) zone through a Complying Development Certificate (CDC) as of 1 July 2025; and
· Permit semi-detached dwellings in the R2 zone through a Development Application.
In the Liverpool LGA, development is primarily regulated under the following two Environmental Planning Instruments:
· The Liverpool Local Environmental Plan 2008 (LLEP 2008) which covers the established suburbs and rural areas; and
· The State Environmental Planning Policy (Precincts—Western Parkland City) 2021 (SEPP WPC 2021) which covers the growth centres (e.g. Austral, Leppington North etc.) and the Aerotropolis under various chapters.
The boundaries for both Planning Instruments applicable within the Liverpool LGA are presented in Figure 1.

Figure 1 – LGA Map showing land covered by the LLEP 2008 (blue) and SEPP WPC 2021 (multiple colours).
Both Planning Instruments guide development outcomes through zoning, zone objectives and planning controls (e.g. maximum height of buildings).
Stage 1 did not have an impact on land covered by the SEPP WPC 2021 as semi-detached dwellings and dual occupancies were already permitted with consent in the R2 zone of the SEPP WPC 2021.
Under the LLEP 2008, while semi-detached dwellings were already permitted in the R2 zone, dual occupancies were not permitted prior to the reforms. As a result, there is currently no applicable minimum lot size for dual occupancies in R2 zone of the LLEP 2008.
Given there are multiple Councils in a similar situation, on 25 September 2024 the DPHI wrote to Council (see Attachment 2) and advised they would be willing to amend the LLEP 2008 (and other Council Planning Instruments) to insert a minimum lot size requirement without the need for an individual Planning Proposal to be initiated by Council.
The nominated minimum lot size would apply to Development Applications seeking approval for the construction of a dual occupancy as well as CDC applications, once this pathway is made available on 1 July 2025.
LEP Review Project
The LEP Review Project was initiated following the Ordinary Meeting of Council on 2 February 2022, where Council endorsed their commitment to “Start the process to create a new Liverpool LEP as a matter of urgency”.
Since this Council Resolution, significant work has been undertaken to review the existing LLEP 2008, and prepare a Principal Planning Proposal for a new LEP, which will ultimately replace the LLEP 2008.
The key objectives of this Project are to ensure the new LEP aligns with the strategic vision of the Western City District Plan, and to implement actions from Council’s endorsed Land Use Strategies (e.g. the Liverpool Local Housing Strategy) and Local Strategic Planning Statement (LSPS).
Proposed Minimum Lot Size for Dual Occupancies
Defining Dual Occupancy
The term ‘dual occupancy’ is defined in the Standard Instrument Local Environmental Plan as follows:
Dual occupancy means a dual occupancy (attached) or a dual occupancy (detached).
o Dual occupancy (attached) means two (2) dwellings on one lot of land that are attached to each other, but does not include a secondary dwelling.
o Dual occupancy (detached) means two (2) detached dwellings on one lot of land, but does not include a secondary dwelling.
It is noted that that a dual occupancy (attached) is commonly confused with semi-detached dwelling, which are a similar built form. This land use is defined as follows:
Semi-detached dwelling means a dwelling that is on its own lot of land and is attached to only one other dwelling.
Based on these definitions, the key difference between the two development types is that a dual occupancy development is contained to one lot of land, whereas as a semi-detached development will have each dwelling on a separate lot (i.e. subdivided).
As shown in Figure 2, both these housing forms are examples of medium density housing.

Figure 2 – Medium Density Housing Types and Diagrams (Source: Liverpool Local Housing Strategy)
Recommended Minimum Lot Size for Dual Occupancies
A minimum lot size control establishes the smallest allowable area of land needed for a dual occupancy to be developed on the site. The purpose of this control is to ensure the lot can adequately accommodate landscaping, open space, car parking and enable solar access requirements.
Most Councils implement a minimum lot size requirement for dual occupancies in their LEPs (refer to Table 1 below). Where a Council does not implement a minimum lot size, they typically have other restrictions in place (e.g. requirements for the development to be consistent with the predominant character of the street).
The minimum lot size in an LEP also works to override the minimum lot size of 400m² contained in the State Environmental Planning Policy (Exempt and Complying Development Codes) 2008 (Codes SEPP) for CDC applications.
If Council does not nominate an alternate minimum lot size control, the default 400m² lot size will apply to development sought under the Complying Development pathway.
It is noted that the proposed minimum lot size for Liverpool is similar to the minimum lot sizes implemented by other Councils, including those with boundaries adjacent to the Liverpool LGA like Camden, Fairfield and Sutherland.
Table 1 – Examples of Minimum Lot Sizes in other LEPs (m²)
|
LGA |
Dual Occupancy (attached) |
Dual Occupancy (detached) |
||
|
Lot |
Width |
Lot |
Width |
|
|
Woollahra |
460-930 |
|
460 |
|
|
Georges River |
650 |
15 |
650 |
15 |
|
Hunters Hill |
700 |
|
900 |
|
|
Penrith |
550-650 |
|
650-750 |
|
|
Canterbury -Bankstown |
500 |
15 |
700 |
20 |
|
Strathfield |
560 |
|
|
|
|
Willoughby |
700 |
|
900 |
|
|
Sutherland |
600 |
|
600 |
|
|
Camden |
600-800 |
18-22 |
600-800 |
18-22 |
|
Parramatta |
600-1800 |
15 |
700-1800 |
15 |
|
Blacktown |
500 |
|
600 |
|
|
Cumberland |
550 |
|
|
|
|
Randwick |
550 |
|
|
|
|
Ryde |
580 |
15 |
|
|
|
Wollondilly |
800 |
|
975 |
|
|
Blue Mountains |
900 |
|
1100 |
|
|
Fairfield |
600 - 900 |
|
600-900 |
|
|
Campbelltown |
700-100ha |
|
700-100ha |
|
As part of the LEP Review Project, and the supporting Residential Lands Investigation undertaken by Mecone, significant research and analysis has already been undertaken on residential trends, feasibility and urban design. This existing body of work has been used to determine an appropriate minimum lot size for the R2 zone.
Figure 3 highlights the percentage of R2 zoned lots eligible for dual occupancy development under the LLEP 2008, based on various minimum lot sizes. Based on this analysis, it is recommended that a minimum lot size of 600m² (i.e. assuming an equal split is 300m² per dwelling) is nominated, which will unlock approximately one third (30.08%) of all R2 zoned lots for dual occupancy development.
Material supporting the proposed change is summarised below and expanded upon further in the Minimum Lot Size Report provided in Attachment 3.

Figure 3 – Analysis of R2 Lots eligible for Dual Occupancy Development under the LLEP 2008
1. Application of the R2 Zone
The LLEP 2008 includes a significantly smaller quantity of land zoned R2 than that typical of other LGA’s located within Greater Sydney. Whilst 77% of residential zones in Local Environmental Plans (LEPs) across Greater Sydney are zoned R2, this zone only reflects 51% of residential land under the LLEP 2008. Reliance on the R2 zone to deliver substantial additional housing is therefore not needed.
As a result of this zoning composition, the R2 zone applies to land greater than 800 metres from a centre (i.e. employment zoned land), which is where retail and commercial uses, social infrastructure and public transport (train station or bus stops) are located.
These R2 zoned areas therefore have poor access to retail, infrastructure and services with some being over 2km away from the essential services provided within a centre. They also typically have little to no access to public transport. Allowing for a significant number of additional dwellings in these areas is not reflective of the available servicing and infrastructure provision.
2. Character of the R2 Zone
The majority of the R2 zone has been developed as one and two-storey single dwellings. Semi-detached and attached dwellings are also permissible uses within the zone however are not as common as single dwellings.
A minimum lot size of 600m² (essentially 300m² per dwelling) would unlock a notable percentage of lots, whilst still balancing the need to maintain the character of the area. This is because the most frequently applied minimum lot size for subdivision in the R2 zone is 300m². To also carry out development similar to a dual occupancy (e.g. semi-detached dwelling) a parent lot that has an area of 600m² is also typically required.
This also aligns with feedback received during the early community engagement period held for the LEP Review Project. There was significant community support for the protection of suburban character (see Figure 4). Whilst there was support for density near centres, there was a clear message regarding the need to preserve low-density areas away from centres.

Figure 4 – Community Survey Responses to Protection of Suburban Character
3. LEP Review Project
Despite being on track to meet its housing targets and having extensive capacity for additional housing, Council continues to review controls to promote infill development through the LEP Review Project.
The LEP Review Project will overall see latent dwelling capacity under the LLEP 2008 increase by a further 9,425 dwellings. The LEP Review Project, and resulting Principal Planning Proposal, was endorsed by Council at the Ordinary Meeting of Council on 29 May 2024 (Item PLAN 05). The Proposal is currently being assessed by the DPHI for a Gateway determination.
A key focus of this Project is to encourage the delivery of medium density housing in appropriate locations, including the R3 Medium Density Residential zone. This is because this zone is widespread in its application and is land located within 800 metres of a centre. Consequently, it is considered the most suitable location for more density.
Significant changes have been proposed to the planning controls for this zone, as summarised in Table 2.
Table 2 – Proposed R3 Zone Development Standards under the LEP Review Project
|
R3 Development Standards |
LLEP 2008 |
New LEP |
|
Height of Building (HOB) |
8.5m |
9m |
|
Floor Space Ratio (FSR) |
0.55:1 |
Nil |
|
Landscaping |
Nil (in LEP) |
25% |
|
Minimum Lot Size Medium Density (Torrens) |
250sqm |
200sqm |
|
Minimum Lot Size Single Dwellings |
300sqm |
400sqm (to discourage single dwellings and encourage medium density development) |
|
Corner / End Block Sites (requires amalgamation) |
- |
RFB Permissible, Bonus 11.5m HOB and 10% Landscaping |
In addition to the above, it is also proposed to permit dual occupancies within the R3 zone, to further encourage diverse housing types. The minimum lot size proposed for dual occupancies in this zone endorsed by Council is 550m². This figure has been nominated specifically for the R3 zone, having regard to its proximity to centres, combined with the project objective to boost medium density housing within this zone.
Application of the same lot size of 550m² to the R2 zone would unlock 46.6% (or 14,400 lots) for dual occupancy development. This poses a risk of overdevelopment and would likely trigger the need for additional infrastructure provision in areas that have poor infrastructure servicing currently.
4. Other Key Projects
Separate to the LEP Review Project, Council is also currently progressing several Planning Proposals which will continue to support and increase the delivery of housing across the LGA. These include Leppington Town Centre, the Moorebank East sites and Moore Point.
Recommended Minimum Lot Width
It is also proposed to implement in the LLEP 2008 a minimum lot width control of 15 metres. Like lot size, most Councils implement a minimum lot width for dual occupancies either in their LEP (e.g. Canterbury-Bankstown, Camden etc) or their Development Control Plan (which is the document that contains the more fine grain planning controls such as car parking). A minimum lot width control is particularly effective in the following ways:
· Managing the visual impacts and dominance of garages on the streetscape;
· Providing flexibility to deliver favourable building layouts;
· Maximising doors and windows overlooking the street;
· Providing opportunities for on-street parking (e.g. in between two driveways) are increased; and
· Granting appropriate space for trees and servicing.
Together with a minimum lot size, these controls work in tandem to balance on-street and off-street parking, and ensure the land can adequately accommodate landscaping, open space, and solar access requirements.
The inclusion of a minimum lot width specifically in the LLEP 2008 will ensure the development standard is given more weight. Under Clause 4.6 of the LLEP 2008, variations to the minimum lot width can still occur if justified.
A minimum lot width of 15 metres is consistent with the Codes SEPP, which is the NSW-wide policy that allows for complying development to occur. The Codes SEPP sets a minimum lot width of 15 metres for dual occupancies in most scenarios.
Next Steps
It is recommended that Council endorse the draft response and forward to the DPHI for their consideration.
It is noted that the DPHI has requested receipt of a Council-endorsed response no later than 14 February 2025. Should this deadline be missed, there is a risk that Council would need to initiate its own Planning Proposal to implement a minimum lot size.
Given the lengthy timeframes associated with a Planning Proposal (e.g. the benchmark timeframe for a standard planning proposal is 320 days), there would be a significant period of time whereby no minimum lot size regulating dual occupancy development in the Liverpool LGA would apply.
For complying development, if Council does not nominate a minimum lot size requirement, the default lot size of 400m2 in the Codes SEPP will apply to development sought under a Complying Development pathway from 1 July 2025.
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation.
CONSIDERATIONS
|
Economic |
Enhance the environmental performance of buildings and homes. Facilitate economic development. |
|
Environment |
Enhance the environmental performance of buildings and homes. |
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 |
There are no civic leadership and governance considerations. |
|
Legislative |
Part 12 of State Environmental Planning Policy (Housing) 2021 |
|
Risk |
The risk is deemed to be Medium. The NSW Government requires a response with Council endorsement by 14 February 2025. Therefore, if Council does not endorse the minimum lot size, then the deadline will be missed, and Council staff may need to initiate a separate Planning Proposal. Given the lengthy timeframes associated with a Planning Proposal, there will be a significant period of time during which there is no minimum lot size regulating Development Applications for dual occupancy development within the Liverpool LGA. |
ATTACHMENTS
1. Council Report and Endorsed Submission - 27 March 2024 (Under separate cover)
2. Letter from DPHI to Council - Nomination of a Minimum Lot Size (Under separate cover)
3. Minimum Lot Size for Dual Occupancy Development - Justification Report (Under separate cover)
4. Completed DPHI Form - Nomination of Minimum Lot Size (Under separate cover)
Ordinary Meeting
10 December 2024
Planning & Compliance Report
|
PLAN 04 |
Planning Proposal - Heritage Listing for Lot 17 Leacocks Lane, Casula |
|
Strategic Objective |
Healthy, Inclusive, Engaging Embrace the city’s heritage and history |
|
File Ref |
361074.2024 |
|
Report By |
Rumana Akhter - Community Planning Policy Officer |
|
Approved By |
Lina Kakish - Director Planning & Compliance |
Executive Summary
At the Ordinary Meeting of Council on 24 July 2024, Council resolved to prepare a Planning Proposal to amend Schedule 5 of the Liverpool Local Environmental Plan 2008 (LLEP 2008) to include Lot 17 Leacocks Lane, Casula (“Mt Omei”) as an item of local heritage significance. A copy of the Council Report (Item – PLAN 07) is provided in Attachment 2.
The subject site is currently zoned as C1 National Parks and Nature Reserves and owned by the NSW National Parks and Wildlife Service (NPWS).
As a result of the Resolution of Council, Council staff have prepared a Council-initiated Planning Proposal to include Lot 17 Leacocks Lane, Casula (“Mt Omei”) as an item of local heritage significance in the LLEP 2008. A copy of the Planning Proposal Report is provided in Attachment 1.
The Council-initiated Planning Proposal was considered by the Liverpool Local Planning Panel (LPP) on 28 October 2024. The LPP advised that the planning proposal demonstrates both strategic and site-specific merit and should proceed to the Department of Planning, Housing and Infrastructure (DPHI) for a Gateway Determination. A copy of the Local Planning Report, and associated Meeting Minutes, is provided in Attachment 3.
This Report recommends that Council endorses the Council-initiated Planning Proposal to include Lot 17 Leacocks Lane, Casula (“Mt Omei”) as an item of local heritage significance in the LLEP 2008 and forwards the Proposal to the DPHI to seek a Gateway Determination.
That Council:
1. Receives and notes this Report.
2. Receives and notes the advice of the Liverpool Local Planning Panel.
3. Endorses the Council-initiated Planning Proposal to amend Schedule 5 of the Liverpool Local Environmental Plan 2008 to include Lot 17 Leacocks Lane, Casula (“Mt Omei”) as an item of local heritage significance.
4. Delegates to the CEO (or delegate) to make any typographical or other editing amendments to the planning proposal if required.
5. Forwards the Council-initiated Planning Proposal to the Department of Planning, Housing and Infrastructure (DPHI) pursuant to Section 3.34 of the Environmental Planning and Assessment Act 1979, seeking a Gateway determination, with a request that Council be authorised as the local plan making authority.
6. Subject to Gateway determination, undertakes public exhibition and community consultation in accordance with the conditions of the Gateway determination and the Liverpool Community Participation Plan (CPP); and
7. Receives a further Report on the outcomes of public exhibition and community consultation.
REPORT
Background
At Ordinary Meeting of Council on 28 February 2024, a Motion of Urgency (Item – MOU 01) was tabled, and subsequently endorsed by Council, seeking an immediate Interim Heritage Order be placed on Lot 17 Leacocks Lane, Casula known as “Mt Omei”.
As a result of the Council Resolution, an Interim Heritage Order (NSW Government Gazette No.103) was gazetted on 22 March 2024 for “Mt Omei”. The IHO prevents the demolition or unsympathetic alteration of the site for up to six (6) months from the gazettal date.
On 1 May 2024, Council engaged an independent Heritage Consultant, Bronwyn Hanna History & Heritage, to undertake a detailed Heritage Significance Assessment and provide clear recommendations as to whether the property should be heritage listed.
Council received a copy of the draft Heritage Significance Assessment on 17 June 2024 which concluded that the “Mt Omei” property – including the house, gallery and lookout area – is of local heritage significance under all seven (7) criteria of the Heritage Council of NSW. The draft Assessment also recommended that this part of the property be listed in the LLEP 2008) as an item of local significance.
At the Ordinary Meeting of Council on 24 July 2024, Council resolved to prepare a Planning Proposal to amend Schedule 5 of the LLEP 2008 to include Lot 17 Leacocks Lane, Casula (“Mt Omei”) as an item of local heritage significance. A copy of the Council Report is provided in Attachment 2.
Site Description and Locality
The focus of the Council-initiated Planning Proposal is located at Lot 17 Leacocks Lane, Casula (Lot 17 DP 554086). The subject site, shown in Figure 1, is owned by the NSW NPWS and currently zoned as C1 National Parks and Nature Reserves Land (see Figure 2).

Figure 1 – Subject site at Lot 17 Leacocks Lane, Casula (Source: Near Map)

Figure 2 – Land Use Zoning for subject site under LLEP2008 (Source: LCC Geocortex)
The subject site is locally known as Leacock Regional Park. Mt Omei’s “built precinct” is an area within the Leacock Regional Park, which is approximately one-hectare in size, comprising five buildings and the lookout area in a bushy landscape with surrounding gardens.
Planning Proposal Summary
The Local Planning Report considered by the Liverpool Local Planning Panel (LPP) is provided in Attachment 3. The Report includes a merit assessment of the Council-initiated Planning Proposal against the District and Region Plans, as well as Council’s Local Strategic Planning Statement (LSPS).
The Report concluded that the Council-initiated Planning Proposal has both strategic and site-specific merit and will result in a positive social outcome by ensuring the conservation of the sites heritage significance.
Advice of the Liverpool Local Planning Panel
The Council-initiated Planning Proposal was considered by the Liverpool LPP on 28 October 2024. The LPP determined that the proposed heritage listing demonstrated both strategic and site-specific merit and supported the Proposal proceeding to the DPHI for a Gateway determination.
The LPP also recommended that a Conservation Management Plan be prepared to support the on-going conservation of the site. Under the NSW National Parks and Wildlife Act 1974, a plan of management is required to be prepare for each Regional Park. Given that a current Plan of Management has already been established for Leacock Regional Park, no further action is required by Council for this matter.
Conclusion
This Report recommends that Council endorses the Council-initiated Planning Proposal to include Lot 17 Leacocks Lane, Casula (“Mt Omei”) as an item of local heritage significance in the LLEP 2008 and forwards the Proposal to the DPHI to seek a Gateway Determination
Upon receipt of a Gateway determination, a public exhibition and NSW Government Agency consultation will occur.
Council will receive a future post-exhibition report for a final decision on the Council-initiated Planning Proposal, including any possible amendments resulting from the consultation process, following completion of the public exhibition process.
FINANCIAL IMPLICATIONS
Financial costs associated with the future public exhibition of this Council-initiated Planning Proposal have been accounted for in the 2024/25 FY Budget for the City Planning portfolio.
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. |
Civic Leadership |
There are no civic leadership and governance considerations. |
|
Legislative |
Environmental Planning and Assessment Act 1979 |
|
Risk |
The risk is deemed to be Low. There is a low risk that if not supported, the Mt Omei ‘built precinct’ could be demolished and its heritage value lost. Given the recommendations of this Report, the risk is considered to be within Council’s risk appetite. |
ATTACHMENTS
1. Council-initiated Planning Proposal Report - Heritage Listing for Lot 17 Leacocks Lane, Casula (Under separate cover)
2. Council Report - PLAN 07 - Proposed Heritage Listing for Lot 17 Leacocks Lane, Casula - Ordinary Meeting of Council - 24 July 2024 (Under separate cover)
3. Liverpool Local Planning Report and Minutes - Heritage Listing for Lot 17 Leacocks Lane, Casula - 28 October 2024 (Under separate cover)
Ordinary Meeting
10 December 2024
Planning & Compliance Report
|
PLAN 05 |
Status of Planning Agreements Under Negotiation |
|
Strategic Objective |
Liveable, Sustainable, Resilient Deliver effective and efficient planning and high-quality design to provide best outcomes for a growing city |
|
File Ref |
382197.2024 |
|
Report By |
Mark Hannan - Manager City Planning |
|
Approved By |
Lina Kakish - Director Planning & Compliance |
Executive Summary
At the Ordinary Meeting of Council on 16 October 2024, Mayor Mannoun tabled a Mayoral Minute (Item – MAYOR 02) outlining key priorities for the Liverpool Local Government Area (LGA) for this next term of Council.
The unanimously endorsed Mayoral Minute included a recommendation for a Report to be provided to Council at the December 2024 Ordinary Meeting of Council reporting on the progress of Voluntary Planning Agreements (VPAs) currently under negotiation.
A planning agreement is a voluntary agreement or other arrangement between a planning authority and the Developer under which the Developer is required to dedicate land free of cost, pay a monetary contribution, or provide any other material public benefit, or any combination of them, to be used for or applied towards a public purpose.
The Environmental Planning and Assessment Act 1979 (“EP&A Act”) provides the legislative framework for Planning Agreements, while Council’s Planning Agreements Policy provides clarity on the circumstances in which a planning agreement may be entered into, and the process that needs to be undertaken to execute a VPA. A copy of Council’s Planning Agreements Policy is provided in Attachment 1.
As of 15 November 2024, Council currently comprises a total three (3) Planning Agreements “under negotiation”. This Report provides Council with further detail on the Planning Agreements currently “under negotiation”.
That Council:
1. Receives and notes this Report; and
2. Supports the quarterly reporting of progress to Council via Governance Committee on Planning Agreements both under negotiation and executed.
REPORT
Background
A Planning Agreement is a voluntary agreement or other arrangement between a planning authority (e.g. Council) and the Developer under which the Developer is required to dedicate land free of cost, pay a monetary contribution, or provide any other material public benefit, or any combination of them, to be used for or applied towards a public purpose.
Relevant Legislation
The current legal and procedural framework for Planning Agreements is set in Subdivision 2 of Part 7 of the Environmental Planning and Assessment Act 1979 (“EP&A Act”) as well as Division 1A of Part 4 of the Environmental Planning and Assessment Regulation 2000 (“EP&A Regulation”).
New development creates the need for additional public amenities and public services. Division 7.1 of Part 7 of the EP&A Act empowers Council to require new development to contribute towards the provision of these public services and amenities and Planning Agreements are one mechanism to achieve this outcome.
Negotiating a Planning Agreement
Planning Agreements may be negotiated between planning authorities and Developers in relation to Development Applications or changes sought by Developers to Local Environmental Plans (LEP).
Where possible, Planning Agreements should be negotiated between planning authorities and Developers before the related Development Application is determined or the LEP giving effect to the Planning Proposal is made so that the Development Application or Planning Proposal may be exhibited or notified alongside the draft Planning Agreement.
The Planning Agreements Practice Note (February 2021), published by the Department of Planning, Housing and Infrastructure (DPHI), provides the following summary of the steps involved in negotiating, and subsequently executing, a Planning Agreement:
· Step 1 Commencement – before making a Development Application or submitting a Planning Proposal, the planning authority (e.g. Council) and Developer decide whether to negotiate a Planning Agreement. The parties consider whether other planning authorities and other persons associated with the development should be additional parties to the Planning Agreement, such as the landowner if the landowner is a different person to the Developer.
· Step 2 Negotiation – if an agreement or arrangement is negotiated, it is documented as a draft Planning Agreement with an accompanying Explanatory Note. The parties should consider how the draft Planning Agreement will be enforced and when the draft Planning Agreement will be executed, as this will inform the security provisions and conditions of the agreement. Legal advice should be sought in each case to ensure that the appropriate provisions are included in the Planning Agreement.
· Step 3 Application – when the Developer makes the application or submits a Planning Proposal to the relevant authority, it should be accompanied by the draft Planning Agreement that has been signed by the Developer and the Explanatory Note.
· Step 4 Notification – relevant public authorities are consulted and the Planning Agreement and Explanatory Note are publicly notified in accordance with the EP&A Act and EP&A Regulation for a period of at twenty eight (28) days. Any amendments required to the draft Planning Agreement as a result of submissions received are made. If necessary, the amended draft Planning Agreement and Explanatory Note can be re-notified.
· Step 5 Assessment – the draft Planning Agreement and public submissions are considered by the relevant authority. The weight given to the draft Planning Agreement and public submissions is a matter for the relevant authority acting reasonably.
· Step 6 Execution – following assessment, the draft Planning Agreement is either updated to address the submissions received or retained as publicly exhibited and executed either by the relevant authority (e.g. Council) or by a nominated representative of the authority under delegation (e.g. Chief Executive Officer).
It should be noted that the acceptance of an offer to enter into a Planning Agreement is at the absolute discretion of Council. Planning Agreements are voluntary, but once entered into, they become legally binding contracts that apply to the development and the land to which they apply.
Acceptability Test
Both the Planning Agreements Practice Note and Council’s Planning Agreements Policy require all draft Planning Agreements to be assessed against the following acceptability test which assists planning authorities determine whether the agreement delivers sufficient public benefit. For a Planning Agreement to be acceptable to Council it must:
1. be for proper or legitimate planning purposes, that can be identified from the statutory planning controls and other adopted planning policies applying to development;
2. provide for Public Benefits that bear a relationship to the development that are not wholly unrelated to the development and are located in the locality in which the development is situated;
3. produce outcomes that meet the general values and expectations of the public and protect the overall public interest;
4. provide for a reasonable means of achieving the outcomes and securing the Public Benefits proposed; and
5. protect the public against unreasonable, adverse environmental or amenity impacts.
Status of Planning Agreements “Under Negotiation”
As of 15 November 2024, Council currently comprises a total three (3) Planning Agreements “under negotiation”. Table 1 provides further detail on the individual Planning Agreements currently under negotiation.
Under the previous term of Council, City Planning reported the status of Planning Agreements both under negotiation and executed to Council via the Governance Committee on a quarterly basis. It is recommended that a similar reporting structure be retained for this term of Council.
Table 1 – Summary of Planning Agreements currently “Under Negotiation”
|
VPA # |
Name |
Developer |
Status |
|
VPA-39 |
Edmondson Park Town Centre (South) |
Frasers Property Australia (FPA) |
Representatives from Council and FPA have commenced fortnightly meetings to ensure progress on the draft Planning Agreement is effectively tracked and issues resolved. Once both parties are comfortable with the draft Planning Agreement, it will be referred to the next available Ordinary Meeting of Council to seek Council endorsement to publicly exhibit the draft Planning Agreement for a period of 28 days. |
|
VPA-45 |
Edmondson Park Town Centre (North) |
Landcom |
This VPA is a product of a Condition of the Part 3A Development Consent for the Edmondson Park Town Centre Precinct. Council is currently working with representatives from the DPHI to ensure any updated offer from Landcom delivers a fair and reasonable outcome for both parties concerned. |
|
VPA-59 |
Lot 1 Heathcote Road, Pleasure Point (DA-441/2024) |
Mirvac |
Council met with the Proponent in February 2024 to discuss Council’s expectations for a future Planning Agreement for the redevelopment of Lot 1 Heathcote Road, Pleasure Point. In September 2024, Council subsequently received a Letter of Offer (LOO) from the Proponent. Council is currently assessing the items listed in the LOO for strategic merit and against the Acceptability Test. |
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation.
CONSIDERATIONS
|
Economic |
Deliver and maintain a range of transport related infrastructure such as footpaths, bus shelters and bikeways. Facilitate economic development. |
Civic Leadership |
Provide information about Council’s services, roles and decision-making processes. Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct. |
|
Legislative |
Environmental Planning and Assessment Act 1979 Environmental Planning and Assessment Regulation 2000 |
|
Risk |
There is no risk associated with this Report. |
ATTACHMENTS
1. Liverpool City Council - Planning Agreements Policy - February 2019
|
PLAN 05 |
Status of Planning Agreements Under Negotiation |
|
Attachment 1 |
Liverpool City Council - Planning Agreements Policy - February 2019 |

Ordinary Meeting
10 December 2024
Planning & Compliance Report
|
PLAN 06 |
Financial Status of Council's Contributions Plans |
|
Strategic Objective |
Evolving, Prosperous, Innovative Continue to invest in improving and maintaining Liverpool’s road networks and infrastructure |
|
File Ref |
385361.2024 |
|
Report By |
Mark Hannan - Manager City Planning |
|
Approved By |
Lina Kakish - Director Planning & Compliance |
Executive Summary
Under existing conditions, Liverpool City Council’s (“Council”) Contributions Planning Framework currently comprises a seven (7) “in force” Contributions Plans that apply to development proposals across the Liverpool Local Government Area.
Council resolved on 16 October 2024 that a report be provided to Council at the December 2024 Ordinary Meeting of Council reporting on the total amount of contribution funds collected and subsequently allocated towards the provision of infrastructure and the acquisition of land identified in Council’s “in force” Contributions Plans.
This Report provides Council with the total amount of contribution funds collected for Council’s “in force” Contributions Plans, as well as highlights the quantity of collected funds allocated to future capital works and land acquisition programs to deliver on the infrastructure and land acquisition commitments detailed in Council’s “in force” Contributions Plans.
That Council receives and notes this report.
REPORT
Background
Liverpool City Council (“Council”) has applied developer contributions since 1992. The first Plans focused on individual growth catchment areas such as Green Valley / Hinchinbrook, Casula East, Casula West, Cecil Hills, and Wattle Grove, and the Liverpool CBD.
Developer contributions are charged by Council when new development occurs. Once collected, contributions help fund essential infrastructure like parks, community facilities, local roads, footpaths, stormwater drainage and traffic management.
As growth accelerated across the LGA, former Plans were consolidated, and new Plans created to effectively manage the provision of infrastructure necessitated by new development proposals.
Under existing conditions, Council currently has seven (7) “in force” Contributions Plans that apply to development proposals across the LGA. However, previous repealed Plans (shown in italics below) may still be in operation via Development Application Consent Conditions. Rates collected under repealed Plans are allocated against initiatives in the current Contribution Plans, as incomplete works were carried forward into these Plans.
1. Liverpool Contributions Plan 2008 – Edmondson Park (s7.11)
2. Liverpool Contributions Plan 2009 (s7.11)
o Former Liverpool Contributions Plan 2001
§ Former multiple – ‘Plan 1-12’
§ Rural areas
3. Liverpool Contributions Plan 2018 – Liverpool City Centre (s7.12)
o Former Liverpool City Centre 2007
o Former Liverpool City Centre 2001
4. Liverpool Contributions Plan 2018 – Established Areas (s7.11 residential / s7.12 industrial)
o Former Plan 10 – Established Areas
o Former Plan 11 – City-wide Infrastructure
5. Liverpool Contributions Plan 2021 – Austral and Leppington North (s7.11)
o Liverpool Contributions Plan 2014 – Austral and Leppington North
6. Liverpool Contributions Plan 2021 – East Leppington (s7.11)
7. Liverpool Contributions Plan 2024 – Aerotropolis s7.12 (s7.12)
Section 7.11 Contributions v Section 7.12 Contributions
Local infrastructure contributions can be collected via two distinct funding pathways – Section 7.11 (s7.11) contributions and Section 7.12 (s7.12) contributions. Details on the differences between these two funding pathways is provided in Table 1.
Table 1 – Differences between Section 7.11 and Section 7.12 contributions
|
Section 7.11 Contributions |
Section 7.12 Contributions |
|
Charged where there is a clear nexus between the development proposal and the infrastructure to be funded.
Councils prepare Section 7.11 Contributions Plans that clearly articulates what infrastructure will be provided and approximately how much it will cost. This is used to calculate a contribution rate, usually charged per dwelling or per square metre.
Importantly, Councils that want to charge a contribution rate above the threshold set by the Minister for Planning and Public Spaces must submit their Plans to the Independent Pricing and Regulatory Tribunal (IPART) for an independent review.
Upon completion of the independent review, the IPART subsequently forwards their recommendations to the Minister for Planning and Public Spaces for consideration and approval. Upon Ministerial approval, Council must amend the draft Section 7.11 Contributions Plan in line with the Ministerial approval and seek Council endorsement to make the changes operational.
Once submitted to the IPART for review, IPART-reviewed Section 7.11 Contributions Plans typically take 18-24 months to enact.
Section 7.11 was previously known as Section 94. |
Charged as a percentage of the estimated cost of the development proposal. The maximum percentage that can be charged in most areas is 1%.
To seek a higher rate above the 1% threshold, Councils must submit their Section 7.12 Contributions Plans to the Minister for Planning and Public Spaces for a review. If supported and approved by the Minister, Council must amend the draft Section 7.12 Contributions Plan in line with the Ministerial approval and seek Council endorsement to make the changes operational.
Section 7.12 was previously known as Section 94A.
|
Pooling of Contributions Funds
Pooling of collected contributions funds allows a Council to ‘borrow’ within and between Contributions Plans to bring forward the delivery of essential infrastructure and land acquisition across the LGA. It should be noted though that only infrastructure and land acquisition items already identified in an “in force” Contributions Plan can be funded.
Borrowed funds however must be eventually repaid back to the original funding source to ensure infrastructure and land acquisition identified in the Contributions Plan borrowed from can be delivered as planned.
Section 212(6) of the Environmental Planning and Assessment Regulation 2021 (“EP&A Regulation”) provides the following caution with respect to the pooling of contributions funds:
“A contributions plan may authorise monetary development contributions or development levies paid for different purposes to be pooled and applied progressively for the different purposes only if the council is satisfied that the pooling and progressive application will not unreasonably prejudice the carrying into effect, within a reasonable time, of the purposes for which the money was originally paid.”
Contributions Planning Framework Reform Project
At the Governance Committee Meeting on 9 July 2024, City Planning presented Council with the pressing need to commence work on a multi-year project to reform Council’s current Contributions Planning Framework. A copy of the Governance Committee Report for the initiative is provided in Attachment 1.
The Report noted that a signification portion of Council’s current Contributions Plans are considered outdated in so far that they no longer align to Council’s current strategies, policies and environmental plans.
Furthermore, development yields and/or trends that informed the Plans at the time of their preparation are either no longer applicable or have shifted to such an extent that the contributions being collected are not sufficient to deliver the identified Plan initiatives.
Specifically, the Report highlighted that:
1. Council’s Growth Areas are currently facing a significant shortfall in financing the listed land and works program;
2. Contributions Plans for the Liverpool City Centre and Established Areas include items that no longer align to the development of the area or vision of Council and the community; and
3. Items under the Section 7.12 Contributions Plans are severely underestimated in their costs, making it difficult to achieve their delivery.
In combination, this is placing financial and asset delivery risks onto Council, and reputational risk to our growing communities. A snapshot of the current financial underfunding of Council’s existing Contributions Plans as of October 2024 is presented in Table 2, with further detail provided in Attachment 2.
Table 2 – Financial snapshot of Council’s seven “in force” Contributions Plans
|
|
A |
B |
C |
D |
E |
|
Contributions Plan |
Total Contribution Plan Value (Capital & Land)2 |
Total Contributions Charges & Levies Received 1 |
Capital & Land Delivered2 |
Capital & Land Outstanding2 |
Balance3 |
|
Liverpool Contributions Plan 2008 – Edmondson Park |
$512,141,102
|
$127,976,245 |
$98,253,482 |
$413,887,620 |
-$384,164,857
|
|
Liverpool Contributions Plan 2021 – Austral and Leppington North |
$1,223,515,925 |
$208,877,404 |
$132,658,414 |
$1,090,857,511 |
-$1,014,638,521 |
|
Liverpool Contributions Plan 2021 – East Leppington |
$62,474,164 |
$26,333,935 |
$2,341,821 |
$60,132,343 |
-$36,140,299 |
|
Liverpool Contributions Plan 2009 |
$496,275,418 |
$446,249,125 |
$338,826,835 |
$157,448,583 |
-$50,026,248
|
|
Liverpool Contributions Plan 2018 – Liverpool City Centre |
$82,500,000 |
$34,467,235 |
$11,125,575 (work plan amended since Pre 2001 Plan)4 |
$71,374,425 |
-$36,907,190 |
|
Liverpool Contributions Plan 2018 – Established Areas |
Apportioned Plan |
$38,045,641 |
$14,016,172 |
$28,180,259 (includes transport and drainage projects only. Community facilities and open space items apportioned – further information provided in Attachment 2) |
-$22,831,343 (total excludes community facilities and open space items) |
|
Liverpool Contributions Plan 2024 – Aerotropolis s7.12 |
$2,800,000,000 |
$0 |
$0 |
$2,800,000,000 |
-$2,800,000,000 |
1 – Actuals: combination of cash in reserves and actual project cost
2 – As of October 2024
3 – Column ‘E’ = Column ‘D’ - (Column ‘B’ – Column ‘C’). Contributions levies required to deliver outstanding works and land acquisition programs
4 – Liverpool Contributions Plan 2018 – Liverpool City Centre has an amended works schedule. Column E will not balance as a result of the amended schedule of works and project recoupments captured under this Plan.
It should be noted that the outstanding balance (Column ‘E’) is based on contributions required to deliver infrastructure and land acquisition based on the estimates used in the individual Contributions Plans (best case scenario). Further auditing and review of the listed infrastructure and land acquisition items in Council’s Contributions Plans will form a key component of the Contributions Planning Framework Reform Project.
The balance of contributions required is not calculated on the number of contributions payable by development consent (yield). The comparison for contributions payable against development yield may identify a significant shortfall in contributions. This may be the result of project variations (estimate to actual), land valuation due diligence (estimate to actual) and the type of development to which contributions apply and the type of development being delivered.
Next Steps
Following endorsement by Council of the Contributions Planning Framework Reform Project at the July 2024 Governance Committee Meeting, City Planning has commenced work on a program to transform Council’s Contributions Planning Framework to:
· ensure consistency with industry best practice;
· effectively meets the infrastructure and services needs of our growing communities; and
· provide the financial stability required to fund the essential infrastructure, services and land acquisition.
The Project is expected to take approximately three years to complete (i.e. late 2027) – acknowledging Council will have no control over the time it takes for both the IPART and the DPHI to review and approve any new Contributions Plans – and will be delivered in a phased approach as follows:
· Phase 1 – Liverpool Contributions Plan 2009, Liverpool Contributions Plan 2018 – Established Areas, and Liverpool Contributions Plan 2018 – Liverpool City Centre
· Phase 2 – Liverpool Contributions Plan 2021 – East Leppington, the Liverpool Contributions Plan 2021 – Austral and Leppington North and the Liverpool Contributions Plan 2008 – Edmondson Park
· Phase 3 – Preparation of a corresponding Section 7.11 Contributions Plan for the Aerotropolis Precinct
In line with the Resolution from the July 2024 Governance Committee, progress on the Contributions Planning Framework Reform Project will be reported quarterly to Council via the Governance Committee Meetings.
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation.
Internal resourcing and the engagement of Consultants for the Reform Project will be fully funded from existing contributions levies applied under existing “in force” Section 7.11 Contributions Plans (i.e. administration levy).
CONSIDERATIONS
|
Economic |
Deliver and maintain a range of transport related infrastructure such as footpaths, bus shelters and bikeways. Deliver a high-quality local road system including provision and maintenance of infrastructure and management of traffic issues. Facilitate economic development. |
|
Environment |
Protect, enhance and maintain areas of endangered ecological communities and high-quality bushland as part of an attractive mix of land uses. Support the delivery of a range of transport options. |
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 |
Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct. |
|
Legislative |
Environmental Planning and Assessment Act 1979 (EP&A Act) Environmental Planning and Assessment Regulation 2021 (EPAR) Division 7.1, Subdivision 3 of the EP&A Act establishes a legislative framework for developers to contribute to the provision of local infrastructure. Conditions can be imposed in development consents requiring payment of contributions under Section 7.11 of the EP&A Act or levies under Section 7.12 of the EP&A Act. Such conditions can be imposed where they are of a kind allowed by, and determined in accordance with, a Contributions Plan. The Minister may give directions to councils under Section 7.17 of the EP&A Act as to specified matters affecting the imposition of conditions requiring the payment of monetary contributions or levies. The Minister has given a range of directions for local infrastructure contributions, including the Environmental Planning and Assessment (Local Infrastructure Contributions) Direction 2012, which imposed a cap on monetary contributions except in relation to an IPART-reviewed Contributions Plan. Part 9, Division 3 of the EPAR details requirements for the making of contributions plans. In preparing a contributions plan, Council is required by Section 211 of the EPAR to consider any relevant practice notes. Council is also expressly prevented from approving a Contributions Plan that is inconsistent with a ministerial direction under Section 7.17 of the EP&A Act. The legislation constrains Council’s use of monetary contributions and levies. Pursuant to Section 7.3 of the EP&A Act, Council must hold any monetary contribution or levy for the purpose for which the payment was required and apply the money towards that purpose within a reasonable time. Section 7.12(3) of the EP&A Act confirms that levies are to be applied towards the provision, extension or augmentation of public amenities or public services (or towards recouping the cost of their provision, extension or augmentation). The application of the money is subject to any relevant provisions of the Contributions Plan. Council may pool money paid in accordance with the conditions of development consents and apply it progressively for the purposes for which it was required, subject to the requirements of any relevant Contributions Plan or Ministerial direction. There is a relevant restriction in Section 212(6) of the EPAR which is identified in the body of the Report. Provisions of the legislative framework are further outlined in the body of the Report. |
|
Risk |
The risk is deemed to be High. Should Council not proceed with the Contributions Planning Framework Reform Project, the ongoing funding shortfall highlighted in Council’s “in force” Contributions Plans will continue to widen, placing financial and asset delivery risks onto Council, and reputational risk to our growing communities. The risk is considered outside Council’s risk appetite. |
ATTACHMENTS
1. Governance Committee Report - Reform of Council's Contributions Planning Framework - 9 July 2024
|
PLAN 06 |
Financial Status of Council's Contributions Plans |
|
Attachment 1 |
Governance Committee Report - Reform of Council's Contributions Planning Framework - 9 July 2024 |

|
PLAN 06 |
Financial Status of Council's Contributions Plans |
|
Attachment 2 |
Contributions Financial Assessment Report - October 2024 |

Ordinary Meeting
10 December 2024
Community & Lifestyle Report
|
COM 01 |
Report back to Council: Edmondson Park Residents Advisory Group |
|
Strategic Objective |
Healthy, Inclusive, Engaging Improve liveability and quality of life for the community by delivering vibrant parks, places and facilities |
|
File Ref |
364509.2024 |
|
Report By |
Javeria Hoda - Acting Coordinator Community Development |
|
Approved By |
Tina Bono - Director Community & Lifestyle |
At its meeting on 16 October 2024 Council resolved to bring a report back to the December Council Meeting recommending the implementation of the Edmondson Park Resident Advisory Group, to oversee delivery of parks in the area.
This report provides context to Council of existing community engagement platforms that target Edmonson Park residents in relation to Parks and Open Space planning and delivery for consideration.
In addition, the report outlines provisions required to establish an Edmondson Park Residents Advisory Group, including reference to a Draft Terms of Reference that would govern the Edmondson Park Residents Advisory Group, should this be resolved.
That Council:
1. Resolves one of the following options for implementation:
Option 1:
Considers the existing community engagement platforms and utilise these to promote consultation with the Edmondson Park community, regarding the development and delivery of parks in Edmondson Park, though these channels.
Or
Option
2:
Establishes an Edmondson Park Residents
Advisory Group and refer to the Terms of
Reference to implement the Group.
REPORT
Background
In evaluating the potential establishment of an Edmondson Park Resident Advisory Group, Council must consider several key factors, including the alignment with existing community engagement methods and the associated financial and resource implications. Currently, Council's Community Engagement Strategy and the Community Strategic Plan serve as frameworks for ongoing communication with residents, particularly regarding the development of parks in Edmondson Park.
Council has centralised its engagement delivery through the appointment of a Community Engagement Officer and implement a systematic engagement delivery mechanism which includes, regular Drop-In Sessions, Family Fun Days, social media and digital platform communication. Through targeted initiatives for specific projects, Council can capture community sentiments in targeted areas including the Edmondson Park community.
While the proposed Advisory Group would provide an additional engagement channel, it risks duplicating existing efforts, offering limited added value.
Considerations
There are several factors Council needs to evaluate in determining the implementation of an Edmondson Park Resident Advisory Group. This includes considering Councils existing Community Engagement Strategy and methods, and the creation of a new consultation mechanism.
Council’s Community Engagement Strategy and the Community Strategic Plan currently serve as frameworks to guide communication with residents about park development in Edmondson Park. Previously, Council used an ad-hoc approach, with different teams engaging on individual projects. This led to inconsistent levels of community engagement and varying methods, resulting in inconsistent information being shared with residents.
As noted above to improve community engagement, Council has appointed a Community Engagement Officer and implemented systematically engagement delivery which includes, regular Drop-In Sessions, Family Fun Days, social media and digital platforms and targeted initiatives for specific projects to capture community sentiments in targeted areas including the Edmondson Park community.
Since its inception of the above within the dedicated Drop-In Session for Edmondson Park, up-to-date information on park development has been available. The frequency of these sessions is twice per year, however additional sessions can be arranged if needed.
In addition to regular planned engagements noted above, the Community Planning team has recently created a webpage on Council’s website, to provide information and updates on progress, regarding the development and delivery of parks infrastructure in new release areas across the Liverpool LGA. The team also undertakes targeted engagement activities for specific projects, subject to available budget and resourcing, including mail outs and workshops with key project stakeholders (e.g. sports clubs, schools). Furthermore, draft Master Plans for new district and regional parks are placed on public exhibition, to provide additional opportunity for community engagement. The feedback obtained is considered to develop the final Master Plan.
The creation of a specific Edmondson Park Residents Advisory Group would provide another targeted mechanism for community engagement; however, it is noted that this would be essentially a double up of Council’s existing engagement methods and activities, and therefore likely provide limited value.
Consideration should be given that if the formation of a specific resident advisory group for Edmondson park is endorsed, this could potentially raise demands from residents of other suburbs, requesting the establishment of similar groups. Council will need to consider the sustainability of chairing and convening such working groups, with respect to its limited resources and workload, or look at revisions in current delivery practices.
The creation of the group would also carry financial implications for Council. Depending on the frequency and duration of these meetings, Council will need to dedicate a program budget to cover staff overtime, venue hire, and administrative costs, associated with convening the advisory committee. On average, 3 hours of staff overtime is required to convene a community forum, often with several senior Council staff in attendance.
However, should Council wish to establish the group, a Terms of Reference (ToR) document will be prepared, to provide governance over the operation of the group.
The following details will be addressed in the Terms of Reference:
· Purpose and Functionality of the Edmondson Park Resident Advisory Group;
· Membership and Expression of Interest Criteria; and
· Group Expectations and Meeting Protocols.
Conclusion
The creation of a specific Edmondson Park Residents Advisory Group would provide another mechanism for community engagement. However, it is noted that this would be essentially a double up of Council’s existing engagement methods and activities, and therefore likely provide limited value. It is also noted that establishment of the group would have budgetary and resource implications for the Council.
FINANCIAL IMPLICATIONS
The implementation of an Edmondson Park Residents Advisory Group would require an estimated budget of approximately $5,000 per year, which includes allocation for resourcing, staff overtime, and administrative costs associated with convening regular meetings. The true financial impact can be provided should Council resolve to establish the group.
CONSIDERATIONS
|
Economic |
The financial impacts are outlined in the report above. |
|
Environment |
There are no environmental and sustainability considerations. |
Social |
Support community organisations, groups and volunteers to deliver coordinated services to the community. |
Civic Leadership |
Undertake communication practices with the community and stakeholders across a range of media. Facilitate the development of community leaders. Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision-making processes. |
|
Legislative |
There are no legislative considerations relating to this report. |
|
Risk |
There is a risk that establishing this group will raise community expectations to establish similar groups for other locations within the Liverpool LGA. |
ATTACHMENTS
Ordinary Meeting
10 December 2024
Community & Lifestyle Report
|
COM 02 |
Annual Contribution to South West Sydney Academy of Sport (SWSAS) |
|
Strategic Objective |
Healthy, Inclusive, Engaging Deliver great and exciting events and programs for our people and visitors |
|
File Ref |
366995.2024 |
|
Report By |
Craig Lambeth - Manager Community Recreation |
|
Approved By |
Tina Bono - Director Community & Lifestyle |
Liverpool City Council has been a member of South West Sydney Academy of Sport (SWSAS) since its inception in 1997.
SWSAS is a not-for-profit organisation that provides advanced athlete development and representative sports programs for local sportspersons and athletes. The program provides both elite level player support programs (such as coaching, sports science and sports medicine services) and a pathway for local sportsperson and athletes to progress through junior development pathways to State and National representation. SWSAS services Liverpool, Campbelltown, Camden and Wollondilly LGA’s and is one of eleven members of Regional Academies of Sport (RASi) that services all of NSW.
1. Increase its annual contribution to the South West Sydney Academy of Sport for the 2025/2026 financial year by $4,000 to $26,000 ex GST; and
2. Increase subsequent annual contributions to the South West Sydney Academy of Sport by the Australian Bureau of Statistics Consumer Price Index.
In 2023/2024, the contribution from Liverpool City Council to support the SWSAS program was $32,674.53. In the same financial year, the SWSAS program serviced 316 athletes, and a further 65 coaches and support persons from its four (4) member local government areas. 73 of those sportsperson and athletes resided within the Liverpool LGA representing an average subsident per person of $4,457.59.
Based on the current resolution date July 2015, the current contribution for the financial years 2024/2025 financial from Liverpool Council is expected to be $33,928.70 (excluding GST). The amount is considered in the annual operating budget.
That Council:
1. Receives and notes this report;
2. Confirms its ongoing commitment to the South West Sydney Academy of Sport (SWSAS) as per the July 2015 Council resolution for the next two (2) financial years;
3. Supports that financial contribution of $33,928.70 for the 2024/2025 financial year; and
4. Increases subsequent annual contribution to the South West Sydney Academy of Sport (SWSAS) by the Australian Bureau of Statistics Consumer Price Index.
REPORT
The South West Sydney Academy of Sport (SWSAS) was established in 1997 by the NSW Department of Sport and Recreation becoming an autonomously governed body in 2002. SWSAS services the South West Sydney region which includes the Local Government Areas of Liverpool, Camden, Campbelltown and Wollondilly.
SWSAS is one of eleven (11) regional sports academies that operates as members of a large state-wide entity, the Regional Academy of Sport (RASI) which operates across all of NSW.
Each regional academy has the same principal roles:
· Facilitate the development and support of talented junior athletes in the region;
· Provide these athletes with access to specialist support services including coaching, sports science and sports medicine;
· Identify and support the development of high-performance coaches at the local level; and
· Provide a clear pathway for athletes from the junior development through to State and National representation.

Figure 1 - RASi member network
Locally SWSAS has delivered a range of opportunities to local sportspersons and athletes that includes talent identification and representative trial programs, Coach and athlete development sessions, strength and conditioning activities. Importantly SWSAS also delivers these sessions in an adaptive sports stream and has developed an indigenous pathway program.
In 2023/2024, the Academy sports program serviced 316 athletes, and a further 65 coaches, support staff members, and associated volunteers. During this period the Academy achieved a 63% female participation rate across its coach and support staff ranks.
The Liverpool LGA residents represented 23% of the program participants with 73 athletes participating in the program. Council notes that in the past 4 years, Liverpool has seen a 20% growth in athletes supported by the Academy, which is slightly above the Academy growth of 17% during this period from its neighbouring LGA. Through this time the number of sports supported by its development pathway has growth from 13 sports in 2020/21, to 22 sports in 2023/24.
In July 2006, Council voted to increase Liverpool City Council’s annual grant to the Academy from $20,000 to $22,000.
At its 29 July 2015 Council Meeting, Council resolved to:
1. Increase its annual contribution to the South West Sydney Academy of Sport for the 2025/2026 financial year by $4,000 to $26,000 ex GST; and
2. Increase subsequent annual contributions to the South West Sydney Academy of Sport by the Australian Bureau of Statistics Consumer Price Index.
The current contributions from its network member Councils are indicated below:
|
Council |
Cash Contribution |
Admin Building rent relief |
|
Camden Council |
$20,650.91 ex GST |
|
|
Campbelltown Council |
$26,000.00 ex GST |
$20,800 ex GST |
|
Liverpool City Council |
$32,674.53 ex GST |
|
|
Wollondilly Council |
$26,302.00 ex GST |
|
|
TOTAL |
$105,627.44 ex GST |
$20,800 ex GST |
The resolution presented is to confirm Council’s ongoing commitment to the South West Sydney Academy of Sport (SWSAS) as per the July 2015 Council resolution for the next two (2) financial years. The cash contribution of $33,928.70 for the 2024/2025 financial year which is included within the annual operating budget will be progress following this endorsement. It also proposes a commitment to increase the subsequent annual contribution to the South West Sydney Academy of Sport (SWSAS) by the Australian Bureau of Statistics Consumer Price Index.
FINANCIAL IMPLICATIONS
Costs associated with this recommendation have been included in Council’s budget for the current year and long-term financial plan.
CONSIDERATIONS
|
Economic |
The financial impacts are outlined in the report above. |
|
Environment |
There are no environmental and sustainability considerations. |
Social |
Support young athletes in the delivery of high-performance sporting development programs to provide a performance pathway to higher level representation. |
Civic Leadership |
Facilitate the development of local athletes enabling participation high performance programs and competitions. |
|
Legislative |
There are no legislative considerations. |
|
Risk |
The risk is deemed to be Low. |
ATTACHMENTS
1. 29 July 2015 - South West Sydney Academy of Sport - Council report seeking increase to Liverpool Council contribution
2. Council Resolution July 2015 - Approving increase in contribution to SWSAS South West Sydney Academy of Sport
|
COM 02 |
Annual Contribution to South West Sydney Academy of Sport (SWSAS) |
|
Attachment 1 |
29 July 2015 - South West Sydney Academy of Sport - Council report seeking increase to Liverpool Council contribution |

|
COM 02 |
Annual Contribution to South West Sydney Academy of Sport (SWSAS) |
|
Attachment 2 |
Council Resolution July 2015 - Approving increase in contribution to SWSAS South West Sydney Academy of Sport |
Ordinary Meeting
10 December 2024
Community & Lifestyle Report
|
COM 03 |
Grants Donations and Community Sponsorship Report |
|
Strategic Objective |
Healthy, Inclusive, Engaging Promote a harmonious community that celebrates its diversity |
|
File Ref |
379677.2024 |
|
Report By |
Javeria Hoda - Acting Coordinator Community Development |
|
Approved By |
Tina Bono - Director Community & Lifestyle |
Council is committed to building strong and resilient communities in the Liverpool Local Government Area (LGA) and maximising social wellbeing. Council helps achieve these goals by providing financial support through grants and sponsorships to develop leadership skills, increase participation in community activities and address identified social issues.
This report provides a recommendation for endorsement of funding totalling $43,830 from the Community Grant Program and Community Sponsorship Program.
That Council:
1. Endorses the funding recommendation of $23,880 (GST exclusive) under the Community Grant Program for the following projects:
|
Applicant |
Project |
Recommended |
|
PCYC Liverpool |
PCYC Liverpool School Holiday Program |
$10,000 |
|
AASHA Australia Foundation |
Liverpool Multicultural Hub |
$5,280 |
|
Scalabrini Village Ltd |
Live Easy Hubs |
$8,600 |
2. Endorses the funding recommendation of $19,950 (GST exclusive) under the Sustainable Environment Grants Program for the following project:
|
Applicant |
Project |
Recommended |
|
Thomas Hassall Anglican College |
Sparkle Club |
$5,000 |
|
SCRAP (School Communities Recycling All Paper) Ltd |
Toil 4 Soil |
$5,000 |
|
Planting Seeds |
B&B Highway |
$5,000 |
|
Georges River Environmental Centre |
Hungry Hippos are Healthy Chippos |
$4,950 |
REPORT
Community Grants Program
The Community Grant Program received three applications which met the eligibility criteria and are recommended for funding as follows:
|
Applicant |
PCYC Liverpool |
||
|
Project |
PCYC Liverpool School Holiday Program |
||
|
Amount Requested |
$10,000 |
Total Project Cost |
$ 10,000 |
|
Location |
PCYC Liverpool – 100 Cartwright Avenue, Miller, NSW 2168 |
Date |
January 2025 |
|
About the Applicant |
PCYC NSW is a registered Not for Profit, whose mission is to empower young people to reach their potential through Police and community partnerships. PCYC works with at-risk youth to break the cycle of disadvantage through crime prevention, vocational education, youth capacity building, and social responsibility initiatives, aiming to change the life outcomes for hundreds of young people. The PCYC Liverpool branch was established in 2005 and operates out of Miller, where the community can safely participate in a range of activities. |
||
|
Description |
Objective: The School Holiday Program aims to address the lack of recreational and engagement opportunities for socio-economically disadvantaged children in the 2168 suburbs during the school holiday period. PCYC will deliver a range of no-cost activities that promote physical activity, creativity, and essential skill development. Funding will go towards 150 free school holiday passes for socio-economically disadvantaged families. Passes will be distributed to families based on a means assessment, considering families with Health Care card or Family Tax Benefit A & B. Additionally, PCYC will be giving 67 complimentary memberships to the families and granting them access to the facilities for 12 months. Funding will also be put towards equipment costs for the school holiday program.
Outcomes: · Improve access to sports and personal development programs for young people from low socio-economic communities; · Promote Liverpool’s reputation as an active place for youth to live and play; and · Increased opportunities for social connection for socio-economically disadvantaged young people. |
||
|
Beneficiaries |
· 150 children from socio-economically disadvantaged families · PCYC and support services that will engage with the program |
||
|
Assessment |
Recommended Funding - $10,000 The project aligns with the Community Strategic Plan Objective 1 - Healthy, Inclusive, Engaging and meets the Community Grant Program funding priorities. Expected program outcomes 7.4.1 a), b), c), d), f) and h). |
||
|
Applicant |
AASHA Australia Foundation |
||
|
Project |
Liverpool Multicultural Hub |
||
|
Amount Requested |
$10,000 |
Total Project Cost |
$12,180 |
|
Location |
Hilda M Davis Senior Citizens Centre 185 Bigge St, Liverpool, NSW 2170
|
Date |
January 2025 to November 2025 |
|
About the Applicant |
AASHA are a registered Not for Profit orqanisation consisting of volunteers from culturally and linguistically diverse (CALD) backgrounds. Through its Social Hubs program, the group delivers a range of activities for seniors. AASHA currently deliver social hubs in six locations across Sydney that aim to reduce social isolation in seniors while connecting them to support services that can improve their quality of life. |
||
|
Description |
Objective: AASHA aims to establish a multicultural social hub for CALD seniors in the Liverpool LGA. The hub will operate once per month out of the Hilda M Davis Senior Citizens Centre in Liverpool, a central point for seniors to participate in group activities including dancing and yoga. The program incorporates targeted information sessions that will assist seniors in accessing services from governmental and non-governmental organisations and agencies. Funding is requested to cover the delivery of the program including ongoing yoga and Bollyfit facilitator fees.
Outcomes: · Improved opportunities for social connection for CALD seniors living in the LGA; · Reduced levels of social isolation in seniors through activities that promote health and wellbeing; and · Open pathways for Seniors to access medical and referral services that improve the quality of life. |
||
|
Beneficiaries |
· CALD Seniors residing in the Liverpool LGA · Government and non-government agencies promoting support services. |
||
|
Assessment |
Recommended Funding - $5,280 The project aligns with the Community Strategic Plan Objective 1 - Healthy, Inclusive, Engaging and meets the Community Grant Program funding priorities. Expected program outcomes 7.4.1 a), b), c) and d). |
||
|
Applicant |
Scalabrini Village Ltd |
||
|
Project |
Live Easy Hubs |
||
|
Amount Requested |
$8,600 |
Total Project Cost |
$38,600 |
|
Location |
Liverpool LGA
|
Date |
January 2025 to December 2025 |
|
About the Applicant |
Scalabrini Village is a Not-for-Profit aged care organisation delivering aged care services to people of all faiths and cultures. The Live Easy Hubs are a community focused initiative supporting seniors from migrant backgrounds to reduce social isolation and assist in accessing information and support services. There are currently two Scalabrini Village services in LGA that operate from Chipping Norton and Austral. |
||
|
Description |
Objective: The Live Easy Hubs program aims to address the levels of social isolation experienced by seniors, particularly those from migrant backgrounds. In partnership with CORE Community Services and AASHA Australian Foundation, the Live Easy Hub will organise social outings for seniors, targeting the Indian and Vietnamese senior community. Bi-lingual staff will attend the outings to reduce language barriers and encourage engagement between seniors. Funding will go towards bus hire, catering, venue entrance fees and program expenses for six outings that will engage groups of 30 to 40 seniors per outing.
Outcomes: · Improved mental and emotional well-being as participants feel a greater sense of connection; · Increased access and knowledge of essential resources and support services through multi-lingual materials and facilitators; and · Enhanced social connections for seniors from migrant backgrounds experiencing social isolation. |
||
|
Beneficiaries |
· Isolated CALD seniors at Scalabrini Village. · CORE Community Service promoting support services. |
||
|
Assessment |
Recommended Funding - $8,600 The project aligns with the Community Strategic Plan Objective 1 - Healthy, Inclusive, Engaging and meets the Community Grant Program funding priorities. Expected program outcomes 7.4.1 a), b), c) and d). |
||
Sustainable Environment Grants Program
The Sustainable Environment Grants Program received four applications which met the eligibility criteria and are recommended for funding as follows:
|
Applicant |
Thomas Hassall Anglican College |
||
|
Project |
Sparkle Club |
||
|
Amount Requested |
$5,000 |
Total Project Cost |
$5,000 |
|
Location |
125 Kingsford Smith Ave, Middleton Grange NSW 2171 |
Date |
January 2025 |
|
About the Applicant
|
Thomas Hassall Anglican College is a K – 12 school located in Middleton Grange. The school is seeking opportunities to deliver programs for students to learn essential life skills around waste minimisation, environmental improvement, and sustainable living. |
||
|
Description |
Objectives: The Sparkle Club is a student-led extracurricular program that aims to improve the sustainability of the school. The Club aims to build a recycling cage to hygienically and efficiently store rubbish between trips to the recycling centre. Funding will also be directed towards improving and expanding the school’s vegetables and herb garden. Produce from the garden will be used in cooking classes at the afterschool care program, in an effort to promote sustainable living.
Outcomes: · Enhanced waste management, reduced rubbish in landfill sites, and improved recycling practices through student engagement and participation programs; and · Promotion of sustainable living through sustainable agriculture practices. |
||
|
Beneficiaries |
· Students and broader school community at Thomas Hassall Anglican College. · Afterschool Care program at Thomas Hassall Anglican College. |
||
|
Assessment |
Recommended Funding - $5,000
The project aligns with the Community Strategic Plan Objective 1 - Healthy, Inclusive, Engaging, Objective 2 - Livable, Sustainable, Resilient, and meets the Sustainable Environment Grants Program funding priorities. Expected program outcomes 7.5.1 a), b), d), and e) |
||
|
Applicant |
SCRAP (School Communities Recycling All Paper) Ltd |
||
|
Project |
Toil 4 Soil |
||
|
Amount Requested |
$5,000 |
Total Project Cost |
$8,000 |
|
Location |
Holsworthy Community Garden – 209 Heathcote Road, Holsworthy, NSW, 2173 |
Date |
December 2024- June 2025 |
|
About the Applicant
|
School Communities Recycling All Paper (SCRAP) is a non-profit organisation that works with schools and other educational, government, non-government bodies as well as private individuals and companies on environmental sustainability practices. Based at Holsworthy, SCRAP is open to public 7 days per week, works with industry professional, producers and manufacturers and traders on sustainability programs for schools and the wider community. |
||
|
Description |
Objectives: The Toil 4 Soil program aims to upskill local schools in composting and worm farming techniques to covert organic waste into high quality soil to be used in the school’s gardens. The program will deliver on-site workshops at the Holsworthy Community Garden to train staff and students at the selected school in the correct techniques and procedures in addition to follow up workshops at the schools to evaluate the effectiveness of the program and provide feedback as required. Outcomes: · Educate and equip students with new skills on living sustainably; · Teach students the importance of waste minimisation and how to correctly convert food waste and compost into quality soil; and · Increase in the production of produce from school gardens. |
||
|
Beneficiaries |
School students, teachers, and school communities |
||
|
Assessment |
Recommended Funding - $5,000
Expected program outcomes 7.5.1 a), b), d), and e) |
||
|
Applicant |
Planting Seeds |
||
|
Project |
B&B Highway |
||
|
Amount Requested |
$5,000 |
Total Project Cost |
$12,780 |
|
Location |
Liverpool LGA Schools |
Date |
February 2025 to February 2026 |
|
About the Applicant
|
PlantingSeeds is a Not-for-Profit organisation that promotes environmental sustainability and biodiversity in urban, peri-urban and regional environments. The organisation works to protect and enhance the natural environment by planting native vegetation that supports biodiversity and sustainability. Planting seeds is supported by major organisations including the Department of Education and CSIRO’s database - Atlas of Living Australia. |
||
|
Description |
Objectives: Bed and Breakfasts for Birds, Bee’s and Biodiversity (B&B) Highway program aims to add to the regenerative pollinator corridor through a partnership with local schools focusing on education and skill building. The initiative is implemented in over 180 locations across three states including Casula Powerhouse and Art Centre, Liverpool West Public School and Chipping Norton Public School. The B&B Highway program is developed in response to research showing that the loss of pollinators can be offset by the planting of new plants to increase biodiversity. PlantingSeeds are requesting funding to cover the costs of installing habitats, providing education sessions and resources, and for the purchase of plants, soil, mulch and planters used in the project.
Outcomes: · Increase the capacity of schools to improve the quality of the local environment; · Increase community awareness and knowledge about the importance of pollinators, biodiversity, and the ecological significance of urban areas; and · Improve local ecosystems by creating and restoring pollinator habitats within school grounds and the wider community, contributing to the overall health and biodiversity of the local environment. |
||
|
Beneficiaries |
· Local school students and the broader school community. |
||
|
Assessment |
Recommended Funding - $5,000
The project aligns with the Community Strategic Plan Objective 1 - Healthy, Inclusive, Engaging, Objective 2 - Livable, Sustainable, Resilient, and meets the Sustainable Environment Grants Program funding priorities.
Expected program outcomes 7.5.1 a), b), d), and e) |
||
|
Applicant |
Georges River Environmental Education Centre |
||
|
Project |
Hungry Chippos are Healthy Chippos |
||
|
Amount Requested |
$4,950 |
Total Project Cost |
$8,190 |
|
Location |
Georges River Environmental Education Centre Central Avenue, Chipping Norton, NSW, 2170
|
Date |
February 2025 to December 2025 |
|
About the Applicant
|
The Georges River Environmental Education Centre (GREEC) is a Department of Education and Communities school located in Chipping Norton. GREEC offers a variety of high-quality field work and environmental and sustainability education programs for school students in Kindergarten to Year 12. The Centre aims to inspire young people to experience and connect with the natural world and encourage the development of positive behavioral changes towards environmental protection. |
||
|
Description |
Objectives: The ‘Hungry Chippos are Healthy Chippos’ project is a collaboration with Chipping Norton Public School aimed at educating students about compostable waste. It will provide the school with a system to redirect this waste to the Georges River EEC worm farm. As part of the project, students will conduct a waste audit and create a process for collecting and transporting the compostable waste to the worm farm, where it will be transformed into compost for use in the school's gardens. Funding will go towards 12
classroom collection bins and development of a waste education program,
including the creation of a worm farm. · Increased environmental awareness and responsibility among students by developing their understanding of waste minimisation and recycling; · Improved waste management and sustainable practices within the school; and · Enhanced school gardens through compost production, creating opportunities to further expand sustainable agriculture efforts. |
||
|
Beneficiaries |
· Chipping Norton Public School staff and students · Georges River Environmental Education Centre |
||
|
Assessment |
Recommended Funding - $4,950
The project aligns with the Community Strategic Plan Objective 1 - Healthy, Inclusive, Engaging, Objective 2 - Livable, Sustainable, Resilient, and meets the Sustainable Environment Grants Program funding priorities.
Expected program outcomes 7.5.1 a), b),c), d), and e) |
||
FINANCIAL IMPLICATIONS
Costs associated with this recommendation have been included in Council’s budget for the current year and long-term financial plan. A full breakdown of operating budget is included below.
|
Budget |
Balance |
Recommendation for funding in this report |
Remaining |
|
$150,000 |
$39,000 |
$Nil |
$39,000 |
|
COMMUNITY GRANTS |
|||
|
Budget |
Balance |
Recommendation funding in this report |
Remaining |
|
$152,000 |
$ 30,202 |
$23,880 |
$6,322 |
|
MATCHING GRANTS |
|||
|
Budget |
Balance |
Recommendation for funding in this report |
Remaining |
|
$100,000 |
$25,193 |
Nil |
$25,193 |
|
COMBINED FUNDING BALANCE
|
|||
|
Combined Budget |
Combined Balance
|
Total recommendation for funding for Community Sponsorship, Community Grants and Matching Grants
|
Remaining |
|
$402,000 |
$94,395 |
$23,880
|
$70,515 |
|
|
|
At the 20 November Council Meeting, Council endorsed the following funding to be drawn from the Community Grants Donations and Sponsorship Budget: · $20,000 to AusRelief in support of the humanitarian crisis in Lebanon. · $5,000 to Community Café, in response to the theft incident resulting in loss of goods intended for community.
|
$45,515 |
|
SUSTAINABLE
ENVIRONMENT GRANTS |
|||
|
Budget |
Balance |
Recommendation for funding in this report |
Remaining |
|
$75,000 |
$75,000 |
$19,950 |
$55,050 |
CONSIDERATIONS
|
Economic |
The financial impacts are outlined in the report above. |
|
Environment |
Raise community awareness and support action in relation to environmental issues. |
Social |
Support community organisations, groups, and volunteers to deliver coordinated services to the community. |
Civic Leadership |
Foster neighborhood pride and a sense of responsibility. Operate a well-developed governance system that demonstrates accountability, transparency, and ethical conduct. |
|
Legislative |
Local Government Act 1993, including sections 24 and 356. The council may by resolution contribute money or otherwise grant financial assistance to people for the purpose of exercising its functions. Council’s grant programs are targeted to ensure a lawful and consistent approach to its contributions and financial assistance. Key functions that are supported are Council’s functions of providing goods, services, and facilities, and conducting activities, appropriate to the current and future needs within the Liverpool local community and of the wider public, subject to the Local Government Act, the regulations, and any other law. |
|
Risk |
There is no risk associated with this report. |
ATTACHMENTS
1. Addendum information (Under separate cover) - Confidential
Ordinary Meeting
10 December 2024
Corporate Support Report
|
CORP 01 |
Revoking of Internal Ombudsman Policy |
|
Strategic Objective |
Visionary, Leading, Responsible Demonstrate a high standard of transparency and accountability through a comprehensive governance framework |
|
File Ref |
332305.2024 |
|
Report By |
David Day - Head of Governance |
|
Approved By |
Farooq Portelli - Director Corporate Support |
Executive Summary
Council has an Internal Ombudsman Policy which outlines the role and responsibilities of the Internal Ombudsman, including how the Internal Ombudsman will deal with complaints. The policy was adopted in 2018 with a review date of 2020.
It is proposed that the policy be revoked as:
· The policy is out of date and no longer fit for purpose.
· The position of Internal Ombudsman has not been filled since July 2023 and the majority of the functions have transferred to a restructured Governance Unit.
· New policies have been or are being implemented to address matters previously dealt with by the Internal Ombudsman.
That Council revoke the Internal Ombudsman Policy.
REPORT
Council’s Internal Ombudsman Policy outlines the role and responsibilities of the Internal Ombudsman, which include the following:
a) Administering the process for dealing with customer complaints to Council;
b) Assessing and inquiring into complaints referred by the Mayor, Councillors and the CEO;
c) Assessing and inquiring into complex and difficult complaints referred by Council directors and managers;
d) Assessing and reviewing privacy complaints and providing privacy advice to Council and members of the public;
e) Assisting the CEO as Complaints Coordinator in regard to Code of Conduct complaints;
f) Managing public interest disclosures (whistleblowing complaints) by members of Council staff;
g) Training members of Council staff in relation to complaint handling;
h) Undertaking internal reviews of decisions by Council regarding access to documents in accordance with provisions of the Government Information (Public Access) Act 2009.
i) Undertaking reviews of Council’s complaint handling policies and processes.
The position of Internal Ombudsman has not been filled since July 2023. Many of the functions have been transferred to the restructured Governance Unit.
There is no legislative requirement for Council to have a dedicated Internal Ombudsman. However, there is a requirement to have a staff member or staff members appointed to undertake certain functions. Council’s Head of Governance has taken on the roles of Complaints Coordinator (Code of Conduct), Privacy Contact Officer (Privacy Policy & Data Breaches) and Disclosures Coordinator (Public Interest Disclosures).
The Governance team is responsible for the following day to day functions:
· Administering the process for dealing with escalated customer complaints to Council in accordance with Council’s draft Complaints and Compliments Management Policy (once adopted),
· Assessing and reviewing privacy complaints, conducting Internal reviews and providing privacy advice to Council,
· Coordinating Code of Conduct complaints in accordance with Council’s Code of Conduct and Code of Conduct Procedures as directed by the CEO, and
· Promoting and raising awareness in relation to the Core Governance Policies and Council’s Ethical Conduct Framework.
Over the past 12 months, many of Council’s Core Governance Policies have been updated and additional policies created in response to changes to legislative requirements.
|
Fraud and Corruption Prevention Policy |
Adopted 25 September 2024 |
|
Secondary Employment Policy |
Adopted 25 September 2024 |
|
Gifts and Benefits Policy |
Adopted 25 September 2024 |
|
Conflicts of Interest Policy |
Adopted 25 September 2024 |
|
Public Interest Disclosures Policy |
Adopted 10 May 2024 |
|
Privacy Policy |
Adopted 13 August 2024 |
|
Data Breach Policy |
Adopted 13 August 2024 |
|
Civic Expenses and Facilities Policy |
Adopted 10 July 2024 |
The Public Interest Disclosure Policy, Privacy Policy and Data Breach Policy clarify the role of the Governance team. The proposed Complaints and Compliments Policy includes a complaints procedure that does not include the Internal Ombudsman.
Subject to policy updates agreed by Council, the Governance team has assumed the functions previously carried out by the Internal Ombudsman. There continues to be an avenue through which complaints and other matters can be raised for investigation and addressed.
FINANCIAL IMPLICATIONS
The activities of the Internal Ombudsman have largely been transferred to the Governance team and are dealt with within the budget for that team. There is no budget for external contractors and where these are required, for example for external investigations, funding sources must be identified on a case-by-case basis.
CONSIDERATIONS
|
Economic |
There are no economic and financial considerations. |
|
Environment |
There are no environmental and sustainability considerations. |
Social |
There are no social and cultural considerations. |
Civic Leadership |
Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct. |
|
Legislative |
Local Government Act 1993 Public Interest Disclosures Act 2022 Privacy and Personal Information Protection Act 1998 (PPIP Act) Health Records and Information Privacy Act 2002 (HRIP Act) Council is empowered by section 23 of the Local Government Act 1993 to do all such things as are supplemental or incidental to, or consequential on, the exercise of its functions. The operation of a complaints and compliments management system falls within this power. The Public Interest Disclosures Act 2022 establishes a framework for protected disclosures to be made in relation to serious wrongdoing. Council has established the role of disclosures coordinator under its Public Interest Disclosures Policy to assist with Council’s implementation of this scheme. The Information and Privacy Commission encourages all public sector agencies to appoint a privacy contact officer to assist with their application of the PPIP Act and HRIP Act. |
|
Risk |
There is no risk associated with this report. |
ATTACHMENTS
|
CORP 01 |
Revoking of Internal Ombudsman Policy |
|
Attachment 1 |
Internal Ombudsman Policy adopted 28 March 2018 |

Ordinary Meeting
10 December 2024
Corporate Support Report
|
CORP 02 |
Public inquiry update |
|
Strategic Objective |
Visionary, Leading, Responsible Demonstrate a high standard of transparency and accountability through a comprehensive governance framework |
|
File Ref |
394815.2024 |
|
Report By |
David Galpin - General Counsel, Manager Governance Legal and Procurement |
|
Approved By |
Farooq Portelli - Director Corporate Support |
Executive Summary
The report updates Council in relation to the public inquiry into Liverpool City Council being conducted under section 438U of the Local Government Act 1993.
That Council note the contents of the report.
REPORT
The Terms of Reference of the public inquiry have been published on the OLG website. The terms of reference are:
1. In exercising its functions under section 21, 22, 23 and 24 of the Act, the governing body is meeting its obligations to provide strong and effective leadership in a manner consistent with the guiding principles set out in section 8A, 8B, and 8C of the Act, including whether its leadership with respect to Council’s management of its responsibilities relating to long term financial planning, public land management and provision of services is appropriate;
2. In exercising its functions under section 21, 22, 23 and 24 of the Act, Council is meeting its obligations to act as a responsible employer, providing a safe, consultative and supportive working environment for the general manager and other staff in a manner consistent with the guiding principles set out in section 8A(1)(i) of the Act and any other statutory requirements considered relevant;
3. In exercising its functions under section 21, 22, 23 and 24, and Part 2, Divisions 2 and 3 of Chapter 9 of the Act, the governing body’s Mayor and councillors’ conduct and decision-making both collectively and/or individually demonstrates an understanding of their role under sections 226 and 232 of the Act;
4. In exercising its functions under section 21, 22, 23 and 24 of the Act, the governing body acts in accordance with the guiding principles set out in section 8A of the Act, including whether the governing body commands the confident of the community; and
5. Any other matter that warrants mention, particularly those that may impact upon the effective administration of the Council’s functions and responsibilities or the community’s confidence in the Council being able to do so.
Since that report was prepared, the Commissioner wrote to Council on 11 November 2024 to request further communication to staff and inviting Council to make a submission that provides material relevant to the terms of reference.
A communication was sent to all staff on 21 November 2024. This communication drew attention to the call for public submissions and the method by which a contribution can be made. It linked to updated frequently asked questions, which are available on Council’s Intranet. This material has been made available to the Commissioner.
Council’s Acting CEO is coordinating preparation of a submission in response to the Commissioner’s invitation. The submission will provide information relevant to the Terms of Reference, including relevant documents. The deadline for making the submission is 16 December 2024.
The insurer has appointed Clyde & Co to represent Council in the inquiry and Council’s in-house team is working with that firm. The Clyde & Co team will transfer to Wotton Kearney on 2 December and Council’s representation will move to that firm.
FINANCIAL IMPLICATIONS
Council has claimed on its insurance in relation to the costs of the public inquiry but the insurer has not yet confirmed cover.
If cover is accepted, Council will still have to pay the first $50,000 of the costs, with Civic Risk Mutual meeting the remainder of the excess. At this stage, an estimate has not been prepared for the full cost of the inquiry.
Council has continued to pursue its insurer for a decision in relation to cover for the public inquiry.
CONSIDERATIONS
|
Economic |
There are no economic and financial considerations. |
|
Environment |
There are no environmental and sustainability considerations. |
Social |
There are no social and cultural considerations. |
Civic Leadership |
Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct. |
|
Legislative |
Local Government Act 1993 Chapter 13, Part 8 of the Local Government Act 1993 deals with the conduct of public inquiries. |
|
Risk |
The risk is deemed to be Medium. |
ATTACHMENTS
Ordinary Meeting
10 December 2024
City Futures Report
|
CFD 01 |
Ireland Park Masterplan Update |
|
Strategic Objective |
Healthy, Inclusive, Engaging Improve liveability and quality of life for the community by delivering vibrant parks, places and facilities |
|
File Ref |
365016.2024 |
|
Report By |
Contessa Hajinikitas - Recreation and Open Space Planner |
|
Approved By |
Shayne Mallard - Director City Futures Peter Scicluna – Acting Director Operations |
Executive Summary
The purpose of this report is to seek Council endorsement of the draft Master Plan for the upgrade of Ireland Park in Liverpool.
Ireland Park is currently used as a training ground by the Liverpool Rangers Soccer Club (LRSC). The site accommodates a sports field, car park, amenities block, toilets and change rooms. These facilities are used by the Rangers Club members for a range of sports including cricket, football and rugby. In addition, Ireland Park is used recreationally by residents and the greater community for passive open space.
Liverpool City Council (Council) has prepared a draft Master Plan to upgrade Ireland Park as part of the broader Five Parks Master Plan, spanning along the length of Brickmakers Creek starting at Joe Broad Park through to Ireland Park.
The draft Master Plan articulates prioritised improvements to the sports field and amenities, including upgrades to the change rooms, toilets, car parking and the construction of a function/ meeting room and separate amenities for the “Home” and “Away” teams.
That Council:
1. Endorses the draft Master Plan for public exhibition for a period of 28 days; and
2. Delegates to the CEO the finalisation of the draft Master Plan if no submissions are received during the public exhibition period or receive a further report outlining details of the submissions received after the conclusion of the public exhibition period.
REPORT
1. Background
Council engaged Studio Hollenstein and SportENG (consultants) to prepare a draft Master Plan for the upgrade of Ireland Park, Liverpool to meet changing user needs.
2. Consultation
Consultation was undertaken with internal stakeholders and the LRSC, who utilise this site as their home ground, to understand the user needs to inform the Master Plan. Key items requested by the LRSC include the following:
a) Upgrades to the amenities building with separate change rooms and toilet facilities for the “Home” and “Away” teams;
b) Upgrade to the car park and the provision of additional parking;
c) Upgrade to the existing field in Stage 1;
d) Provision of two new sports fields in Stage 2; and
e) Provision of play space and off-leash dog park in Stage 3.
3. Draft Master Plan
The draft Master Plan provides a holistic vision for the future of the park and will provide improved facilities and amenities for the local community. It will enable Council to upgrade the park in stages, as funding becomes available.
The draft Master Plan incorporates the following features:
a) Extension of car park area;
b) Concrete pathways connecting the car park to the sports fields and amenities block;
c) Upgraded amenities building;
d) Upgraded sports field that is currently in use for Stage 1;
e) Two new sports fields in Stage 2;
f) Play space and off-leash dog park in Stage 3; and
g) A new fence around the sports fields.
A copy of the draft Master Plan and Architects package are attached to this report (refer to attachments 1 and 2).
4. Funding
There is currently $1 million funding available from Council’s Sports upgrades budget. This funding can be utilised to undertake Stage 1 detailed design and execution of the sports field works, as identified in the draft Master Plan. Council will seek further funding through available grant programs, to supplement the funding currently available to progress detailed design of further stages and delivery of the works. The staging identified in the draft Master Plan will be subject to the availability, conditions and timeframe associated with grant funding programs.
FINANCIAL IMPLICATIONS
There are no financial implications associated with Council endorsing the draft Master Plan for public exhibition.
CONSIDERATIONS
|
Economic |
There are no economic and financial considerations. |
|
Environment |
There are no environmental and sustainability considerations. |
Social |
Support community organisations, groups and volunteers to deliver coordinated services to the community. Raise awareness in the community about the available services and facilities. Deliver high quality services for children and their families. |
Civic Leadership |
Undertake communication practices with the community and stakeholders across a range of media. Foster neighbourhood pride and a sense of responsibility. Provide information about Council’s services, roles and decision-making processes. Deliver services that are customer focused. |
|
Legislative |
There are no legislative considerations associated with this report. |
|
Risk |
There is no risk associated with this report. |
ATTACHMENTS
|
CFD 01 |
Ireland Park Masterplan Update |
|
Attachment 1 |
Architects Package Ireland Park Draft Master Plan |

Ordinary Meeting
10 December 2024
City Futures Report
|
CFD 02 |
Craik Park - Final Master Plan and Draft Plan of Management |
|
Strategic Objective |
Healthy, Inclusive, Engaging Improve liveability and quality of life for the community by delivering vibrant parks, places and facilities |
|
File Ref |
365781.2024 |
|
Report By |
Erin Zhan - Landscape Planner |
|
Approved By |
Shayne Mallard - Director City Futures Peter Scicluna – Acting Director Operations |
Executive Summary
The purpose of this report is to seek Council adoption of the Final Master Plan and endorsement of the draft Plan of Management, for Craik Park in Austral.
Craik Park Final Master Plan
On 24th April 2024, Council endorsed the preferred option for the Craik Park Draft Master Plan, for public exhibition for a period of 28 days, from 20 May 2024 to 20 June 2024.
In October 2024, Council engaged CLOUSTON Associates (consultant) to finalise the Master Plan. Based on feedback from internal stakeholders, the community and sports clubs’ engagement, the final Master Plan is a refined version of Scenario A - Showground, Events and Recreation option. This scenario looked to build on the original land designation, and to develop the site with a balance of sport, environment and passive recreation uses for the growing community. This option supports the widest range of community uses, the improvement delivered in stages, as funding is released and obtained.
This report summarises the Final Master Plan, which focuses on alignment with community vision, strategic objectives, and sustainability principles.
Craik Park Draft Plan of Management
Council engaged Parkland Planners (consultant) to prepare a draft Plan of Management for Craik Park, Austral, that is consistent with the requirements of the Local Government Act 1993 (LG Act) and Crown Lands Management Act 2016 (CLM Act). Craik Park required a site-specific plan due to it encompassing both Crown and Council land. Council has also identified funding to allow for the Plan of Management for Craik Park to be funded from Council’s Operational budget.
Craik Park is currently captured within Generic Plans of Management for Sportsfields (POM) adopted in 2007. At the time, it comprised sporting fields, two tennis courts, a sports club building, and Natural Areas.
The revised POM for Craik Park reflects the futural development proposal to upgrade its sporting, community and recreation facilities that are defined in the 2024 Craik Park Master Plan. Upon adoption, this POM will supersede the Generic Plans of Management for Sportsfields as they apply to Craik Park.
The objective of the Craik Park POM is to outline the ongoing use, maintenance, management, and improvement of Craik Park for the next 10 years, as well as authorise leases, licenses and guide future uses and developments.
All Community land managed by Council and used by the community, must have a POM, as required under the CLM Act and the LG Act. POMs allow for, among other things, Council to enter into long-term leases/licences consistent with the intended purpose of the land. In the case of Crown Land reserves (Department of Planning, Housing and Infrastructure), adoption of the POM is subject to Ministerial consent.
In November 2024, Council completed its required Native Title Assessment and completed the draft Plan of Management for Craik Park. Subject to Council endorsement, the draft POM for Craik Park will be presented to Crown Lands for approval and then placed on public exhibition.
That Council:
1. Adopts the Final Master Plan for Craik Park, Austral.
2. Endorses the draft Plan of Management for the purpose of submitting it to Crown Lands for approval for public exhibition, in accordance with the provisions of Section 38 of the Local Government Act 1993 (LG Act) for a minimum period of 42 days from the date of public notice.
3. Delegates the authority to the Chief Executive Officer (or delegate) to make any necessary minor amendments to the draft Plan of Management, prior to Crown land submission and exhibition.
4. Acknowledges that Council will receive a further report following the public exhibition period, which will outline public comment received for the same Plan of Management; and
5. Considers the Native Title advice provided in connection with the Plan of Management.
REPORT
1. Background
Council assesses development and will deliver infrastructure that is informed by the broader Master Plan for the Austral and Leppington North precinct. This plan is known as the Indicative Layout Plan (ILP) and shows how each rural acreage site will be developed over time to provide a high-quality liveable community. Key features of the ILP, include the road network, land use precinct, and the locations of parks and drainage infrastructure.
Council is responsible for delivering stormwater infrastructure, most public open spaces, community facilities, and some roads. Given the size and scale of the Austral and Leppington North precincts, Council will need to prioritise the delivery of this infrastructure.
Approximately 100 hectares of public open space will be delivered by Council in Austral and Leppington North as the precinct develops. The new facilities will include playgrounds, walking trails and sporting fields. When the suburb is fully built, most new residents will be within 400 metres of a park.
The 2011 assessment conducted for the Department of Planning, Housing and Infrastructure highlighted several key opportunities within the Austral and Leppington North Precincts regarding their existing parks network and demographic characteristics. Notably, the presence of open spaces like Craik Park was recognized, with plans to retain Craik Park, with the parkland itself being relocated elsewhere. Additionally, the precincts benefit from the proximity to the Western Sydney Parklands, providing an opportunity to accommodate regional informal and major sporting facilities without the need for them to be directly situated within the precincts.
The assessment emphasised the significance of the extensive creek system within the area, including Bonds Creek, Kemps Creek, and Scalabrini Creek. These waterways offer valuable pedestrian and cycle linkages, as well as informal open spaces within their riparian corridors. The presence of natural bushland, such as Starr Park and scattered areas throughout the precincts, was highlighted. The preservation of these natural habitats, with varying levels of public access, contributes to the overall environmental and recreational value of the Austral and Leppington North Precincts.
For context, below is a diagram showing the future open space network within Austral.

Figure 1: Austral Open Space Network Map
Craik Park is situated in the heart of Austral and Leppington North, one of Sydney's Priority Growth Precincts. Craik Park is Crown a Reserve (No 73165) and was gazetted for Public Recreation / Showground and Council is the Crown Land Manager. Council is required to prepare a Plan of Management under the Crown Lands Act 2016 and a Master Plan will support actions identified in the Plan of Management. The Park is located 10 kilometers southeast of the Western Sydney International (Nancy-Bird Walton) Airport and in close proximity to the Western Sydney Aerotropolis. It holds significant potential for its future as a local town park, meeting the many day-to-day passive and active recreation needs of the local community.
Below is a diagram showing the location of Craik Park, within Austral.

Figure 2: Craik Park Location Map
2. Final Master Plan
The Final Master Plan (Attachment 1 to this report) will enable Council to upgrade the park in stages, as funds become available. The upgraded will revitalise the parkland, build off the existing landscape character and the area’s rich history, and respond to current growth demands.
The Master Plan encompasses the following elements:
· Community Vision Reinforcement: Consideration of how park upgrade aligns with the community's vision and strategic objectives.
· Landscape and Urban Design Frameworks: Consideration to sustainability, accessibility, and good design principles, encompassing multi-purpose recreation, ecological corridors, active transport, and arts, culture, and history.
· Long-term Planning: A resolved plan to guide the park’s development over the next 5 to 10 years.
· Alignment with Council Guidelines: Alignment with Council's planning framework and Recreation and Open Space Strategy.
· Integration with Council Programs: Informing Council's Capital Works Program, and Operational Plan.
· Forward Planning for Funding: Serving as a tool to enable Council to apply for external funding, for detailed design and delivery of the work.
The Master Plan has been developed based on the following six objectives:
· Celebrate heritage: Honouring and celebrating the rich heritage and stories throughout the park.
· Design for local communities: Accommodating the local community’s needs through implementing sufficient facilities and amenities on site.
· Enhance woodland environment: Protecting, maintaining and enhancing the existing threatened ecological communities in the park.
· Facilitate diverse uses: Ensuring there is a balance of both active and passive spaces across the site to cater for a diverse range of community activities.
· Promote ease of circulation: Establishing formal and informal pathways across the site which connect zones to each other and connect the site as a whole.
· Achieve sustainable management: Facilitating sustainable resource management practices, and ensuring the landscape is well-maintained, managed and operated in the long-term.
2.1 Project Program
The Master Plan for Craik Park incorporates the following:
· Sportsfield with informal training space
· New amenity building with change rooms, canteen and meeting rooms
· District play space
· Multi-purpose courts
· Picnic shelter with BBQ
· Outdoor gym
· Public toilet block
· Tiered seating
· Carpark upgrade
· Lighting upgrade
· Storage facilities
· Café / Kiosk
· Activator building (e.g. Gym).
2.2 Community Engagement
The Community Engagement activities included an online survey, Community Drop-In Session, social pinpoint map, engagement meetings with clubs and further community consultation activities undertaken by JOC Consulting (consultant), refer to Attachment 2. These methods aimed to identify community values, needs, and aspirations to inform the final Master Plan for the site.
The community's vision for Craik Park emphasises inclusivity, active lifestyles, and social connections. Proposed upgrades aim to not only improve existing facilities but also diversify recreational opportunities for various age groups. Key priorities include enhancing sports infrastructure, creating a connected walking/cycling loop with nature trails, and providing amenities for youth and families. The plan also addresses the need for diverse gathering spaces, outdoor fitness equipment, and increased cricket facilities to meet growing demand. Additionally, upgrades to parking infrastructure are deemed essential to support the anticipated increase in park usage during sporting events and community gatherings. In addition, participants commonly highlighted the opportunity to connect with the neighbouring bushland, and the need to ensure increased tree canopy and dense planting define a varied number of gathering and social spaces scattered around the parklands.
In September 2024, a separate session was undertaken with the current sporting user groups including Western Blues Little Athletics Club and Austral City Bears - Junior Rugby League Football Club. The clubs provided their inputs on facilities upgrades, including change room upgrade for women and girls, storage facilities relocation and upgrade, throwing cage relocation to avoid a safety hazard and improvement for vehicle access to the site.
Other feedback received assisted in refining the Final Master Plan. This included providing a location for a potential Coffee shop / kiosk to activate the park and an activator building near the tennis court and maintaining the existing two tennis courts until such time as the multipurpose court is installed.
2.3 Final Master Plan
Below is an image of the final Master Plan for Craik Park.

Figure 3: Final Master Plan - Showground, Events and Recreation Option (see attachment 1 for higher resolution and scale version)
The benefits of the proposal include promoting inclusivity for both sports and non-sports communities, offering a comprehensive sports complex with necessary amenities, providing diverse programs to cater to varied community interests, and designing flexibility to accommodate showground and event activities.
Additionally, the proposal incorporates informal recreational spaces, areas for off-leash dog activities and informal training, breakout zones for active pursuits, spectating, and socializing, and ample shading with high canopy coverage. Additionally, it enhances openness by removing fencing around the sports field, maintains the oval shape for showground / event usage, places play areas and lawns conveniently near parking, and includes a new amenities building to support community sports. It also includes controlled overflow parking for future community events.
The proposal highlights the following impacts, the intersection of the cricket pitch with other fields is considered suboptimal, and the funding outlined in the Contributions Plan falls short of requirements.
2.4 Funding Strategy
Craik Park Master Plan is comprised of large and diverse components. As a result, the Master Plan is developed for delivery in multiple stages, in accordance with funds available or to be secured in the future, as outlined in the below diagram.

Figure 4: Indicative staging diagram
2.4.1 Contributions Plan
Currently, the total funds allocated within Council’s Austral / Leppington North Contribution Plan for Craik Park (LP5) is $6.1M, with $1.67M in project costs identified for a local sport field infrastructure. The detailed design, Development Application and partial construction of sports fields and outdoor recreation facilities can be funded from the allocated funds in Contributions Plan.
2.4.2 External Grant Applications
To secure additional funds, there are a range of relevant grant programs, and in most cases the grant funding can be coupled with developer contributions.
Council staff are investigating current and future grant opportunities to fund the detail design and delivery the project. The works will likely be delivered in a staged approach, subject to funding availability and delivery timeframe associated with respective grant programs.
3.Craik Park Draft Plan of Management
3.1 Background
In accordance with the Local Government Act 1993 and the CLM Act, and to align with the Masterplan of Craik Park, Council has now prepared a draft Plan of Management for Craik Park, Austral (Attachment 4) to support the actions to achieve the main elements identified by the community and club consultation. This reserve is managed and maintained by Liverpool City Council as the appointed Crown Land Manager (CLM).
A Plan of Management provides the framework for managing public land. It sets out how public land is intended to be used, managed, maintained, and enhanced in the future. A Master Plan can accompany a Plan of Management to show proposed spatial changes to that public land. The Local Government Act 1993 (LG Act) and Crown Lands Management Act 2016 (CLM Act) requires a Plan of Management to be prepared for all public land that is owned by a Council and Crown Lands and classified as community land under the Act. Council, as a Crown Land Manager (CLM) must engage or employ at least one Native Title Manager, to comply with Native Title Act 1993.
The Austral and North Leppington Precinct has been identified by the NSW Government as a priority growth area which will accommodate up to 54,300 people in 17,350 homes.
Due to the rapid residential development and population growth in Austral, Craik Park has been identified for improvements to meet the demands of a growing community and the lack of recreation and open spaces in Austral to meet those needs. Craik Park is identified in the Austral-North Leppington Indicative Layout Plan (ILP) as a central district sports hub.
Council has developed a draft Master Plan to establish the improvements and facilities required at Craik Park to meet the needs of Austral’s rapidly growing community. The first step is upgrading the existing playground to meet the immediate recreational needs of the community.
This Plan of Management for Craik Park reflects the Draft Master Plan for Craik Park. Upon adoption, this Plan of Management will supersede Liverpool City Council’s Generic Plan of Management for Sportsgrounds (2007) and Community Facilities Plan of Management (2005) as they apply to Craik Park.
3.2 Classification of Crown Land
Community land is categorised as either:
· Natural Area;
· Park;
· Sportsground.
Below is a diagram showing the existing land categorisation of Craik Park.

Figure 5: Current Categorisation diagram
3.3 Categorisation and Native Title
Under the Commonwealth Native Title Act 1993 (NT Act), future acts that affect Native Title rights and interests will be valid if covered by the NT Act and invalid if not. As Crown Land Managers, under Part 8 of the CLM Act, Councils must obtain Native Title Manager advice before dealing with Crown lands. This is to ensure the activity is lawful under the NT Act. Attached is a copy of a Native Title Advice Report (Attachment 3), which recommends that Council may endorse the draft plan of management for referral to the Minister administering the CLM Act.
3.4 Plan of Management – Next Steps
The Craik Park draft POM outlines the following:
· Land ownership and management
· Condition of the land, buildings, and other improvements
· Uses of Craik Park
· Native Title statement
· Future uses and developments
· Permitted future uses and developments.
· Use agreements and leases or licences.
· Future plans including Landscape Master Plans.
Council is required to develop POMs for all 22 Crown land reserves and under the CLM Act each land category must have ‘core objectives’, which need to be consistent with lease or license authorisation in the POM.
The current POMs, adopted by Council, do not meet the requirements of the CLM Act 2018. As the Department of Planning, Housing and Infrastructure has accepted the assigned categorisations in July 2023, Council can now proceed to prepare draft POMs which will be included in either generic or specific POMs, to be compliant with the CLM Act.
To meet the requirements of the LG Act, the Craik Park POM must be provided to the Crown Lands, for their review, prior to placement on public exhibition. Further, Council is required to provide to the Crown Lands (as landowner) the updated POM, in response to the public exhibition process, prior to formal endorsement by Council. A Notice of Plan(s) of Management for Crown Reserves will be submitted and is used to seek Minister's consent to adopt the PoM, pending no changes are made following public exhibition.
3.5 Craik Park Draft Plan of Management – Summary
The Craik Park Draft Plan of Management outlines the categorisation, purpose and intended use of the land. The Craik Park precinct identifies different Crown and Council land categories to support the intended use, as indicated in the below table:
|
Classification |
Objectives (LG ACT) |
|
Natural Area |
Subcategorised as Bushland, applies to the heavily vegetated area north of the oval
|
|
Park |
The land is, or is proposed to be, improved by landscaping, gardens or the provision of non-sporting equipment and facilities, for use mainly for passive or active recreational, social, educational, and cultural pursuits that do not unduly intrude on the peaceful enjoyment of the land by others
|
|
Sportsgrounds |
Applies to the area of the reserve used for structured active recreation and sports
|
Below is a diagram showing the proposed land categorisation of Craik Park.

Figure 6: Proposed Categorisation diagram for Draft Master Plan
For the purposes of the POM, Craik Park has been characterised into three zones. The scale and intensity of use of each community land category in Craik Park are connected and complementary to that of the other categories. An increase or decrease in the scale or intensity of use within one category may impact upon another category.
While weekday use may be considered as modest, on weekends use of Craik Park increases through greater informal use, sports, and community events and special events. The scale and intensity of overlapping use is to be planned, addressed and managed to ensure that the scale and intensity of use of Craik Park is consistent with this plan.
1. Park Facilities
The facilities and furniture in the park category cater for a range of structured and unstructured recreational activities for the community, users and visitors to the park, supported by facilities in the community hub. Craik Park and all elements within the park can be accessed and used all year round.
The majority of users will be local community members, and visitors and spectators during sports events. Usage levels of the park have not yet been determined and will need to be monitored across all categories with respect to the provision of off street car parking and traffic impacts on surrounding roads, businesses and residents.
2. Sportsgrounds
The sports fields cater for both summer and winter sporting codes providing all year-round access to weekend local club competition, sporting programs, weekday school use and weekday evening training, subject to Council approval.
The sports field will be used for training, competition and sports programs. The majority of users will be playing participants, match officials, coaches, volunteers and spectators. Usage levels will need to be negotiated with clubs, organisations, schools and other parties interested in hiring the fields. Council may limit the use of the sportsfield during and after rain, and if excessive wear of turf occurs.
In addition to sporting uses, the space may be used for a range of non-sport related activities such as unstructured and informal recreation or Council organised community and special events.
3. Natural Area
The core objectives for management of community land categorised as a natural area are to:
· Conserve biodiversity and maintain ecosystem function in respect of the land, or the feature or habitat in respect of which the land is categorised as a natural area
· Maintain the land, or that feature or habitat, in its natural state and setting
· Provide for the restoration and regeneration of the land
· Provide for community use of and access to the land in such a manner as will minimise and mitigate any disturbance caused by human intrusion
· Assist in and facilitate the implementation of any provisions restricting the use and management of the land that are set out in a recovery plan or threat abatement plan prepared under the Biodiversity Conservation Act 2016 or the Environment Protection and Biodiversity Conservation Act 1999 (Cth).
Several use agreements (leases, licenses, or other estates) currently apply to Craik Park as listed in below. These agreements are authorised until the end of their current term before the exercising of any options.
Craik Park and the club house is currently used by two main clubs. They share the usage of the buildings throughout these periods:
- Austral City Bears (Winter)
- Western Blues Little Athletics (Summer).
There are a few other organisations using the field/club house during summer and winter:
- Junction Works – use the building behind the clubhouse
- Fellowship of Christ – Use the field and toilets during summer
- Australian Nepalese Community – Use the field and toilets during summer.
Legislation over Community Land
The Local Government Act 1993 sets out a detailed legislative framework for use and management of community land in Chapter 6, Part 2, Division 2. If Council is the manager of dedicated or reserved Crown land, Council must also manage that land as if it were community land under the Local Government Act 1993 (Crown Land Management Act 2016, section 3.22(1)).
Council is required to prepare a draft plan of management for community land (LGA, section 36) and must use and manage community land in accordance with the applicable plan of management. Before adopting a plan of management, Council must:
· before giving public notice of the draft plan, forward a copy of the draft plan to the person who owns or controls the land the subject of the plan, if the land is not owned by Council, and include in the plan any provisions properly required by that person (LGA, section 39),
· give public notice of the draft plan and material needed to understand the plan for not less than 28 days (LGA, section 38),
· specify a period of not less than 42 days after the date on which the plan is placed on public exhibition during which submissions may be made (LGA, section 38),
· hold a public hearing if the proposed plan will categorise or alter the categorisation of community land as a natural area, sportsground, park, area of cultural significance or for general community use (LGA, section 40A), and
· only adopt a plan of management after considering submissions received in response to the draft plan (LGA, section 40(1)).
The Local Government Act governs the circumstances in which a lease, licence or estate in community land can be granted –
· Council may grant a lease, licence, or estate in community land of a kind permitted by section 46 of the Local Government Act, but not otherwise. Subject to provision for utilities, underground conduits and filming projects, the permitted purposes are conditional on the lease, licence or estate being authorised by the plan of management.
· Council must notify and exhibit any proposed grant of a licence and consider any representations received (LGA, sections 47 and 47A).
· Ministerial consent will be required for leases or licences for a term greater than 5 years if objections are made following public notification and leases or licences for a term greater than 21 years. The Minister has the opportunity to call in the proposed licence and apply a consent process for licences of a term of 5 years or less.
In accordance with Section 46A of the Local Government Act 1993 a Plan of Management for Community land is to specify and authorise any purpose for which a lease, licence or other estate may be granted over community land during the life of a POM. The Craik Park POM, when adopted, will permit the issue of leases, licences and other estates over the land covered by the Plan.
3.6 Next Steps
Upon Councils endorsement of the draft POM, the following steps are required for completion:
1. Council endorsement of the draft POM to be submitted to Crown Lands for approval.
2. Draft POM to be placed on public exhibition.
3. Draft POM public hearing undertaken.
4. Feedback incorporated into revised POM (if appropriate).
5. Final POM submitted to Crown Lands for Ministerial approval.
6. Approved POM submitted to Council for adoption.
FINANCIAL IMPLICATIONS
1.Final Master Plan
Currently Council has funds available in the Contribution Plan for eligible works under Contribution Plan funding (i.e., construction of sport fields). Consideration needs to be given to how much funding can be contributed to the project from other budget sources.
Following the adoption of the Master Plan, Council will seek grant funding to supplement the available Contribution Funds, to facilitated next steps. This includes further technical investigations, preparation of detailed design documentation, including a detailed cost estimate, and seeking the required approvals, followed by staged construction of the works.
The intended staged approach to executing the works, is as follows:
· Part 1: (underway) Site remediation and demolition, delivery of new access and Stage 1 works.
· Part 2: Improvements to current sport uses and facilities to meet demand, including expanded outdoor courts, and adjacent parking, and a new amenities building for community use.
· Part 3: Delivery of the recreation facilities and the remainder of parking.
2. Draft Plan of Management
There are no financial implications associated with Council endorsing the draft Plan of Management for Craik Park.
CONSIDERATIONS
|
Economic |
Funds are required for development of new or (to be) updated of Plans of Management to ensure Council is compliant to LG Act and Crown Land Management Act. |
|
Environment |
Manage the environmental health of waterways. Protect, enhance and maintain areas of endangered ecological communities and high quality bushland as part of an attractive mix of land uses. |
Social |
Preserve and maintain heritage, both landscape and cultural as urban development takes place. |
Civic Leadership |
Actively advocate for federal and state government support, funding and services. |
|
Legislative |
Local Government Act 1993 Crown Land Management Act 2016, Division 3.4 Other legislation identified in the report or the draft plan of management Chapter 6, Part 2 of the Local Government Act 1993 includes provision for classification and reclassification of public land (Division 1) and use and management of community land (Division 2). The Crown Land Management Act 2016 includes: · Division 3.4 – Crown Land managed by Councils · Division 3.6 – Plans of Management and other plans · Section 8.7 – When advice of Native Title Manager is required. Relevant provisions are outlined in the body of the report and in the draft plan of management. |
|
Risk |
Without an adopted POM Council is required to seek approval from DPHI for any future improvements or developments. In the longer-term the risk is deemed to be low. This is due to the legislative requirements of managing most of the LGA’s Crown Lands that now reside within Council’s responsibility. A key element of reform is that the Crown Land is managed at the most appropriate level of government. For locally significant Crown Lands, this responsibility has been transferred to Councils. The CLM Act consolidated several Acts into one, with the intention of providing clarity on legislative requirements and facilitating streamlined processes. A potential risk, until Council adopts POMs across all Crown reserves for which Council is CLM, could be the use of a reserve in a fashion that would cause “material harm” in its use, contrary to the existing reserve purpose. This risk will be removed once the current compliant processes are completed. |
ATTACHMENTS
1. Craik Park Final Landscape Masterplan and Design Report (Under separate cover)
2. Craik Park Community Consultation Final Report by JOC (Under separate cover)
3. Craik Park Native Title Advice Report - Draft (Under separate cover)
4. Craik Park Draft Plan of Management Nov 2024 v2 (Under separate cover)
Ordinary Meeting
10 December 2024
City Futures Report
|
CFD 03 |
How to expedite the delivery of parks in Austral and Edmondson Park |
|
Strategic Objective |
Healthy, Inclusive, Engaging Improve liveability and quality of life for the community by delivering vibrant parks, places and facilities |
|
File Ref |
374484.2024 |
|
Report By |
Scott Sidhom - Manager Infrastructure Planning |
|
Approved By |
Shayne Mallard - Director City Futures Peter Scicluna – Acting Director Operations |
Executive Summary
Council at its meeting on 16 October 2024 put forward a Mayoral Minute which resolved to have a number of reports presented to Council, including the following:
2. v. a report on how to expedite the delivery of parks in Austral and Edmondson Park.
The purpose of this report is to provide the requested information, as follows:
- Current status regarding the development and delivery of parks in Austral and Edmonson Park;
- Constraints and challenges impacting the development and delivery of parks; and
- Solutions to expedite the development and delivery of parks in these two suburbs.
That Council receives and notes this report.
REPORT
Current Status
Council staff are working on the development and delivery of various parks, within Austral and Edmonson Park. Below is a list of each park and respective status:
- Craik Park, Austral: Land acquisition is 100% complete. Final Master Plan is 100% complete, and draft Plan of Management (POM) is 80% complete. The Master Plan will be presented to Council shortly seeking adoption, and the draft POM will be presented to Council shortly, seeking endorsement to proceed to public exhibition. Detail design for re-development of sports field programmed for delivery in the 2025/2026 Financial year. Staff are working on a grant application, seeking funding to progress demolition works, to facilitate stage 1 of site works.
- Local Park 2, Austral: Land acquisition is 100% complete. Technical investigations are complete. Staff are finalising procurement process for concept and detailed design. It is anticipated that the design works will be completed by 30 May 2025 and site works are scheduled in the 2025/2026 Delivery Plan.
- Local Park 6, Austral: Land acquisition is 100% complete. Technical investigations and concept design is 80% complete. Funding for detailed design is included in the 2025/2026 Delivery Plan.
- Local Park 17, Austral: Land acquisition is, one portion already in Council ownership, other portion currently under negotiation with landowner, potential that compulsory process may be required, and if so estimated timeframe 12 months. Technical investigations are anticipated to commence shortly.
- Local Park 22, Austral: Land acquisition is 100% complete. Technical investigations are 80% complete. Draft Concept Design and community consultation is 100% complete. Concept design is currently being finalised. Detailed design is anticipated to be completed by 30 May 2025, with funding included in the 2025/2026 Delivery Plan to deliver Stage 1 works. Council staff have prepared and submitted a grant application, seeking funding to deliver Stage 2 works.
- Local Park 51 and 52, Austral: Land acquisition is 100% complete. Technical investigations have commenced. Delivery of playground and ancillary works will be included in the 2025/2026 Delivery Plan.
- Local Park 61, Austral: Land acquisition is 100% complete. Technical investigations are anticipated to commence shortly.
- Local Sports field 1, Austral: Land acquisition is 50% complete. Two parcels to be acquired, negotiations are currently taking place to acquire the remaining land required. 12 months estimated completion assuming agreement is reached. Technical investigations will commence after the land is acquired.
- Local Sports field 4, Austral: Land acquisition is 20% complete. Four other parcels to be acquired. Negotiations are currently taking place to acquire the remaining land required, which is anticipated to take 12 – 24 months. Technical investigations will commence after the land is acquired, noting that the site is heavily contaminated.
- Local Sports field 8, Austral: Land acquisition is 30% complete. Three parcels to be acquired, 12 months assuming agreement is reached on all parcels. Negotiations are currently taking place to acquire the remaining land required. Technical investigations will commence after the land is acquired.
- District Park 3, Austral: Land acquisition is 30% complete. Demolition of the dwelling is 100% complete. Environmental investigations to inform site management will commence next month.
- District Park 4, Austral: Land acquisition is 50% complete, and negotiations are in progress for the remaining 50% required. Demolition of dilapidated dwelling is 100% complete. Site remediation is in progress.
- District Park 5, Austral: Land acquisition is 75% complete. Demolition of the two dwellings and general site cleanup is in progress. Options to open Council owned parcel prior to completion of land acquisition is currently being investigated. Remainder of the land is owned by Transport for NSW.
- Basin 5, Austral: Land acquisition is 100% complete. This will be delivered as a dry basin, thereby contributing to the open space network. Tender documents are currently being prepared.
- Open Space 5, Edmonson Park: Land acquisition is 50% complete. Council has commenced the acquisition process for Lot 7 DP 1227088, which is zoned RE1-Public Recreation for future open space purposes. Subject to reaching agreement with the owner, acquisition is anticipated in 2024/2025 financial year. Technical investigations to commence once land acquisition is completed.
- Scott Memorial Park, Austral: Land acquisition is 100% complete. Technical investigations are complete. Concept Design is 100% complete. Detailed Design for inclusive play space is complete and procurement to commence shortly to allow delivery of works by 30 June 2025.
- Sinozich Reserve, Edmonson Park: Land acquisition is 60% complete. Technical investigations are complete. Draft Concept Design is 80% complete, noting Basin 12 shares a boundary with the reserve.
- Western Sydney Parklands Sports Precinct: Preliminary discussions are occurring between Council and the Greater Sydney Parklands Trust, regarding the possibility of establishing a joint venture to create a regional sports, education, medical and recreation hub.
Council staff are also working on the development and delivery of 19 drainage basins within Austral, which also form part of the open space network and provide recreational value to the community.
Constraints and challenges
There are various constraints and challenges impacting the development and delivery of parks within Austral and Edmonson Park, as follows:
- Land Acquisition: The Just Terms Compensation Act mandates the process that must be followed, the process is complex and can be time consuming as not all elements of the process are under Council’s control. A two year acquisition window is typically required to effectively deliver sites for the works programs. The acquisition program has to remain within contribution funding as funds have to be available to meet land costs, once agreements are reached.
- Technical investigations: In order to prepare a draft Concept Design or Master Plan, various technical investigations are required. These include (but are not limited to) the following; review of existing policies / strategies, site analysis, geotechnical testing, contamination testing, flora and fauna assessment (e.g. endangered species), ecological assessments, arborist report, flooding assessment, aboriginal cultural heritage assessment, heritage significant assessment, traffic assessment, bushfire assessment etc.
- Design and approvals processes: Topographical survey, analysis of site opportunities and constraints, benchmarking, concept layout optioneering, preparation of concept design and accompany cost estimate, approvals (e.g. Transport for NSW where altering transport arrangements, Sydney Water where their assets are impacted, assessment and approvals of land claims, Development Applications where applicable). Preparation of final concept design and cost estimate. Preparation of detailed design documentation package, including landscape architectural, civil / hydrological / electrical engineering / structural engineering, architectural design drawings (where relevant). Preparation of, or updates to existing Plans of Management.
- Community and Stakeholder Engagement: Online and in-person engagement activities, including with local residents, businesses owners / tenants, service and utility authorities (e.g. Endeavour Energy, Jemena Gas, Sydney Water), neighbouring Councils (e.g. in Edmonson Park), NSW Government departments (e.g. Transport for NSW, Greater Sydney Parklands, Department Planning, Housing and Infrastructure). Collation and interpretation of feedback received, to inform amendments to the design.
- Procurement processes: The procurement process and legal review can take anywhere between 120 to 200 days depending on project sophistication, value and perceived risk. There are legislative timeframes for advertising tenders that Council must adhere to. Depending on the project risk, probity may need be engaged to oversee the project.
- Construction processes: Council staff require suitable time to complete due diligence on shortlisted contractors to ensure appropriate contractor/s are engaged for works and as Principal contractors, they have suitable qualified staff and sub-contractors available for Council’s work. A range of factors impact on the delivery of works in open space including contamination, weather patterns, availability of product and materials and manufacturing time. Depending on the size of the project and funding allocation construction schedules could be as short as 12 weeks or span over several financial years as works are delivered in stages to match funding allocation.
- Resourcing limitations: Council has limited resources dedicated to the planning, design and construction of buildings and open space infrastructure. As a result, the backlog of works to be progressed is increasing, and Council has limited capacity to apply for grant funding, to execute the works.
- Funding limitations: Council has limited funding, including insufficient funding available in its Contributions Plans.
Solutions
To address the above constraints
and challenges, the following activities are being executed:
Resourcing: Council’s Community Planning team is responsible for the front-end planning and design of community facilities and open space infrastructure. There are currently only 3 permanent positions within the team (including the team leader), all of which are vacant. 2 agency hire staff have been appointed to assist in progressing works. The Community Planning function has recently re-located to the Infrastructure Planning Unit, as part of temporary re-alignment. Council’s Manager Infrastructure Planning is currently recruiting to fill the 3 vacant positions, and is working on a proposal to increase resourcing within the team.
Funding: Council staff are also actively working on grant applications, seeking funding for detailed design and delivery of parks infrastructure. Through increasing resourcing, staff will have increased capacity to prepare the necessary strategies and plans, to apply for grant funds. Staff are also preparing staging plans, to enable works to be delivered in a progressive manner, as funding becomes available. This also includes undertaking minor embellishments (where feasible) to facilitate early access to some sites, whilst planning and design processes are taking place.
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation.
CONSIDERATIONS
|
Economic |
There are no economic and financial considerations. |
|
Environment |
Enhance the environmental performance of buildings and homes. Protect, enhance and maintain areas of endangered ecological communities and high quality bushland as part of an attractive mix of land uses. |
Social |
Preserve and maintain heritage, both landscape and cultural as urban development takes place. |
Civic Leadership |
Encourage the community to engage in Council initiatives and actions. Actively advocate for federal and state government support, funding and services. |
|
Legislative |
Local Government Act 1993 Land Acquisition (Just Terms Compensation) Act 1991 Council is empowered by section 24 of the Local Government Act 1993 to provide goods, services and facilities, and carry out activities, appropriate to the current and future needs within its local community and of the wider public, subject to the Local Government Act 1993, the regulations and any other law. Council may deliver parks and open spaces in reliance on this power and, pursuant to section 186 of the Local Government Act 1993, may acquire land needed to deliver the parks and open spaces. Council should comply with guiding principles set out in sections 8A to 8C of the LGA when pursuing the activities outlined in the report: · section 8A (guiding principles for councils), · section 8B (principles of sound financial management), and · 8C (integrated planning and reporting principles that apply to councils) of the LGA. These include the general principle that Council should carry out its functions in a way that provides the best possible value for residents and ratepayers. The proposed activities should be consistent with Council’s strategic planning under Chapter 13, Part 2 of the LGA. Council’s integrated planning and reporting framework includes its long-term strategy (the long-term financial plan) for the provision of the resources required to perform its functions (including implementing the strategies set out in the community strategic plan). Council must comply with a range of legislative and other legal obligations when carrying out its functions. These will affect how Council delivers the actions outlined in the report and, without limitation, include: · inviting tenders before awarding specified categories of contract (LGA, section 55) and complying with restrictions on establishing separate entities (LGA, section 358) or entering into public private partnerships (LGA, Chapter 12, Part 6), · dealing with public land in accordance with Chapter 6, Part 2 of the LGA, including the requirements for use and management of community land, and · following the procedures in the Land Acquisition (Just Terms Compensation) Act 1991 when acquiring land and providing just compensation for compulsorily acquired land. The report refers to a potential joint venture. The mode of delivering that arrangement will need to be scrutinised, as joint ventures may constitute an entity within the meaning of section 358 of the Local Government Act 1993. There are restrictions which apply to the establishment by Council of corporations and other entities. |
|
Risk |
There is no risk associated with this report. |
Nil
Ordinary Meeting
10 December 2024
City Futures Report
|
CFD 04 |
Tree Management Framework (Tree Policy, Tree Management Strategy, and Tree Management Technical Guidelines) |
|
Strategic Objective |
Liveable, Sustainable, Resilient Deliver and advocate for a sustainable, cool and green city |
|
File Ref |
373294.2024 |
|
Report By |
Joshua Walters - Senior Urban Designer |
|
Approved By |
Shayne Mallard - Director City Futures Peter Scicluna – Acting Director Operations |
Executive Summary
At the Ordinary Meeting of Council on 29 May 2024, Council endorsed the recommendations of the Governance Committee Meeting Minutes held on the 14 May 2024, which facilitated the Draft Tree Management Framework documents (Tree Policy, Tree Management Strategy and Tree Management Technical Guidelines) to be placed on public exhibition for a minimum period of 28 days, in line with the Liverpool Community Participation Plan.
Following Public Exhibition, this Report has been prepared to inform Council and seek formal adoption of the final Tree Management Framework documents (Tree Policy, Tree Management Strategy and Tree Management Technical Guidelines) – which will replace Council’s existing Tree Management Policy (2016).
The Tree Management Framework has been developed in consultation with multiple internal teams across Council, that are directly involved in the planning, implementation, maintenance, protection, management, approvals and/ or enforcement of tree-related matters across the Liverpool LGA. In addition, the TMS and TMTG have been produced in conjunction with an expert consultant in Landscape Architecture, Consulting Arboriculture, Site Planning and Urban Design to establish a comprehensive and industry leading strategic and procedural framework for all of Council’s tree-related matters.
environmental of the most defining and precious elements of
our landscape, crucial for creating healthy, cool, and sustainable
neighborhood’s and are fundamental parts of our natural, historical, and
cultural identity, that provide an extensive array of social, environmental,
and economic benefits to the community. As Liverpool continues to experience
rapid growth and development in the coming years, trees and tree canopy cover
will also be essential in addressing many environmental and urban heat issues
brought about by higher-density development, land clearing and urban expansion.
The Tree Policy, Tree Management Strategy, and Tree Management Technical
Guidelines collectively form Council’s comprehensive Tree Management
Framework, designed to support the best practice management of trees, providing
strategic targets, resources and guidance to Council staff, private developers,
other government agencies, business owners, and the wider community for all
tree-related matters across the Liverpool LGA.
That Council:
1. Receives and notes this Report;
2. Adopts the final Tree Management Framework documents (Tree Policy, Tree Management Strategy and Tree Management Technical Guidelines).
REPORT
BACKGROUND
The Tree Management Framework, and its three documents will replace Council’s outdated Tree Management Policy 2016. The existing Policy aimed to maximise and promote the preservation and management of trees on both public and private land within the LGA. However, alone it did not adequately encompass the variety and complexity of tree related issues faced by Council, including aligning with our broader strategic vision, setting tree planting and canopy targets, meeting current state government objectives, educating the community, acknowledging the value and benefits of trees and providing best practice technical guidelines for all aspects of tree management.
The opportunity to rejuvenate Council’s tree management processes (including the Policy) was supported by the NSW Government’s Urban Greening initiatives and Greener Neighbourhood Grant Program which endeavours to strengthen Councils’ strategic urban forest management and target a 40% urban canopy coverage by 2036 – to create a cooler and shadier Greater Sydney.
The Tree Management Framework also delivers on Council’s Community Strategic Plan 2022-2023 objective ‘Environmental’ by helping to mitigate urban heat, enhancing the overall health of our urban forests, increasing biodiversity, combatting climate change and improving sustainability and environmental resilience within our LGA.
ISSUES CURRENTLY FACING THE LIVERPOOL LGA
Currently, the Liverpool LGA has an approximate 23% tree canopy cover average, with 37 of the 43 suburbs having less than the average and two thirds having below 15%. When compared to 33 other local government areas within Greater Sydney, the Liverpool LGA is placed 17th.
However, large expanses of natural and rural areas – such as the Holsworthy Defence site - at 62% canopy cover, impacts this data. When excluding Holsworthy, the LGA’s estimated canopy cover average is much lower at around 15%, which ultimately places Liverpool at 29th out of the 33 Councils within Greater Sydney.
As such, the Liverpool LGA (and Western Sydney in general) experiences higher temperatures and is subject to the impacts of the urban heat island effect, which negatively influences the community and environment. This emphasises the importance of trees and their role in our community and the urban environment.
Trees are a vital part of mitigating the climate emergency and Western Sydney’s high vulnerability to urban heat. As Liverpool continues to experience rapid growth and development in the coming years, trees and tree canopy cover will be essential in addressing many environmental and urban heat issues brought about by higher-density development, land clearing and urban expansion. Immediate and ongoing action is required as physical conditions and targets will only become more difficult as time goes on.
BENEFITS OF TREES
Trees are fundamental parts of our natural, historical, and cultural identity and provide a broad range of environmental, social, economic and health benefits. Our most highly valued streetscapes, plazas and parks commonly have well-grown and established trees that contribute significantly to the character of an area and create a sense of place for the community.
Higher canopy streets and neighbourhoods have also been shown to make housing more desirable, helping to attract higher rents and sale prices. In addition, there are many mental and physical wellbeing benefits associated with shadier and greener outdoor spaces – that in turn facilitate and encourage more active and healthier lifestyles within the community.
LEGISLATIVE REQUIREMENTS FOR COUNCIL
Local Councils are governed by a combination of federal, state, and local legislation that requires the management, protection, and maintenance of trees within their jurisdictions. By enhancing the strategic management of our urban forest, integrating comprehensive tree-related provisions into planning instruments and development controls and providing best practice technical guidance for the installation, protection, management, and maintenance of trees, Council is not only fulfilling its legislative obligations, but actively working towards a more sustainable, livable and green city for Liverpool.
TREE MANAGEMENT FRAMEWORK (TMF)
The Tree Policy, Tree Management Strategy and Tree Management Technical Guidelines, collectively form Council’s Tree Management Framework that will guide all relevant tree-related matters and activities throughout the Liverpool LGA.
TREE POLICY (TP)
The Tree Policy (see Attachment 1) has been developed to align with
current local and state government objectives, targets and initiatives to
ensure the comprehensive governance and management of trees within the LGA. The
Policy ensures the Tree Management Framework will align with Council’s
broader strategic vision, establish tree planting and canopy targets, meet
current state government objectives, provide opportunities to educate the
community on the value and benefits of trees, and deliver best practice
guidelines for the installation, protection, management, and maintenance of our
trees throughout our LGA.
Essentially, the Policy establishes the overarching purpose, strategic
framework, legislative requirements, scope and objectives for the
implementation and enforcement of Councils’ tree management
responsibilities across the Liverpool LGA. This includes redefining
Council’s definition of a Tree and establishing a separate definition of
a Protected Tree, to help combat ongoing issues faced by Council relating to
the prohibited removal of trees on both public and private land.
The Policy outlines Council’s priorities under the following objectives:
· Tree Protection and Preservation;
· Tree Planting and Species Selection;
· Tree Maintenance and Removal;
· Risk and Asset Management for Trees; and
· Community Consultation and Involvement.
Furthermore, it clarifies information in relation to tree compliance, and it includes guidance for tree disputes, prohibitions, enforcement, damages, fines, and other tree related processes.
TREE MANAGEMENT STRATEGY (TMS)
The Tree Management Strategy (see Attachment 2) assesses our existing conditions (including character, history, canopy coverage and future development), analyses internal and external factors that influence our environment and trees, identifies key threats and opportunities, establishes a vision, specific canopy and planting goals and proposes ten strategic directions to guide all our practices and work towards achieving those long-term targets.
The TMS includes actions aimed at achieving the core targets, such as establishing tree related best practices to mitigate climate change impacts and urban heat through enhanced tree canopy. The strategy underscores the role of canopy cover in fostering a healthy, resilient urban environment and promotes the selection of diverse tree species suited to local conditions and future climate challenges (species resilience). It also emphasises improving tree health, longevity, and soil conditions, maintaining and increasing canopy cover, enhancing urban ecology, and using the TMF as a funding tool for future state government tree planting initiatives.
The ten (10) Strategic Directions included within the Tree Management Strategy include:
1. Manage Trees as Assets;
2. Increase Canopy Cover;
3. Best Practice Management;
4. Manage Tree Risks;
5. Link the Green and Blue;
6. Promote Private Trees;
7. Build Capacity;
8. Community Engagement;
9. Manage Development Impacts; and
10. Policy Alignment.
Overall, the TMS sets clear strategic parameters for Council to enhance our tree and canopy conditions and identifies the importance of, and opportunities for Council to integrate tree related matters within all appropriate functions.
TREE MANAGEMENT TECHNICAL GUIDELINES (TMTG)
The Tree Management Technical Guidelines (see Attachment 3) is a vital part of the Framework, delivering the practical guidance and procedures for carrying out all tree-related management decisions including requirements for tree-related design, selection, and installation, as well as procedures for the assessment, management, and maintenance of our trees. The TMTG will be a critical tool used by Council staff, land managers, contractors, community members, and developers for the best practice management of trees across the Liverpool LGA.
The TMTG specifically provides guidance and standards for managing trees and tree-related requests and actions required for the removal, pruning and planting of trees on Council land, and a standardised approach to ensure uniformity and consistency in the maintenance and management of all trees within the LGA.
The detailed sections of the TMTG cover Tree Preservation, Tree Planting and Selection, and Tree Maintenance, as well as the inclusion of standard drawings and specifications to guide the practical implementation of tree plantings on both public and private land throughout the Liverpool LGA.
STRATEGIC TARGETS OF THE TMF
The Tree Management Framework establishes Council’s LGA wide canopy target of 30% by 2050 – which will be achieved this in two stages:
· 28% canopy cover to be reached by 2035; and
· 30% canopy cover to be reached by 2050.
These ambitious but realistic targets reflect Liverpool’s current situation and have been set with consideration of the expected and inevitable canopy loss resulting from rapid urban expansion and development occurring across the LGA. It also acknowledges the realistic prospects of introducing a significant quantity of new tree planting within the LGA, when Council manages less than 9% of the total land area.
However, these broad canopy targets do not represent a homogeneous canopy cover percentage for all areas of the LGA, as the ability to meet canopy cover targets consistently across the LGA is determined by targets set for different land uses, zonings, various roads and open space categories. For example, a development in a recreational and environmental zone would be subject to a much higher canopy cover target than a business zone. In some suburbs that are less densely developed, such as Holsworthy, higher percentages of canopy cover can be achieved. In this regard, Parks and open spaces will offset the deficiencies in other areas by achieving a much higher canopy cover percentage. Highly urban areas such as the Liverpool City Centre, will only achieve a more moderate cover, as they are limited in their planting opportunities and often have harsher growing conditions to overcome.
REQUIREMENTS OF THE TMF
To achieve a canopy cover of 30% by 2050, it is estimated to require adding approximately 2,200 hectares of tree canopy to our existing 7,100 hectares currently across the LGA. This also requires us to retain and protect as many of our current trees as possible.
This can be achieved if we start immediately and continue in a consistent and staging manner over the next 20-30 years. Considering typical losses that are expected as trees age and die, or removed as sites are developed, these ambitious targets will require more than 15,000 trees to be planted annually across the LGA - over the next 11 years, till 2035 (including on both public and private land). For the 15 years beyond 2035, assuming we are meeting those targets (2035 - 2050) we will require 10,000 trees to be planted annually. The framework acknowledges the importance of community buy-in, to meet these targets and endeavours to prioritise education and community participation moving forward.
FUNDING
Implementation of the Tree Management Framework will require additional resources to achieve the Framework goals and objectives once adopted (subject to future funding and budget allocation). Appropriate funding, both recurrent and one-off capital investments, will need to be provided as part of a resourcing strategy within Council’s Long-term Financial Plan. Future projects and initiatives emerging out of the TMF will be brought back to Council seeking endorsement / funding. The project-related actions within the Framework are proposed to be funded from various sources, including the following:
· Planning Proposals (PP), Development Assessment (DA) Applications and Voluntary Planning Agreements (VPAs);
· Developer Contributions;
· Grant funding;
· The Western Sydney City Deal;
· Council funding (including capital works projects and recurring maintenance); and
· Corporate sponsorships or philanthropic project contributions.
The delivery of aspects of the Tree Management Framework will be achieved through a collaboration between Council’s operational and delivery teams, as well as externally through contractors, consultants, developers and the community.
GOVERNANCE COMMITTEE MEETING – 14 MAY 2024
At the Governance Committee Meeting held on 14 May 2024 (Item 03), Council staff provided a briefing to the Councillors and responded to the questions. Subsequently, the motion was declared carried, that the Governance Committee:
1. Notes and receives this Report:
2. Endorses the Draft Tree Management Framework documents (Tree Policy, Tree Management Strategy and Tree Management Technical Guidelines) for public exhibition for a minimum period of 28 days in line with the Liverpool Community Participation Plan; and
3. Notes that a Final Report will be brought back to Council post-public exhibition summarising submissions received, and seeking Council endorsement on a Final Tree Management Framework.
COUNCIL RESOLUTION – 29 MAY 2024
At the Ordinary Meeting of Council on 29 May 2024, the motion was declared CARRIED, that Council:
1. Receives and notes the Minutes of the Governance Committee meeting held on the 14th of May 2024; and
2. Endorse the recommendations in the Minutes.
Following Council resolution, the Tree Management Framework documents were placed on Public Exhibition via Council’s Liverpool Listens website, inviting submissions of feedback from the community.
PRESENTATION TO THE EAC - JUNE
On the 14 June 2024, Council staff presented to the Liverpool Environmental Advisory Committee the Draft Tree Management Framework documents and invited the committee members to review and provide feedback on the documents whilst on public exhibition.
PUBLIC EXHIBITION OUTCOMES AND FEEDBACK
To ensure maximum input from the community, the Draft TMF documents were placed on public exhibition via Council’s Liverpool Listen Website from 15 July to 15 September 2024, and submissions from the public were encouraged. A series of social media posts were utilised and the distribution of flyers in places like the Liverpool City Library were employed to promote the opportunity for the community to provide feedback.
Following the closure of the public exhibition period, the entirety of the feedback was considered in the finalisation of the Tree Policy, Tree Management Strategy and Tree Management Technical Guidelines documents. The results of the public exhibition period are summarised below.
A total of 10 formal submissions were received following the exhibition of the Draft Tree Management Framework documents. Some of these contained comments that related to multiple topics and were spread across the range of documents.
• 6 submissions were received from Council staff/ Internal Council departments;
• 3 submissions were received from residents and/ or members of the EAC; and
• 1 submission was received from the Liverpool Design Excellence Panel.
Generally, the submissions primarily related to the Tree Policy or the Tree Management Strategy and focused on:
• Tree removal and pruning criteria and their applications.
• Canopy cover targets, their application and interpretation.
• Planting details and the potential application of root barriers and planting edging types.
• Overhead power implications and the use of Aerial Bundled Conductors and tree size.
• Bushfire regulations and the impact on tree retention and canopy cover.
• Tree planting objectives and species selection criteria.
• Ultimate enforcement of the objectives and impacts of development upon tree planting
For the most part the comments were received and considered but did not require specific amendment of the documents. They were either outside the scope of the document(s) or considered to be adequately addressed within the documents. A detailed response to each submission is available within the attached Comments Register (see Attachment 4).
AMENDMENTS MADE TO THE DOCUMENTS
Following the consideration of all feedback received during the public exhibition period, The below amendments were made to the draft document and subsequently put forward as the final iteration of the documents for adoption:
• Tree Policy amended to include additional information under 4.5, on reasons where Council will not consider tree related works on public land;
• TMTG standard planting details were amended to include notations and placement of optional root barrier installations, where relevant, and additional commentary regarding root barriers was added to TMTG Section 4.11 and Appendix 5.4 item 12;
• Commentary was added to Section 3.8 around overhead wires, ABC and tree selection. TMTG tree selection definitions were amended to better clarify use of larger trees when under ABC;
• Commentary was included in the TMS Canopy Targets and Direction 9 - Manage Development regarding difficulty of application of State Government regulated bushfire Asset Protection Zones (APZ);
• Two additional categories and canopy cover targets were added to Table 11 to account for Schools as an important land use that can occur within multiple different land use zones; and
• Additional commentary added to Action 8.2 within the TMS to facilitate resident requests for tree planting – which includes the provision of a dedicated public facing tree information page on Council’s website, for residents to request new tree planting/s and/or suggest new planting locations on public land.
FINANCIAL IMPLICATIONS
As this Report is seeking endorsement for adoption only, there are no direct/immediate financial implications relating to the recommendations. The TMF recommends multiple projects which would be progressed by Council as budget/ funding becomes available and/ or would be brought back to Council, seeking funding/ endorsement as required.
CONSIDERATIONS
|
Economic |
Facilitate economic development. |
|
Environment |
Utilise the Western Sydney City Deal agreement to enhance the liveability and environment of the LGA. Manage air, water, noise and chemical pollution. Protect, enhance and maintain areas of endangered ecological communities and high-quality bushland as part of an attractive mix of land uses. Raise community awareness and support action in relation to environmental issues. |
Social |
Preserve and maintain heritage, both landscape and cultural as urban development takes place. |
Civic Leadership |
Act as an environmental leader in the community. Foster neighbourhood pride and a sense of responsibility. Actively advocate for federal and state government support, funding and services. |
|
Legislative |
Council’s legislative requirement around trees, tree related risks and tree management procedures. |
|
Risk |
The risk is deemed to be low. The risk is considered within Council’s risk appetite. |
ATTACHMENTS
1. LCC Tree Policy - December 2024 (Under separate cover)
2. LCC Tree Management Strategy - December 2024 (Under separate cover)
3. LCC Tree Management Tech Guidelines - December 2024 (Under separate cover)
4. Comments Register, Responses & Actions - TMF Public Exhibition - December 2024 (Under separate cover)
5. Tree Management Policy Adopted by Council 12 October 2016 - December 2024 Track Changes (Under separate cover)
Ordinary Meeting
10 December 2024
City Futures Report
|
CFD 05 |
Community Engagement Strategy 2024 |
|
Strategic Objective |
Visionary, Leading, Responsible Demonstrate a high standard of transparency and accountability through a comprehensive governance framework |
|
File Ref |
389334.2024 |
|
Report By |
Hiba Soueid - Manager City Strategy and Performance |
|
Approved By |
Shayne Mallard - Director City Futures |
Executive Summary
The Community Engagement Strategy outlines Council’s commitment to providing the Liverpool community with meaningful opportunities to contribute to and provide input into Council’s projects, policies, strategies, plans, programs and services. It is a guiding framework for how Council will inform and engage with the community based on the social justice principles of equity, access, participation, and rights.
Section 402(A) of The Local Government Act 1993 requires Council to review its Community Engagement Strategy within three months of a local government election to ensure it aligns with community expectations for engagement practices and complies with statutory requirements.
As part of the review process, Council consulted with the community to gain insights into their engagement preferences and sought feedback from staff to refine the Community Engagement Strategy. This report presents an overview of the feedback received and how it has been integrated into the updated Community Engagement Strategy.
That Council adopt the Community Engagement Strategy 2024.
REPORT
The Community Engagement Strategy outlines the Council's commitment to providing the Liverpool community with opportunities to contribute to and shape the development of its projects, policies, strategies, plans, programs, and services. This Strategy offers guidelines on how the Council will keep the community informed and conduct engagement activities according to best practice standards.
Council’s existing Community Engagement Strategy was endorsed at its meeting on 14 December 2022. Council reviewed the Community Engagement Strategy in consultation with the Community and Council staff from 23 October to 17 November 2024 to gather feedback and insights into engagement preferences. This review ensured the Strategy reflects current community needs and expectations.
As part of this process, Council also reviewed its Community Engagement Staff Toolkit, a resource that provides detailed guidance on best practice community engagement. The review has been completed and the updated Toolkit is being finalised for internal use.
The Community Participation Plan (previously appended to the Community Engagement Strategy) outlines when and how Council will engage with the community on various planning functions and matters. Although it is referenced in the Community Engagement Strategy, the Community Participation Plan will be presented to Council as a standalone document at a later date.
Community Survey
Council invited the community to participate in a survey and share their preferred methods of engagement with Council to better understand what matters to them and how Council can better include them in its decision-making.
The survey was incentivised to increase participation, and participants were given the chance to win 1 of 3 $100 EFTPOS vouchers. A total of 187 community survey responses were received.
The survey was available on Council’s website with a direct link from the homepage to a dedicated page on Liverpool Listens. The survey was promoted via social media channels including Facebook and Instagram. Promotional collateral was displayed at key Council locations including Council libraries, customer service, leisure centres, sports venues and community halls in the form of posters and flyers which featured a QR code link to the survey.
Council staff
also engaged with the community at the Family Fun Day held at Greenway Park,
West Hoxton. An engagement stall was set up and the community were invited to
participate in the survey and provide feedback on the Strategy. In addition,
children were invited to participate in a colouring competition to showcase
their future vision of the city.
Findings
In summary, the community surveys indicated that:
· The most popular methods of engagement with Council in the last 12 months were via the Website, Facebook, Telephone, Family Fun Days and Councillor direct contact.
· Preferred engagement methods include email, social media, Council website, direct mail and community meetings or forums.
· Residents feel that their input makes a difference.
· Residents are interested in community issues that relate to their suburb and want to provide feedback.
· Information provided by Council is timely and up to date, interesting, accurate and easy to understand.
· Residents would like to be notified on matters including Liverpool’s future, recreation spaces and facilities, safe and accessible public spaces, community services and parking.
Staff Survey
Findings
In summary the staff surveys indicated that:
· 75% of staff have read the Community Engagement Strategy.
· 100% found the language in the Strategy clear and easy to understand.
· More than 62% of business units frequently engage with the community on various matters.
· More than 62% of staff refer to the Community Engagement Strategy when planning engagement activities.
It was recommended that three changes to the Community Engagement Strategy be considered including reference of engagement through Council’s ePlanning Portal, engagement methods for development of Masterplans and protocols for engaging First Nations/Aboriginal communities. These suggestions were deemed appropriate and are included in the Strategy and/or Staff Toolkit. Additionally, minor editorial updates have been made to improve the document's flow, including updated formatting and revised demographic information.
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation. All work was undertaken using internal resources.
CONSIDERATIONS
Governance |
The Community Engagement Strategy reflects Council’s commitment to providing the Liverpool community with meaningful opportunities to contribute to the development of Council’s projects, policies, strategies, plans, programs and services. It serves as a guiding framework for how Council will inform and engage with the community based on the social justice principles of equity, access, participation, and rights. |
|
Legislative |
The Community Engagement Strategy addresses Council’s responsibilities under section 402 (4) of the Local Government Act 1993 which stipulates: (4) “The council must establish and
implement a strategy (its |
|
Risk |
The risk is deemed to be High. Failure to present a Community Engagement Strategy to the council may result in non-compliance with the above legislation and may result in enforceable action by the Office of Local Government. |
ATTACHMENTS
1. 2024 Community Engagement Strategy (Under separate cover)
Ordinary Meeting
10 December 2024
Operations Report
|
OPER 01 |
Draft Plan of Management for Light Horse Park |
|
Strategic Objective |
Liveable, Sustainable, Resilient Deliver effective and efficient planning and high-quality design to provide best outcomes for a growing city |
|
File Ref |
389966.2024 |
|
Report By |
Jill Summers - Project Officer |
|
Approved By |
Peter Scicluna - Acting Director Operations |
Executive Summary
Council has recently completed a Draft Plan of Management for Light Horse Park, Liverpool, that is consistent with the requirements of the Local Government Act 1993 (LG Act) and Crown Land Management Act 2016 (CLM Act). Light Horse Park requires a site-specific plan as it encompasses both Crown and Council-owned land.
Light Horse Park is currently captured within the Generic Plan of Management for Parks (POM) adopted in 2007, and the site is also referenced in the Georges River Corridor Plan of Management and Master Plan 2002. In 2007 the park comprised of a carpark, passive open space, a small amenity building, a small playground to the west and a wooden jetty on the bank of the Georges River and over the river. This specific POM for Light Horse Park reflects the imminent redevelopment upgrades as part of the Light Horse Park Masterplan 2019; creating a tier one park and community and recreation destination, including construction of a community hub and an accessible kayak launch platform. The kayak platform is due for completion in December 2024. Upon adoption, this POM will supersede the Generic POM for Parks 2007 as it applies to Light Horse Park.
The objective of the Light Horse Park POM is to outline the ongoing use, maintenance, management, and improvement of Light Horse Park for the next 10 years, as well as to authorise leases, licenses and guide future uses and developments.
All land owned and managed by Council which is classified as community land must be subject to a POM as required under the LG Act. Similarly, Crown land is included in a POM prepared under the CLM Act 2016 and the LG Act. POMs allow for, among other things, Council to enter long-term leases/ licenses and other estates consistent with the intended multiple use of the land. In the case of Crown Land Reserves (Department of Planning, Housing and Infrastructure – Crown Lands and Public Spaces), Council has sought Native Title advice and completed the Draft of Light Horse Park Plan of Management considering this advice.
Additionally, the park works will encompass land owned by other key stakeholders, including parcels owned by Transport Asset Holdings Entity (TAHE formerly Railcorp) and The Minister for Transport or referred to as TfNSW, along with parcels of Crown land. All other landowners will be notified of the new Draft Plan of Management consistent with Council’s obligations under the Local Government Act.
Subject to Council approval, the draft POM for Light Horse Park will be placed on public exhibition and referred to owners of the land within the park for their comment.
That Council:
1. Acknowledges that landowners (Crown Land, TAHE and TFNSW) have received the Draft Plan of Management on or before 3 December 2024, for any provisions that may properly be required, as per Section 39 of the Local Government Act 1993.
2. Endorse the Draft Plan of Management for the purpose of placing it on public exhibition, in accordance with the provisions of Section 38 of the Local Government Act 1993 (LG Act) for a minimum period of 42 days from the date of public notice.
3. Delegates authority to the Chief Executive Officer (or delegate) to make any necessary minor amendments to the Draft Plan of Management, prior to exhibition or subsequent amendments sought by the other notified landowners.
4. Acknowledges that Council will receive a further report following the public exhibition period, that will outline the public comments and landowners’ comments received in relation to the Draft Plan of Management.
REPORT
Land in Light Horse Park
In accordance with the LG Act and the CLM Act, Council has now prepared a Draft Plan of Management for Light Horse Park, Liverpool. Light Horse Park is located at Riverpark Drive within proximity to the central business district of Liverpool. The park is bounded by the Georges River to the east, the Main South Rail Line and Southern Sydney Freight Line to the west, and a residential neighbourhood to the south.
Most of the park is community land which is owned and managed by Liverpool City Council. Light Horse Park also consists of multiple land parcels including two devolved Crown land lots, as shown in Figure 1 (below). Crown reserves devolve to Council when they are not under control or vested in any other body or person or under any lease, and this land is managed under Section 48 of the LG Act. Council manages these devolved lots consistent with the reserve purpose and can undertake minor improvements, restoration work, maintenance, or works for public safety. Council is not required to prepare a POM for Crown reserves devolved to them and as the land in the POM remains devolved, Council is not required to seek approval of the POM from the Minister. Transport for NSW and the Transport Asset Holding Entity (TAHE) also own small components of the site relating to easements. Refer to Figure 1 (below) for lot boundaries within the park. As per Section 39 of the LG Act, all landowners were issued a copy of the Draft Plan of Management to allow for any provisions that may properly be required by the person who owns or controls the land. Any provisions from landowners may be included as a separate report submitted to Council following the initial public exhibition period.
Figure 1 Light Horse Park Land Ownership![]()
The CLM Act authorises Council to manage Crown land in its local government area as if it was public land under the LG Act. Under the legislation, Council is required to categorise community land for which it is responsible and manages under the LG Act. The Department of Planning, Housing and Infrastructure-Crown Lands and Public Spaces, allocated categories to the Crown land consistent with the LG Act. Categories are allocated to the park according to the guidelines and core objectives of each of five categories defined in the LG Act and the Local Government (General) Regulation 2021. These categories are Natural Area, Sportsground, Park, Area of Cultural Significance and General Community Use. As Council is a devolved owner of Crown land parcels within Light Horse Park, Crown Lands is not required to review or endorse the POM and Council is not required to categorise this land. However, in the interest of transparency and holistic park management, categories have been applied to the devolved Crown reserves that reflect the future stages of park redevelopment.
Figure 2 Public Land Ownership

Under the Commonwealth Native Title Act 1993 (NT Act), any act that occurs on land or waters that affects the Native Title rights and interests must be validated to lawfully protect those rights and interests. As Crown Land Managers, under Part 8 of the CLM Act, Councils must obtain Native Title Manager advice before dealing with Crown lands. This is to ensure the activity is lawful under the NT Act. In short, to validate the NT Act over a piece of land, Councils must review the subdivisions outlined the NT Act, to ensure compliance for the purpose for which the land was reserved or dedicated.
As the Crown reserves remain devolved formal Native Title advice was not obligatory, however as best practice, Liverpool City Council sought Native Title advice from CGM Planning on the Crown land components of Light Horse Park and were advised that there are no active Native Title Claims in the park. The Crown reserves within the park were validly created by the State of NSW and Council’s adoption or submission of the Draft Plan of Management has no legal currency or power over these reserves, and therefore will have no legal effect on any Native Title in the Crown reserves.
The Light Horse Park POM outlines:
· Land ownership and management
· Condition of the land, buildings, and other improvements
· Uses of Light Horse Park
· Future uses and developments
· Permitted future uses and developments
· Use agreements and leases or licences.
In the POM, land must be categorised, and each land category must have ‘core objectives’, which need to be consistent with lease or license authorisation in the POM.
The Light Horse Park POM outlines the categorisation, purpose and intended use of the land. The Light Horse Park precinct identifies three different land categories to support the Park’s intended use:
|
Categorisation |
Objectives (LG ACT) |
|
Park |
The land is, or is proposed to be, improved by landscaping, gardens or the provision of non-sporting equipment and facilities, for use mainly for passive or active recreational, social, educational, and cultural pursuits that do not unduly intrude on the peaceful enjoyment of the land by others. |
|
General Community use |
The land may be made available for use for any purpose for which community land may be used, whether by the public at large or by specific sections of the public.
|
|
Natural Area - Foreshore |
Land that is categorised as a natural area should be further categorised as foreshore under section 36(5) of the Act if the land is situated on the water’s edge and forms a transition zone between the aquatic and terrestrial environment. |
Figure 3 (below) shows the land categorisation for Light Horse Park.

Figure 3 Land Categorisation at Light Horse Park
The POM, when adopted, will authorise Council to enable the commercial long and short-term leasing of different elements of the park. The leases are used to deliver community events and activities and access by community groups and residents for the delivery of programs that support physical, mental, and social wellbeing. Leasing opportunities are also available for the kayak launch facility, community hub café, storage and bike store. Leasing further allows for Council’s future infrastructure investment and public works, consistent with the categorisations. In accordance with Section 46A of the Local Government Act 1993 a POM for Community land is to specify and authorise any purpose for which a lease, licence or other estate may be granted over community land during the life of a POM. The Light Horse Park POM, when adopted, will permit the issue of leases, licences and other estates over the land covered by the Plan.
For the purposes of the POM, Light Horse Park has been characterised into multiple zones. The scale and intensity of use of each zone are interconnected, complementing each other with their usage. While weekday use may be considered modest, it would be expected during weekends that use of Light Horse Park would increase through greater general use, recreation, community events and special events. The scale and intensity of overlapping use is to be planned, addressed, and managed to ensure that the scale and intensity of use of Light Horse Park is consistent with this POM. Each zone is outlined below:
The park caters for a range of unstructured recreational activities for the community, supported by facilities in the community hub. A key feature of the park is its ability to cater for the accessible community with accessible outdoor gym equipment and an accessible kayak launch. These facilities are complimented with a range of other outdoor recreation facilities including passive open space, picnic facilities, a water play area and a playground. Usage levels will need to be monitored across all zones with respect to the provision of parking and traffic impacts on surrounding roads, businesses, and residents.
The community hub includes leased and tenanted spaces, community spaces such as a hall for hire and integrated café, bike hub, prayer room, public amenities, and waste facilities. The site also includes a car park which is available for use by all park users, and a community garden.
3. Natural Area – Foreshore
The park is bound to the east by the Georges River Foreshore which is classified as Environmentally Significant Land in the Liverpool LEP 2008. The foreshore consists of multiple components including a rock wall and vegetation. The objective of this area is to maintain the foreshore as a transition area between the aquatic and the terrestrial environment, and to protect and enhance all functions associated with the foreshore’s role as a transition area. It also seeks to facilitate the ecologically sustainable use of the foreshore, and to mitigate impact on the foreshore by community use.
Legislation over Community Land
Council is required to prepare a draft plan of management for community land (LGA, section 36) and must use and manage community land in accordance with the applicable plan of management. Before adopting a Plan of Management, Council must:
· before giving public notice of the draft plan, forward a copy of the draft plan to the person who owns or controls the land the subject of the plan, if the land is not owned by Council, and include in the plan any provisions properly required by that person (LGA, section 39),
· give public notice of the draft plan and material needed to understand the plan for not less than 28 days (LGA, section 38),
· specify a period of not less than 42 days after the date on which the plan is placed on public exhibition during which submissions may be made (LGA, section 38),
· hold a public hearing if the proposed plan will categorise or alter the categorisation of community land as a natural area, sportsground, park, area of cultural significance or for general community use (LGA, section 40A), and
· only adopt a plan of management after considering submissions received in response to the draft plan (LGA, section 40(1)).
The Local Government Act governs the circumstances in which a lease, licence or estate in community land can be granted –
· Council may grant a lease, licence, or estate in community land of a kind permitted by section 46 of the Local Government Act, but not otherwise. Subject to provision for utilities, underground conduits and filming projects, the permitted purposes are conditional on the lease, licence or estate being authorised by the plan of management.
· Council must notify and exhibit any proposed grant of a licence and consider any representations received (LGA, sections 47 and 47A).
· Ministerial consent will be required for leases or licences for a term greater than 5 years if objections are made following public notification and leases or licences for a term greater than 21 years. The Minister has the opportunity to call in the proposed licence and apply a consent process for licences of a term of 5 years or less.
Upon Council’s endorsement of the Draft POM, the following steps are required for completion:
1. Council approval of the draft POM
2. Draft POM to be placed on public exhibition
3. Public hearing held regarding proposed categorisations and the Draft POM
4. Feedback incorporated into revised POM (if appropriate)
5. Approved POM submitted to Council for adoption including public exhibition report, landowner’s submission and public hearing report.
FINANCIAL IMPLICATIONS
There are no financial implications in preparing the draft Plan of management for Light Horse Park adopting this Council report.
CONSIDERATIONS
|
Economic |
Facilitate economic development. Facilitate the development of new tourism based on local attractions, culture and creative industries. Funds are required for development of new or (to be) updated of Plans of Management to ensure Council is compliant to LG Act and Crown Land Management Act. |
|
Environment |
Manage the environmental health of waterways, the riverbank and surrounding vegetation. Protect, enhance and maintain areas of endangered ecological communities and high-quality bushland as part of an attractive mix of land uses. |
Social |
Support community organisations, groups and volunteers to deliver coordinated services to the community, including the community garden. Support access and services for people with a disability. |
Civic Leadership |
Provide information about Council’s services, roles and decision- making processes. Deliver services that are customer focused. Operate a well-developed governance system that demonstrates accountability, transparency and ethical conduct. |
|
Legislative |
Local Government Act 1993 Crown Land Management Act 2016, Division 3.4 Other legislation identified in the report or the Draft Plan of Management Chapter 6, Part 2 of the Local Government Act 1993 includes provision for classification and reclassification of public land (Division 1) and use and management of community land (Division 2). The Crown Land Management Act 2016 includes: · Division 3.4 – Crown Land managed by Councils · Division 3.6 – Plans of Management and other plans · Section 8.7 – When advice of Native Title Manager is required. Relevant provisions are outlined in the body of the report and in the draft plan of management. |
|
Risk |
The risk is deemed to be Medium to High. The non-approval of the POM creates a program risk for the Light Horse Park, Western Sydney Infrastructure Grants project and broader Program, as it will affect the progress of the park’s development applications (DA) for the Community Hub building. There are two DAs relating to the park, the main park works DA was lodged in November 2024 while the community hub DA is targeting lodgement in December 2024. Delays in the approval of the DA for the Community Hub will ultimately delay the park’s completion and compliance with the Funding Deed with WSIGP. As this redevelopment is funded by the Western Sydney Infrastructure Grants Program (WSIGP), these delays will result in the inability to reach project milestones, causing breaches to the funding deed. Ultimately, if redevelopment works are not occurring, WSIGP will not release its funding to Council, may seek reimbursement if agreed Deed objectives are not met, and may damage future relationships with the NSW Department of Premier and Cabinet. |
ATTACHMENTS
1. Draft Native Title Advice for Light Horse Park Management (Under separate cover)
2. Draft Plan of Management for Light Horse Park (Under separate cover)
Ordinary Meeting
10 December 2024
Operations Report
|
OPER 02 |
Koalas on Heathcote Road |
|
Strategic Objective |
Liveable, Sustainable, Resilient Protect and enhance our natural environment and increase the city’s resilience to the effects of natural hazards, shocks and stresses |
|
File Ref |
390933.2024 |
|
Report By |
Karen Visman – Coordinator Environment Management |
|
Approved By |
Peter Scicluna - Acting Director Operations |
Executive Summary
Council, at its meeting held on 25 October 2023, resolved that:
1. Council continue collaboration with TfNSW, Department of Defence, Department of Planning NSW, Campbelltown and Sutherland Councils and advocate for the Wildlife fencing to be erected as soon as possible to address the Koala breeding seasons threat of road strikes;
2. Council explore opportunities for collaboration with all parties for a combined Koala awareness campaign to address the threat of road strikes in the absence of the wildlife fencing at the time of the Koala breeding season;
3. Council advocate for collaboration with all parties to provide an annual, mutual education program based on promoting Koala awareness during the Koala breeding season each year;
4. Council investigate and replace if necessary, the Koala sign that has been taken from Cumberland Avenue;
5. An update be provided to Council on the progress of collaboration and advocation for the wildlife fence and possible combined awareness programs; and
6. After points 1 to 5 have been undertaken, Council directs the CEO to report to Council if there are any financial implications to the budget.
This report provides an update to Council on the items included in the resolution.
That Council receives and notes this report.
REPORT
Background
Council, at its meeting held on 25 October 2023, resolved to receive a report on initiatives to manage koala vehicle strikes on Heathcote Road. The resolution identified measures including advocating for a wildlife fence, collaboration for an awareness and education campaign and replacing signs on Cambridge Avenue.
Outcomes
An update on each of the resolution items is provided below.
1. Council continue collaboration with TfNSW, Department of Defence, Department of Planning NSW, Campbelltown and Sutherland Councils and advocate for the Wildlife fencing to be erected as soon as possible to address the Koala breeding seasons threat of road strikes;
Council has been working closely with Transport for New South Wales (TfNSW) to expedite the planning and assessment phase for the wildlife fence along Heathcote Road. TfNSW anticipates that the associated assessments will be completed by the end of November 2024 and construction of the fence to commence early 2025.
A development application is required for a portion of the fence due to impacts to a Coastal Wetland mapped under the Resilience and Hazards SEPP 2021. The remainder of the fence will be assessed by TfNSW under Part 5 of the Environmental Planning & Assessment Act 1979 as development without consent.
2. Council explores opportunities for collaboration with all parties for a combined Koala awareness campaign to address the threat of road strikes in the absence of the wildlife fencing at the time of the Koala breeding season;
Council has placed a Variable Message Sign (VMS) trailer on Heathcote Road at the intersection with Pleasure Point Road to target drivers entering the vehicle strike hotspot near Deadmans Creek. This compliments the VMS trailer that Sutherland Council has placed on the opposite side of Deadmans Creek to ensure that traffic in both directions is targeted. To raise driver awareness, the sign can detect vehicle speeds and displays custom messages in response to whether the vehicle is exceeding the speed limit or not. The sign was funded under a grant from NSW Department of Climate Change, Energy, the Environment and Water (DCCEEW) under the NSW Koala Strategy. This project is being delivered in collaboration with TfNSW, Department of Defence and Campbelltown and Sutherland Council.
Council’s social media is also being used to help raise awareness of the vehicle strike hotspots.
3. Council advocate for collaboration with all parties to provide an annual, mutual education program based on promoting Koala awareness during the Koala breeding season each year;
Council regularly works closely with TfNSW, NSW DCCEEW and Campbelltown and Sutherland Council on koala related matters to ensure that a strategic regional response occurs. This includes sharing resources for education-based activities.
Council will continue to pursue collaborative opportunities such as education and awareness campaigns to seek a broader audience and ensure consistent messaging.
4. Council investigate and replace if necessary, the Koala sign that has been taken from Cumberland Avenue;
Installation of vehicle activated signs along Cambridge Avenue is included under the project that received grant funding from NSW DCCEEW. These signs are currently being procured and will be installed in early 2025.
5. An update be provided to Council on the progress of collaboration and advocation for the wildlife fence and possible combined awareness programs; and
This report provides the requested update.
6. After points 1 to 5 have been undertaken, Council directs the CEO to report and if there are any financial implications to the budget.
This report provides the requested update.
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation. All actions have been entirely covered by grant funding from NSW DCCEEW.
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. |
|
Legislative |
· Environmental Planning and Assessment Act 1979 · State Environmental Planning Policy (Resilience and Hazards) 2021 |
|
Risk |
The actions in this report aim to reduce the risk of environmental harm. |
Nil
Ordinary Meeting
10 December 2024
Operations Report
|
OPER 03 |
Streetsweeper Operations |
|
Strategic Objective |
Liveable Safe City Create clean and attractive public places for people to engage and connect |
|
File Ref |
396283.2024 |
|
Report By |
Peter Scicluna - Acting Director Operations |
|
Approved By |
Peter Scicluna - Acting Director Operations |
Executive Summary
Liverpool City council operates a road street sweeping service with a fleet of three (3) street sweepers and a team of five (5) staff members. These staff work morning, and afternoon shifts to ensure that the streets across the Liverpool local government area (LGA) are regularly cleaned.
As the area continues to grow the increasing demand for street sweeping is beginning to impact service delivery times, as the current resources are unable to keep up with the expanding workload.
The report seeks endorsement for Operations to undertake a gap analysis, financial assessment and develop a plan to resource street sweeper operations over the next 5 years.
That Council endorse the recommendation for LCC Staff to undertake a gap analysis, financial assessment and develop a plan to resource street sweeper operations over the next 5 years.
REPORT
Introduction
Liverpool City council operates a road street sweeping service with a fleet of three (3) street sweepers and a team of five (5) staff members. These staff work morning, and afternoon shifts to ensure that the streets across the Liverpool local government area (LGA) are regularly cleaned. As the area continues to grow the increasing demand for street sweeping is beginning to impact service delivery times, as the current resources are unable to keep up with the expanding workload.
Over the past decade Liverpool has experienced significant population growth and urban development. New streets and residential areas have been created increasing the scope of work for the street sweeping service. Unfortunately, the available resources, both in terms of street sweepers and staff, have not kept pace with this growth which has led to delays in service delivery and potential declines in the frequency of street sweeping in some areas.
Two years ago, there were less streets to cover and with two (2) street sweeper machines, morning and afternoon shifts, the duration or turnaround time for the then program was 10 weeks.
Due to the increasing number of areas and streets, the duration has increased to 16 weeks. This assumes no disruptions due to factors such as mechanical breakdowns or staff absences (e.g. sick leave or annual leave).
Current service operations
At present priority is given to high traffic areas including the Central Business District (CBD), Council car parks and commercial shopping areas where street sweeping is conducted daily. Main thoroughfare roads throughout the LGA are also prioritised to maintain cleanliness on major transport routes.
LCC currently operate seven (7) programs that cover the whole LGA and are separated into colours:
1. Orange Program – Suburbs/ areas covered are Chipping Norton, Moorebank, Hammondville, Voyager Point, Pleasure Point, Holsworthy, Wattle Grove, and Warwick Farm.
2. Purple Program – Suburbs/ areas covered are Casula, Prestons, Carnes Hill, Horningsea Park and Hoxton Park.
3. Yellow Program – Suburbs/ areas covered are Liverpool CBD, Warwick Farm, Liverpool, Lurnea, and Casula.
4. Blue Program – Suburbs/ areas covered are Liverpool CBD (Fridays only), Mt Pritchard, Ashcroft, Sadlier, Heckenberg, Busby, Miller, Cartwright, and Middleton Grange.
5. Green Program – Suburbs/ areas covered are Liverpool CBD (Sat and Sun), Chipping Norton Lakes (Sat & Sun), Green Valley, Hinchinbrook and Busby (Fri & Mon).
6. Red Program – Suburbs/ areas covered are Moorebank Industrial, Prestons Industrial, Edmonson Park, Leppington, Denham Court and West Hoxton.
7. Grey Program – Suburbs/ areas covered are West Hoxton, Austral, Luddenham, Kemps Creek, Rossmore, Wallacia and Bringelly.
Current shifts on the sweeper machines:
· Morning shift Monday to Thursday 3:00am to 12:30pm
· Morning shift Tuesday to Friday 3:00am to 12:30pm
· Afternoon shift Monday to Thursday 12:30pm to 10:00pm
· Afternoon shift Tuesday to Friday 12:30pm to 10:00pm
· Weekend shift Friday to Monday 3:00am to 12:30pm.
Challenges
The following provide some of the current challenges in delivery of service:
· Increased workload: The growth of the LGA has resulted in more streets requiring regular sweeping putting additional pressure on the existing fleet and staff.
· Service delivery delays: The current program turnaround time of 16 weeks could be further delayed by external factors such as staff on leave or mechanical issues reducing the effectiveness of the service.
· Limited resources: The current resources consisting of three sweepers and five staff are insufficient to handle the increased volume of work which is impacting service efficiency and responsiveness.
· Bradfield/ Aerotropolis: The number, class and quality of these assets is yet to be completely defined and consequently the resource requirements to service and maintain these assets from a Waste and Cleaning standpoint remains unknown.
Conclusion
The continued growth of Liverpool both in population and urban development necessitates a corresponding increase in street sweeping resources to maintain service levels and meet the cleanliness standards expected by the community. Expanding the fleet of sweepers and increasing the number of staff will provide resources so that the street seeping service remains effective and responsive to the needs of the LGA as it develops.
Recommendations
To address the challenges outlined above and enable street sweeping operations to meet the needs of the growing Liverpool area, for LCC Staff to undertake a gap analysis, financial assessment and develop a plan to resource street sweeper operations over the next 5 years.
FINANCIAL IMPLICATIONS
Costs associated with this recommendation are outside of Council’s current budget and long-term financial plan. The impact on the budget and long-term financial plan are outlined in the table below.
CONSIDERATIONS
|
Economic |
Deliver a high-quality local road system including provision and maintenance of infrastructure and management of traffic issues. |
|
Environment |
Manage the environmental health of waterways. |
Social |
There are no social and cultural considerations. |
Civic Leadership |
Act as an environmental leader in the community. Deliver services that are customer focused. |
|
Legislative |
Include any relevant legislation and section here. There are no legislative considerations relating to this report. |
|
Risk |
The risk is deemed to be Low. |
Nil
Ordinary Meeting
10 December 2024
Operations Report
|
OPER 04 |
Neighbourhood Areas Reinstatement |
|
Strategic Objective |
Liveable, Sustainable, Resilient Deliver a beautiful, clean and inviting city for the community to enjoy |
|
File Ref |
402020.2024 |
|
Report By |
Peter Scicluna - Acting Director Operations |
|
Approved By |
Peter Scicluna - Acting Director Operations |
Executive Summary
Parks and Open Spaces have operated under various models for the past 3 years.
Prior to February 2024, it operated using a Suburbs based model which meant crews were assigned specific activities and undertook these activities across multiple suburbs. From February 2024 until July 2024, a Zones based model was introduced which meant the LGA was split into an East and West Zone. All crews completed maintenance on the majority of assets in each zone. Once maintenance activities were completed in the East Zone, all crews moved to the West Zone. Then it was repeated.
In August 2024, a hybrid approach on the two previous models was presented to the various Parks and Opens Spaces Teams. Following consultation and applying lessons learned from previous models a new model was implemented. The current model is known as the Red Book Program, which consists of nine (9) neighbourhood areas.
All assets and activities required within that area will be completed by the allocated neighbourhood crew.
That Council receives and notes this report.
REPORT
Several areas and asset classes within the LGA have specific requirements due to their category and require additional technical expertise and therefore do not fall within the Neighbourhood Area model. These are maintained by specialist teams and are:
1. Team Sports fields – broken up into two (2) teams (East and West). These teams have qualified greenkeepers as their Subject Matter Experts (SMEs) who possess the capabilities for activities which include maintenance, weeding, fertilising, refurbishing, turf management and repair of major sports fields.
2. Team Community Centres – this team manages the gardens and surrounds for eighteen (18) community centres, seven (7) childcare centres and heritage buildings including Collingwood House, CPAC and the Liverpool Museum. The team is led by a team leader who holds horticultural, park and garden qualifications. Activities include minor landscaping, mowing, weeding, fertilising, re-planting, and watering.
3. Team CBD – this small team of four (4) undertake the activities for inner parks, memorial gardens (cemeteries), gardens, planter boxes and other open spaces in and around the CBD. This includes mowing, weeding, fertilising, re-planting and watering.
4. Team Highways – this is a larger team that undertakes the activities specifically for major roads maintenance. Liverpool is dissected by several major RMS roads and several other major arterial roads. Many roads have either large centre islands and/ or roundabouts with large verges, some with and without footpaths and cycle ways. On the RMS roads Council responsibilities include the verges – while RMS contractors maintain centre islands. There are also bridges across the Freeways (M5 Beech Road, M7/ Camden Valley Way, and Kurrajong Road) that are also the responsibility of RMS contractors.
Highway teams undertake the activities of mowing, weeding, spraying, under pruning of trees, litter pick, large rubbish, and green waste removal, hedging and trimming. The team leader holds a Road Occupancy Licence (ROL) which allows the team to conduct works by altering traffic flow. Important to note that given the high-risk nature of this work, that a lot of the RMS roadwork is conducted overnight on weekends, when it is safer to do so.
5. Team Playgrounds – this team has qualified level 1 (visual inspection) and level 2 (visual and structural integrity) playground inspectors. There are over 210 playgrounds, play gyms and exercise parks that are scheduled on the inspection program. There are three (3) inspectors who split the LGA into three (3) areas and who are rotated to ensure inspections are completed independently and efficiently, as possible.
6. Team Trees – this team manages all works requested, scheduled or emergency-based response activities for all trees across the LGA. Currently Council spends over $1.2m dollars per annum on contractor works with almost 95% of this being spent on the removal of trees following inspection. The remainder of tree contractor activities include trimming, under pruning, salvage, and emergency works.
The teams consist of two (2) trucks and chippers (a proactive team and a reactive team). This team also includes the tree planting team, tasked with planting approximately 1,500 trees and plants per year.
Neighbourhood Teams – Red Book Program
In addition to the identified assets, activities and teams above, are the Neighbourhood Teams. There are nine (9) areas and teams that undertake the required activities.
Table 1 below outlines the names of the teams, the number and the class of assets, that are managed. Important to note, these are purely the number of assets, not area or spatial measurement in size i.e., not all roundabouts are the same size, not all parks are the same size, so on and so forth.
Red Book Program | Assets definition
Include but is not limited to recreational parks, dog parks, verges/ footpath edges, playgrounds, water parks, exercise equipment, Local Area Traffic Management Scheme (LATMS)- (these are traffic calming devices such as speed humps, barriers and chicanes), laneways, hydraulic basins, drains, easements and other open spaces.
Red Book Program | Activities definition
Include but not limited to mowing, edging, whipper snipping, tree pruning, tree removal, tractor work (slashing/ open field mowing), turf management, field renovations, excavation, landscaping, sandstone block work, coring, fertilising, BBQ cleaning, pressure washing, watering, planting, insect control, weed control/ spraying, and litter collection.
o N.B: The duration for the cycle is now determined by the number and class of assets, the number of high-profile assets and specific requirements within each area and no longer are a standard 3-week cycle, which was the case under the Suburban model.
|
# |
Neighbourhood Team |
Parks/ Open Spaces # |
Streetscapes/ Laneways/ Gardens # |
Total Assets |
|
1 |
Wattle Grove |
63 |
260 |
323 |
|
2 |
Moorebank |
36 |
72 |
108 |
|
3 |
Chipping Norton |
44 |
73 |
117 |
|
4 |
Casula |
116 |
205 |
321 |
|
5 |
Valley |
126 |
146 |
272 |
|
6 |
Cecil Hills |
38 |
107 |
145 |
|
7 |
Middleton Grange |
75 |
109 |
184 |
|
8 |
Bringelly/ Prestons |
123 |
141 |
264 |
|
9 |
Edmondson Park/ Austral |
75 |
94 |
169 |
|
|
Total |
696 |
1,207 |
1,903 |
Table 1: The Neighbourhood Teams and Assets
The Red Book Program is the current model and has been in operation since August 2024 which aligns to MAYOR 02 - Reflection on the Local Elections and Future Priorities for Liverpool | Reinstating Council’s prior Neighbourhood Zones.
FINANCIAL IMPLICATIONS
There are no financial implications relating to this recommendation.
CONSIDERATIONS
|
Economic |
There are no economic and financial considerations. |
|
Environment |
Manage the environmental health of waterways. Protect, enhance and maintain areas of endangered ecological communities and high-quality bushland as part of an attractive mix of land uses. |
Social |
There are no social and cultural considerations. |
Civic Leadership |
There are no civic leadership and governance considerations. |
|
Legislative |
Include any relevant legislation and section here. There are no legislative considerations relating to this report. |
|
Risk |
The risk is deemed to be Low. |
Nil
Ordinary Meeting
10 December 2024
Committee Reports
|
CTTE 01 |
Minutes of the Aboriginal Consultative Committee meeting held on 7 November 2024 |
|
Strategic Objective |
Healthy, Inclusive, Engaging Promote a harmonious community that celebrates its diversity |
|
File Ref |
382428.2024 |
|
Report By |
Javeria Hoda - Acting Coordinator Community Development |
|
Approved By |
Tina Bono - Director Community & Lifestyle |
Executive Summary
This report is tabled in order to present the Minutes of the Aboriginal Consultative Committee Meeting held on 7 November 2024.
That Council:
1. Receives and notes the Minutes of the Aboriginal Consultative Committee Meeting held on 7 November 2024; and
2. Endorse the recommendations in the Minutes.
REPORT
The Minutes of the Aboriginal Consultative Committee held on 7 November 2024 are attached for the information of Council.
There are no actions contained in the Minutes for Council staff to undertake.
FINANCIAL IMPLICATIONS
There are no actions for Council staff to undertake, therefore no financial impact on Council.
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. Promote community harmony and address discrimination. |
Civic Leadership |
Foster neighborhood pride and a sense of responsibility. Facilitate the development of community leaders. |
|
Legislative |
There are no legislative considerations. |
|
Risk |
There is no risk associated with this report. |
ATTACHMENTS
1. Minutes of the Aboriginal Consultative Committee Meeting held on 7 November 2024.
|
CTTE 01 |
Minutes of the Aboriginal Consultative Committee meeting held on 7 November 2024 |
|
Attachment 1 |
Minutes of the Aboriginal Consultative Committee Meeting held on 7 November 2024. |

Ordinary Meeting
10 December 2024
Committee Reports
|
CTTE 02 |
Minutes of the Community Safety & Crime Prevention Advisory Committee held 7 November 2024 |
|
Strategic Objective |
Healthy, Inclusive, Engaging Improve liveability and quality of life for the community by delivering vibrant parks, places and facilities |
|
File Ref |
386807.2024 |
|
Report By |
Javeria Hoda - Acting Coordinator Community Development |
|
Approved By |
Tina Bono - Director Community & Lifestyle |
Executive Summary
This report is tabled to present the Minutes of the Community Safety & Crime Prevention Advisory Committee Meeting Minutes held on 7 November 2024.
That Council receives and notes the Minutes of the Community Safety & Crime Prevention Advisory Committee Meeting Minutes held on 7 November 2024.
REPORT
The Minutes of the Community Safety & Crime Prevention Advisory Committee Meeting Minutes held on 7 November 2024 attached for the information of Council.
FINANCIAL IMPLICATIONS
There are no actions contained in the minutes and therefore no financial implications relating to this report.
CONSIDERATIONS
|
Economic |
There are no economic and financial considerations. |
|
Environment |
There are no environmental and sustainability considerations. |
Social |
Support policies and plans that prevent crime. |
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. Minutes of the Community Safety & Crime Prevention Advisory Committee held 7 Nov 2024
|
CTTE 02 |
Minutes of the Community Safety & Crime Prevention Advisory Committee held 7 November 2024 |
|
Attachment 1 |
Minutes of the Community Safety & Crime Prevention Advisory Committee held 7 Nov 2024 |

Ordinary Meeting
10 December 2024
Committee Reports
|
CTTE 03 |
Minutes of the Tourism and CBD Committee Meeting held on 29 October 2024 |
|
Strategic Objective |
Evolving, Prosperous, Innovative Maintain strong relationships with agencies, stakeholders and businesses to achieve beneficial outcomes for the city |
|
File Ref |
386890.2024 |
|
Report By |
Susana Freitas - Coordinator Innovation, Grants and Partnerships |
|
Approved By |
Shayne Mallard - Director City Futures |
Executive Summary
This report is tabled to present the Minutes of the Tourism and CBD Committee Meeting held on 29 October 2024.
That Council:
1. Receives and notes the Minutes of the Tourism and CBD Committee Meeting held on 29 October 2024; and
2. Endorse the recommendations in the Minutes.
REPORT
The Minutes from the Tourism and CBD Committee Meeting held on 29 October 2024 are attached for the information of the Council.
The minutes contain the following actions or Committee recommendations:
· Committee members to provide additional feedback to Council Staff regarding the potential rebranding of Casula Powerhouse Arts Centre to Liverpool Powerhouse: Home of the Creative Industries
· Program Manager Western Sydney Infrastructure Grant (WSIG) Program to provide a status update to the committee regarding all WSIG projects
FINANCIAL IMPLICATIONS
None of the actions contained in the minutes will have a financial impact on Council.
CONSIDERATIONS
|
Economic |
Further develop a commercial centre that accommodates a variety of employment opportunities. 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 |
There are no environmental and sustainability considerations. |
Social |
Raise awareness in the community about the available services and facilities. Provide cultural centres and activities for the enjoyment of the arts. |
Civic Leadership |
Foster neighbourhood pride and a sense of responsibility. Facilitate the development of community leaders. Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision-making processes. 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
|
CTTE 03 |
Minutes of the Tourism and CBD Committee Meeting held on 29 October 2024 |
|
Attachment 1 |
Minutes of Tourism and CBD Committee 29 October 2024 |

Ordinary Meeting
10 December 2024
Committee Reports
|
CTTE 04 |
Minutes of the Liverpool Local Traffic Committee held 06 November 2024 |
|
Strategic Objective |
Liveable, Sustainable, Resilient Promote and advocate for an integrated transport network with improved transport options and connectivity |
|
File Ref |
396406.2024 |
|
Report By |
Patrick Bastawrous - Coordinator Traffic and Transport |
|
Approved By |
Lina Kakish - Director Planning & Compliance |
Executive Summary
This report presents the recommendations from the Liverpool Local Traffic Committee meeting held on 06 November 2024. At the meeting, the Committee considered 9 Agenda Items and 6 General Business Items.
Council is requested to adopt the recommendations of the Committee meeting. A copy of the meeting minutes along with the Agenda and Attachment Booklet are included in Attachments 1, 2 and 3.
That Council adopts the following Committee recommendations:
1. Receives and notes the Minutes of the Liverpool Local Traffic Committee Meeting held on 06 November 2024.
2. Endorse the recommendations in the Minutes.
REPORT
The Minutes of the Liverpool Local Traffic Committee held on 06 November 2024 are attached for the information of Council.
The minutes contain the following actions or Committee recommendations:
ITEM NO: AI 01
SUBJECT: Edmondson Avenue, Austral - Special Community Event 2024 Eucharistic Procession
|
Traffic Committee Recommendation to Council
The Council classifies the event as a Class 2 Special Event with all associated conditions. including:
a. Submission of a Traffic Management Plan to Transport for NSW for endorsement.
b. Police approval for the management of road closures. Under management of Suitably qualified traffic controllers.
c. Advertisement of the event via VMS Boards for at least 7 days prior to the closure.
d. The applicant to obtain a Road Occupancy License from the Transport Management Centre.
e. Submission of Certificate of Currency for Liability Insurance
f. Council liaises with the event organisers, Police and local bus company to ensure that traffic impact of the event is minimised.
g. Event organizers will be responsible for community notification via letter box drop to the residents/business that would be affected or advertisement via variable message signs of the event one week prior to the event.
|
ITEM NO: AI 02
SUBJECT: Turbans for Australia Walk event, Bigge Park, Liverpool CBD
|
Traffic Committee Recommendation to Council
That Council classifies the event as a Class 2 Special Event with all associated conditions including:
a) Submission of a Traffic Management Plan to Transport for NSW for endorsement.
b) Police approval for the management of road closures.
c) Advertisement of the event in local papers for 28 days.
d) Seeking a Road Occupancy license from the Transport Management Centre.
e) Submission of Certificate of Currency for Liability Insurance.
f) Council liaises with the event organisers, Police and local bus company to ensure that traffic impact of the event is minimised.
g) Event organizers will be responsible for community notification via letter box drop to the residents/business that would be affected or advertisement via variable message signs of the event one week prior to the event.
h) Any changes to the event routes options, as recommended by LTC, be implemented as part of the event.
|
ITEM NO: AI 03
SUBJECT: Church Road, Denham Road - Proposed Load Limit
|
Traffic Committee Recommendation to Council
That Council approves:
1. The implementation of a 3-tonne load limit on Church Road as indicated in Attachment AI 03.
2. Community consultation be undertaken prior to the implementation of the 3-tonne load limit
3. A TMP to be prepared and submitted to TfNSW for approval prior to the implementation of the 3-tonne load limit |
ITEM NO: AI 04
SUBJECT: Epsom Road and Whelan Road Roundabout Modification, Chipping Norton
|
Traffic Committee Recommendation to Council
That Council approves:
1. The modification of the median island on the eastern leg of the roundabout at the intersection of Epsom Road and Whelan Avenue including associated line marking and signage plan as indicated in Attachment AI 04.
2. The installation of a speed hump on the south bound approach lane of Whelan Drive as indicated in Attachment AI 04.
3. The detailed design drawings be issued to Transport for NSW for approval, prior to the installation of the devices.
|
ITEM NO: AI 05
SUBJECT: Fifteenth Avenue, West Hoxton - Bus Zone Relocation
|
Traffic Committee Recommendation to Council
That Council approves:
1. The relocation of the Bus Stop and conversion to a bus zone as indicated in above Figure 1.
2. Detailed design to be issued to TfNSW for review prior to the bus zone being relocated.
3. Consultation to be undertaken prior to the relocation of the bus stop and zone.
|
ITEM NO: AI 06
SUBJECT: Ingham Road, Casula - Proposed raised crossing
|
Traffic Committee Recommendation to Council
The Council approves:
1. The installation of a raised pedestrian crossing on Ingham Road, Casula, as indicated in Attachment AI 06.
2. Detailed design drawings to be submitted to TfNSW for review prior to installation.
3. Consultation with the affected residents to be undertaken prior to the installation. |
ITEM NO: AI 07
SUBJECT: Edmondson Park - Maxwell Creek Precinct - Line marking & signage plans
|
Traffic Committee Recommendation to Council
That Council approves:
1. The implementation of the signage and line marking plan for Roosevelt Crescent and MacDonald Road, as indicated in Attachment AI 07.
2. Detailed design to be issued to TfNSW for review prior to an approval being issued to the developer.
3. The proposed interim and future intersections controls. |
ITEM NO: AI 08
SUBJECT: Liverpool Local Traffic Committee - 2024 Charter Review
|
Traffic Committee Recommendation to Council
That Council notes the following amendments to be included in the Charter, as shown in Attachment AI 08.
1. Council’s Governance Team advised the Charter needs to be restructured. The information will be the same as what has been included, however the document will be amended into 2 documents. The first addressing the LTC practice. The second regarding the Delegation and Internal Governance process. Accordingly, the matter will be noted for general business and no longer a formal item.
2. Committee members to be allowed 10 business days to review the LTC agenda, and for this change to be reflected in the Charter.
3. Items that have been endorsed by the LTC will be collated into a table spreadsheet and a status update be provided every 6 months. This is to be incorporated into the Charter.
4. Charter to be updated to include a process for Community presentation at LTC. |
ITEM NO: AI 09
SUBJECT: Liverpool Local Traffic Committee - Confirmation of 2025 Meeting Dates
|
Traffic Committee Recommendation to Council
That Council approves the above-mentioned meeting dates to be endorsed and included in the Council’s Corporate Calendar.
|
General Business Items
As indicated above, the Committee considered 6 General Business Items. Comments on the General Business Items with recommended actions are as follows:
ITEM NO: GBI 01
SUBJECT: Memorial Avenue, Railway Street and Macquarie Street (south) - Streetscape works
|
Traffic Committee Recommendation to Council
That Council notes the proposed treatments as indicated in Attachment GB01 to proceed to detailed design. |
ITEM NO: GBI 02
SUBJECT: Elizabeth Hills - LATM Study - Update
|
Traffic Committee Recommendation to Council
That Council notes the LCC Traffic Team will take on note the above information and consider the original LATM Scheme or other options if appropriate. The matter be discussed further with TfNSW and an updated response be brought back to the next LTC. |
ITEM NO: GBI 03
SUBJECT: Lismore Street, Hoxton Park - Turn Restrictions - Update
|
Traffic Committee Recommendation to Council
That Councils notes the LCC Traffic Team will:
1. Undertake a Traffic Impact Assessment of the Hoxton Park precinct including state road issues, new infrastructure such as bridges, fixed infrastructure such as closures, etc. Ongoing communications with TfNSW will be undertaken.
2. Undertake a revised Communication strategy to update the local residents and wider community.
3. Install the additional speed cushions per the approved agenda item at the 17 July 2024 Traffic Committee Meeting and subsequent Council Meeting on 24 July 2024.
4. Retain the existing turn restriction signs until such time as the Traffic Impact Assessment identifies an alternative preferred treatment of Lismore Street. |
ITEM NO: GBI 04
SUBJECT: Intersection of Flowerdale and Memorial
|
Traffic Committee Recommendation to Council
That Council notes that LCC Traffic Team will undertake the necessary investigations and consultation with TfNSW to determine appropriate treatment of the traffic signals.
|
ITEM NO: GBI 05
SUBJECT: Tumut Place
|
Traffic Committee Recommendation to Council
The Council notes that the LCC Traffic Team will investigate and install an alternative to the midblock obstructions to enable Mobility scooter access.
|
ITEM NO: GBI 06
SUBJECT: Cecil Hills – Improved connection to the T-Way Bus Services
|
Traffic Committee Recommendation to Council That Council notes Transit Systems will investigate possible service improvements.
|
FINANCIAL IMPLICATIONS
The actions contained in the minutes will be funded as outlines in the table below.
|
Item |
Description |
Funding, Indicative Cost and Timing |
|
1 |
Edmondson Avenue, Austral - Special Community Event 2024 Eucharistic Procession |
Funding – Funded by Event Organisers
|
|
2 |
Turbans for Australia Walk event, Bigge Park, Liverpool CBD |
Funding – Funded by Event Organisers |
|
3 |
Church Road, Denham Road - Proposed Load Limit |
Funding – Council’s Operational Budget Program Indicative Cost – $1,000 Timing – Subject to consultation and funding allocation |
|
4 |
Epsom Road and Whelan Road Roundabout Modification, Chipping Norton |
Funding – Council’s Capital Budget Program Indicative Cost – $50,000 Timing – Subject to funding allocation |
|
5 |
Fifteenth Avenue, West Hoxton - Bus Zone Relocation |
Funding – Council’s Operational Budget Program Indicative Cost – $1,000 Timing – February 2024 |
|
6 |
Ingham Road, Casula - Proposed raised crossing |
Funding – Council’s Capital Budget program Indicative Cost – $80,000 Timing – Subject to funding allocation |
|
7 |
Edmondson Park - Maxwell Creek Precinct - Line marking & signage plans |
Funding – Developer Funded Timing – Subject to Developers construction schedule |
|
8 |
Liverpool Local Traffic Committee – 2024 Charter Review
|
Funding – Does not require funding
|
|
9 |
Liverpool Local Traffic Committee - Confirmation of 2025 Meeting Dates |
Funding – Does not require funding |
CONSIDERATIONS
|
Economic |
Deliver and maintain a range of transport related infrastructure such as footpaths, bus shelters and bikeways. Deliver a high quality local road system including provision and maintenance of infrastructure and management of traffic issues. |
|
Environment |
Promote an integrated and user friendly public transport service. Support the delivery of a range of transport options. |
Social |
There are no social and cultural considerations. |
Civic Leadership |
There are no civic leadership and governance considerations. |
|
Legislative |
NSW Roads Act 1993 and Traffic Management Act. |
|
Risk |
The risk is deemed to be Low. |
ATTACHMENTS
1. Liverpool Local Traffic Committee 2024-11-06 - Minutes (Under separate cover)
2. Liverpool Local Traffic Committee 2024-11-06 - Agenda (Under separate cover)
3. Liverpool Local Traffic Committee 2024-11-06 - Attachments (Under separate cover)
Ordinary Meeting
10 December 2024
Questions with Notice
|
QWN 01 |
Question with Notice - Clr Harte - Casula Powerhouse Arts Centre |
|
Strategic Objective |
Healthy, Inclusive, Engaging Improve liveability and quality of life for the community by delivering vibrant parks, places and facilities |
|
File Ref |
394567.2024 |
QUESTION WITH NOTICE
Please address the following:
1) The net operating result for Casula Powerhouse Arts Centre (excluding Bellbird Restaurant) during:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
2) What are the net operating result projections for Casula Powerhouse Arts Centre (excluding Bellbird Restaurant) for:
a. 2024/2025 FY?
b. 2025/2026 FY?
3) The net operating result of Bellbird Restaurant during:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
4) A breakdown of revenue streams for Casula Powerhouse Arts Centre for:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
5) A breakdown of expenses for Casula Powerhouse Arts Centre for:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
6) The number of visitors to Casula Powerhouse Arts Centre (excluding Bellbird Restaurant) during:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
7) The number of visitors to Bellbird Restaurant during:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
8) The age demographic breakdown of visitors to Casula Powerhouse Arts Centre during:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
9) The cost of each event or exhibition and the corresponding funding source for each, that is, internal Council funding or external government funding and/or sponsorship.
Responses (provided by Community & Lifestyle)
Background and context
Casula Powerhouse Arts Centre (CPAC) is undergoing a strategic transformation to better engage the broader Liverpool community and increase visitation. Despite its strong reputation within the arts sector, local awareness of CPAC and its connection to Liverpool City Council has remained limited. Visitation at the Centre has fluctuated across the years which is evidenced below. In response, CPAC is shifting its programming to resonate more deeply with community interests and foster stronger local engagement.
This revised approach will expand the Centre’s offerings beyond traditional visual arts, incorporating a wide range of creative disciplines and interactive experiences. New workshops will include programs for children and youth, along with hands-on classes in mixed media, fashion, photography, digital arts, and gastronomy. Large-scale events will amplify the Centre’s visibility, while regular activations—such as the Powerhouse Artisan & Growers Markets—will provide a platform for local artists and food producers, integrating community talent into the Centre’s programming.
In addition to these community-focused efforts, revenue-generating strategies will strengthen outcomes for venue hire and foster partnerships with key institutions like the Sydney Film Festival and Sydney Festival. A broader range of offerings from Bellbird restaurant will further enhance visitor experiences. This strategy is guided by community feedback gathered through surveys and feedback forms, ensuring that programming reflects local interests and needs.
CPAC will also enhance its live programming by introducing more regular music performances, film screenings, and cultural events. These initiatives will build on the success of the Experience the World festival series, creating synergies across Liverpool's cultural landscape.
Due to the growing success of Experience the World, and the integration of the Major Events team within the refined Cultural Venues & Events unit, there is greater prospects to deliver cohesive, culturally enriching experiences across the LGA. This consolidation will enable more strategic coordination of programming and marketing, further strengthening the connection between CPAC and the wider community.
CPAC aims to position itself as a key cultural destination, offering programming that celebrates the diversity of Liverpool’s population while aligning with broader state and federal cultural policies that emphasise access to the arts and capacity building in the creative industries. As part of this transformation, CPAC will also undergo infrastructure improvements to create a more accessible and engaging space, making it a vibrant hub for creativity and community connection.
1) The net operating result for Casula Powerhouse Arts Centre (excluding Bellbird Restaurant) during:
|
Financial Year |
Net Operating Costs ex. Bellbird |
|
2018/2019 |
$3,919,986 |
|
2019/2020 |
$3,440,448 |
|
2020/2021 |
$3,375,190 |
|
2021/2022 |
$4,115,486 |
|
2022/2023 |
$2,178,779 |
|
2023/2024 |
$2,645,940 |
2) What are the net operating result projections for Casula Powerhouse Arts Centre (excluding Bellbird Restaurant) for:
|
Financial Year |
Net Operating Costs/Bellbird |
|
2024/2025 |
$2,979,966 |
|
2025/2026 |
Budget development to occur from Jan 2025 |
It should be noted that throughout 2024/2025 a scaling in of more venue hireable spaces will be offered. The net result for casual hire is above forecast position as of Q1 2024/2025 budget performance.
3) The net operating result of Bellbird Restaurant during:
|
Financial Year |
Net Operating Costs/Bellbird |
Notes |
|
2018/2019 |
$100,819 |
Establishment period |
|
2019/2020 |
$16,223 |
|
|
2020/2021 |
$88,399 |
Covid impacts |
|
2021/2022 |
$113,497 |
Covid impacts |
|
2022/2023 |
$14,982 |
|
|
2023/2024 |
$3,267 |
|
|
2024/2025 |
Tracking above projected quarter |
Result of expanded offerings, catering income across new venues. |
4) A breakdown of revenue streams for Casula Powerhouse Arts Centre:
|
Financial Year |
Ticketing |
Venue Hire |
Grants |
TOTAL |
|
2018/2019 |
$215,162 |
$200,942 |
$300,840 |
$725,445 |
|
2019/2020 |
$140,333 |
$164,279 |
$330,443 |
$635,055 |
|
2020/2021 |
$192,775 |
$104,757 |
$250,000 |
$547,532 |
|
2021/2022 |
$183,930 |
$111,282 |
$106,411 |
$401,083 |
|
2022/2023 |
$191,132 |
$260,779 |
$485,036 |
$936,947 |
|
2023/2024 |
$378,515 |
$392,393 |
$190,930 |
$961,839 |
5) A breakdown of expenses for Casula Powerhouse Arts Centre
|
Financial Year |
Expenses |
Notes |
|
2018/2019 |
$4,645,431 |
|
|
2019/2020 |
$4,075,503 |
|
|
2020/2021 |
$3,922,721 |
Reduced revenue for COVID |
|
2021/2022 |
$4,516,569 |
Reduced revenue for COVID |
|
2022/2023 |
$3,115,726 |
|
|
2023/2024 |
$3,607,778 |
|
6) The number of visitors to Casula Powerhouse Arts Centre (excluding Bellbird Restaurant):
|
Financial Year |
Visitors |
Notes |
|
2018/2019 |
69,422 |
|
|
2019/2020 |
52,796 |
|
|
2020/2021 |
31,964 |
Covid impacts |
|
2021/2022 |
22,728 |
Covid impacts |
|
2022/2023 |
46,700 |
|
|
2023/2024 |
56,305 |
|
Visitation data has historically been captured through manual headcounts for walk-ins or via theatre ticketing. For large-scale events without ticketing, attendance estimates, and manual counts were previously relied upon, potentially impacting accuracy. However, for FY2024/25, digital door counters are being installed, and there are plans to incorporate cellular capture technology for major events at Casula Powerhouse.
As the centre embeds the new strategic vision noting above the visitation numbers for FY2024/25 are already exceeding projections, largely due to the success of the ‘Winter Blast’ event, which attracted 16,000 visitors in a single weekend. As a destination venue with little transient foot traffic, events like Winter Blast highlight the venue's potential to host successful recurring activations, with dwell times exceeding those of its CBD counterpart. Additionally, the Powerhouse Markets have been drawing close to 1,000 visitors weekly since their launch in November.
With the expansion of new programming, regular events, and a wider array of offerings through Bellbird—including Bottomless Sunday packages, Friday night dining, foreign film screenings, school holiday programming and high-quality exhibitions—CPAC is positioning itself as a vibrant hub for the local community.
7) The number of visitors to Bellbird Restaurant during
|
Financial Year |
Visitors |
Notes |
|
2018/2019 |
14,156 |
|
|
2019/2020 |
15,806 |
|
|
2020/2021 |
13,466 |
Covid impacts |
|
2021/2022 |
12,831 |
Covid impacts |
|
2022/2023 |
18,964 |
|
|
2023/2024 |
21,779 |
|
The data provided is indicative, as the restaurant initially employed manual attendance-recording processes. Additionally, walk-in customers may not have been fully accounted for during busy periods. For consistency and comparison, the figures presented are based on an average spend of $40 per head across the financial year earnings.
Key details:
· The restaurant operates an average of 48 weeks per year, with closures over the Christmas and New Year period.
· The figures include the COVID-affected years: in 2020, the restaurant was closed for approximately 5 months, and in 2021, it was closed for approximately 4 months.
· Repairs to the Koori Floor public artwork in the Centres Turbine Hall also impacted operations, resulting in a 4-week closure whilst the restoration took place.
Bellbird's programming has begun expanding its offerings across several key time periods, enhancing the overall visitor experience at Casula Powerhouse. These new initiatives include:
· Bottomless Sunday Packages: Launched to attract Sunday crowds these packages encouraging longer dwell times and return visits for a younger demographic.
· Friday Dining: due to interest from existing patrons and observations of dense housing in proximity to Casula Powerhouse, a Friday night bar & live music scene is set to commence in 2025 as a pilot program, again aimed at a younger commuter demographic.
· Collaborative Events and Activations: complementary programming that aligns with exhibitions, film screenings, and theatre events to create themed dining offerings for a holistic experience.
· Family dining: improved kid’s menus, children’s cooking workshops and improved access from the restaurant to outdoor areas and the playground for both children and pet-friendly dining experiences.
By strategically broadening its offerings, Bellbird is not only increasing its appeal as a dining destination but also supporting CPAC's vision of becoming a central hub of activity for the local community. This alignment with CPAC’s wider programming helps to drive consistent visitation throughout the week and reinforces the venue’s role as a cultural and social destination.
8) The age demographic breakdown of visitors to Casula Powerhouse Arts Centre during:
Currently, we do not formally capture age demographic data at Casula Powerhouse Arts Centre.
However, based on observations, our audience is primarily an older demographic, typically aged 40-70, with a predominance of female visitors.
While family attendance has been increasing, most of our visitors have historically fallen within this older age group, a trend that reflects the previous programming focus and is consistent with patterns observed at other art centers.
Moving forward, we are committed to broadening our appeal to attract a more diverse audience, particularly younger individuals aged 20-40 and young families. This is a key priority, as it better aligns with the demographic makeup of the broader Liverpool LGA.
Expanding our offerings to engage these groups is essential for fostering inclusivity and community relevance.
Several new initiatives are already underway to support this shift, including interactive family exhibitions and engaging events that provide immersive and hands-on experiences designed to captivate younger visitors and families.
· Interactive exhibitions such as the current ‘From Kuntsilo with Love’ sustainable interactive sculptures, permanent digital installation ‘Power Play’ by JuniorMajor and the upcoming ‘Kingdom of Kindness’ exhibition to be installed in April 2025 which is aimed at a younger audience.
· Progressive installation of long-term children’s activations and makers spaces in the Upper Turbine gallery area.
· School holiday programming such as creative workshops, crafting and dance/drama/skills camps.
Further, Casula Powerhouse Arts Centre is looking to expand its programming to include more broad-appeal comedy and live music shows aimed at capturing a younger audience.
Recognising the need to engage individuals aged 20-40, these types of performances are designed to position CPAC as a dynamic local attraction that offers diverse entertainment options for the wider community.
These performances, featuring a mix of popular comedians and emerging talent, along with live music across a wide variety of genres. Currently, we are looking at nostalgic and revival fare for the millennial market, as well as a variety of musical theatre & established comedians. Together with Friday night bar & live music, the Centre aims to design a program intended to position CPAC as a local entertainment destination on par with what you’d find in Sydney CBD or Parramatta within a short distance from our community, attracting new audiences of younger adults and families.
9) The cost of each event or exhibition and the corresponding funding source for each, that is, internal Council funding or external government funding and/or sponsorship.
|
Financial Year |
Exhibition Budget excl. Grant |
Exhibition Grants |
Programming Budget (Events/Theatre) |
Events Grants |
Funding Body |
|
2018/2019 |
$328,383 |
$250,000 |
$336,508 |
$250,000 |
Create NSW |
|
2019/2020 |
$185,455 |
$277,589 |
$315,215 |
$277,589 |
Create NSW |
|
2020/2021 |
$270,351 |
$250,000 |
$116,620 |
$250,000 |
Create NSW |
|
2021/2022 |
$242,552 |
0 |
$204,691 |
$106,411 |
DPIE |
|
2022/2023 |
$440,348 |
$226,496 |
$334,886 |
$80,400 |
Create NSW TfNSW |
|
2023/2024 |
$400,871 |
$38,978 |
$633,912 |
$151,953 |
Create NSW Dept. Creative Industries |
Please note, this excludes staffing costs.
The programming budget at Casula Powerhouse Arts Centre is comparatively conservative, which presents challenges in delivering the variety and scale of events we aspire to provide.
One of the significant challenges we face is the cost of simply opening the doors to the Centre. Operating expenses, including utilities, maintenance, and basic infrastructure, form a considerable portion of the budget. Additionally, staffing costs—from front-of-house and technical support to programming — are crucial but also add substantial expenditure.
These operational costs are essential to maintain a safe, welcoming, and fully functional venue, but they also limit programming capabilities, and to establish this new direction we are forging partnerships, leveraging existing supplier relationships, working strategically with our current resources and spaces and utilising in-house marketing expertise to ensure we can effectively promote the centre’s offerings.
Moving forward, balancing operational costs with innovative programming and enhancing revenue streams remains a key focus to ensure the sustainability and growth of Casula Powerhouse Arts Centre.
Nil
Ordinary Meeting
10 December 2024
Questions with Notice
|
QWN 02 |
Question with Notice - Clr Harte - Council Facility Patronage |
|
Strategic Objective |
Healthy, Inclusive, Engaging Improve liveability and quality of life for the community by delivering vibrant parks, places and facilities |
|
File Ref |
394568.2024 |
QUESTION WITH NOTICE
For each of the following council facilities:
· Yellamundie Library (or old Liverpool Library up until its closure)
· Moorebank Library
· Green Valley Library
· Miller Library
· Casula Library
· Carnes Hill Library
· Liverpool Regional Museum
Please address the following:
1) Advise the number of visitors that attended each facility (broken down by facility) for:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
2) Provide a breakdown of reason for visit to each facility (broken down by facility)?
3) Provide detailed operational cost breakdown for each facility (broken down by facility) for:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
Responses (provided by Community & Lifestyle)
Background and context
In 2023 Liverpool City Council determined to review the Council’s Library Service in accordance with the IP&R framework to understand the current operations and determine if those operations would meet the changing needs of the community in the future.
Jan Richards consulting was engaged to carry out this review.
The review was focused on three areas:
* Benchmarking of Liverpool services against comparable services;
* Reviewing the current service delivery model across the Liverpool Library network; and
* Considering alternative service delivery models and their application in Liverpool.
Service Reviews provide the opportunity to undertake a whole of organisation, systemic look at the way in which services are delivered. They provide the opportunity to identify improvements in efficiency and effectiveness whilst ensuring that services are meeting the needs of the Community.
Establishing a review process builds the capacity of both staff and the Community to think critically and systematically about current and future service needs. It also leads to innovation in service provision and helps build a culture of continuous improvement within Council.
Local Governments are under increasing financial pressure, and there is often a widening gap between revenue and expenditure. At the same time, they are expected to be environmentally and socially responsible and provide a wide range of quality services.
The Library Service Review supported the Council to clarify the needs of its community and use an evidence-based approach to assess how efficiently and effectively it is meeting those needs.
In undertaking this process, Council strategically can determine and make broader decisions whether changes need to be made to the provision of the Library Services to include benefits to all stakeholders whilst being financially sustainable.
The report delivered a range of recommendations covering short-term and long-term strategic and operational improvements. This included a focus on customer priorities and utilising new technology and service models for a library service to meet the growing needs of the community.
In doing this, this will enable a more detailed examination of the recommendations noted below providing Council with a better understanding of costings associated with each recommendation, funding strategies and a more granular insight into how to best implement these initiatives with a broader aim to deliver a service that is more responsive, relevant and customer focused for Liverpool.
These include but not limited to:
· More convenient ways for the community to use the library including the potential delivery of a commuter bus service;
· Installing after hours returns at libraries;
· Installing after hours pick-ups;
· New mobile van/ trailer for events and outreach;
· Investigating 24hr opening at some libraries;
· Investigating Library kiosks at train stations and shopping centres;
· Increasing our online collections & service; and
· Making it easy to access loans through enhancement of Library app.
The report was presented and accepted at the June 2024 Governance Committee; however, a copy of the review is attached for reference.
In providing statistics on Library provision, reference should also be made to the NSW Public Library Statistics. Every NSW public library is required to provide detailed statistics as part of the NSW Government subsidy. These provide an important comparison for NSW Public Libraries, with services reviewed against cohorts of similar LGAs.
Public library statistics | Public Library Services | State Library of New South Wales
The statistics provided below provide a broad snapshot but are best viewed in context with the above information.
1) Advise the number of visitors that attended each facility (broken down by facility) for:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
While physical visitation data is captured above, online and digital engagement represents a significant and growing way the library is used by the community. These figures have been included as below:
|
2018/19 |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
|
Digital visits |
254471 |
283744 |
406,705 |
350,279 |
576,597 |
749,776 |
|
Combined Physical & Digital |
833,904 |
837,666 |
878,342 |
621,837 |
961,761 |
1,383,782 |
It should be noted that the period 2020 to 2022 were impacted by Covid. Impact levels were similar to other libraries, and Liverpool recovered at a faster rate than similar libraries.
2) Provide a breakdown of reason for visit to each facility (broken down by facility)?
Each library provides a wide range of services including:
· Access to library collections in a range of formats and languages;
· Access to public computers, printing and WFI;
· Programs across all target groups, including early literacy, digital literacy, seniors, CALD, youth and STEM;
· Heritage research and study; and
· Study and work spaces, including bookable study rooms.
More broadly Liverpool Council libraries are also recognised for the role in social connection and well-being which are not identified above.
A breakdown of provisions is tabled below which includes delivery and visitation data.
Programs
|
Early literacy for preschoolers
|
Book clubs and Author talks
|
|
Homework help and HSC workshops
|
School holiday events
|
|
Stem and robotics classes for all ages |
Citizenship preparation courses.
|
Over 1950 programs were delivered for our community with over 35,000 attendees.
Diversity Programming
|
Books & Newspapers in 20+ languages
|
Multicultural programs including Social Board games
|
|
Community Exhibitions
|
Multicultural story time.
|
|
Technology help in community languages
|
Tech savvy seniors’ classes in multiple community languages
|
Collectively over 900,000 loans were executed
Spaces to work, learn and play
|
Free computers
|
Staff available to help with technology and research.
|
|
Wi-Fi and printing services |
Meet friends or find a quiet spot. |
Liverpool Regional Museum is visited for a number of activities:
· Permanent and temporary exhibitions that focus on Liverpool’s unique stories. Where the community is reflected and acknowledged;
· Programs across target groups, including children, families and seniors;
· Tourism programs for visitors for both Museum and Collingwood House; and
· Family History research and a base for Liverpool Genealogy society.
To highlight the current location of the museum has been identified as a barrier to increased visitation. The current site is disconnected from Liverpool CBD with poor public transport. It has low foot traffic past the site, with most people travelling past it by car with no recognition that it is a museum. There are limited opportunities for spontaneous visits to the museum or connection to other activities within the Liverpool CBD. In addition, the site lacks any supporting amenities such as a cafe or Kiosk limiting the holistic community experience.
Relocation options are being considered and will be brought to Council for further consideration.
3) Provide detailed operational cost breakdown for each facility (broken down by facility) for:
a. 2018/2019 FY?
b. 2019/2020 FY?
c. 2020/2021 FY?
d. 2021/2022 FY?
e. 2022/2023 FY?
f. 2023/2024 FY?
· Online Services;
· Technology;
· Collections and
· Professional Services
While figures have been allocated to each Service Branch as a shared cost of service. If Council decides on closure of any service, the pro-rata amount may not fully be realised. This can be evidenced in items such as E-books, staffing, that is currently shared across multiple locations and major contracts which are population based not service based.
Any realised savings will need further financial analysis.
Capital cost associated with Library Collections are within the allocation under, Library Management, Networking, and Information Services costs as are building maintenance costs.
Additional capital building renewal projects are part of the Operations team Capex budget.
|
Library Services |
|||||||||
|
Net Cost of Services |
|||||||||
|
Library |
2018-19 Annual Actual |
2019-20 Annual Actual |
2020-21 Annual Actual |
2021-22 Annual Actual |
2022-23 Annual Actual |
2023-24 Annual Actual |
|||
|
City Library |
3,010,927 |
2,204,756 |
2,391,606 |
2,641,354 |
2,809,893 |
4,048,713 |
|||
|
Moorebank Library |
764,810 |
706,236 |
829,515 |
675,870 |
722,244 |
732,953 |
|||
|
Miller Library |
433,693 |
327,775 |
416,413 |
578,486 |
452,831 |
338,983 |
|||
|
Casula Library |
1,067,885 |
840,366 |
1,095,508 |
810,312 |
768,346 |
738,357 |
|||
|
Green Valley Library |
722,760 |
640,288 |
879,944 |
790,531 |
848,513 |
734,680 |
|||
|
Carnes Hill Library |
2,905,886 |
2,887,444 |
2,437,744 |
2,136,508 |
2,190,404 |
2,268,225 |
|||
|
|
|||||||||
|
Total Net Cost of Services |
8,905,961 |
7,606,866 |
8,050,729 |
7,633,060 |
7,792,232 |
8,861,911 |
|||
|
|
|||||||||
|
|
|||||||||
|
Capital Expenditure |
200,496 |
123,343 |
0 |
32,536 |
0 |
0 |
|||
|
Net Cost of Services |
||||||
|
Detailed Report |
||||||
|
City Library |
2018-19 Annual Actual |
2019-20 Annual Actual |
2020-21 Annual Actual |
2021-22 Annual Actual |
2022-23 Annual Actual |
2023-24 Annual Actual |
|
Income |
307,763 |
293,220 |
271,388 |
244,938 |
327,453 |
387,989 |
|
Grants & Contributions |
50,591 |
53,000 |
27,050 |
0 |
0 |
0 |
|
Other Revenues |
44,054 |
34,982 |
27,441 |
13,875 |
39,620 |
37,349 |
|
User Charges & Charges |
14,285 |
8,298 |
1,442 |
628 |
6,611 |
5,318 |
|
Share in subsidies and revenue |
198,833 |
196,940 |
215,455 |
230,435 |
281,221 |
345,322 |
|
Expenditure |
3,318,690 |
2,497,976 |
2,662,994 |
2,886,292 |
3,137,346 |
4,436,703 |
|
Employee benefits and on-costs |
5,463 |
1,363 |
916 |
0 |
960 |
0 |
|
Operating Costs |
405,490 |
346,770 |
396,963 |
409,011 |
353,208 |
413,343 |
|
Depreciation |
423,778 |
356,761 |
461,269 |
576,672 |
721,939 |
1,280,020 |
|
Share in Library Mgt, Networking, Information Costs |
2,483,960 |
1,793,083 |
1,803,846 |
1,900,609 |
2,061,239 |
2,743,340 |
|
Net Cost of Services |
3,010,927 |
2,204,756 |
2,391,606 |
2,641,354 |
2,809,893 |
4,048,713 |
|
Capital Expenditure |
196,311 |
70,561 |
0 |
32,536 |
0 |
0 |
|
|
||||||
|
Moorebank Library |
2018-19 Annual Actual |
2019-20 Annual Actual |
2020-21 Annual Actual |
2021-22 Annual Actual |
2022-23 Annual Actual |
2023-24 Annual Actual |
|
Income |
59,590 |
76,165 |
77,998 |
60,870 |
77,850 |
74,034 |
|
Grants & Contributions |
0 |
0 |
0 |
0 |
0 |
0 |
|
Other Revenues |
6,851 |
5,684 |
2,604 |
2,382 |
4,095 |
8,180 |
|
User Charges & Charges |
5,246 |
4,784 |
665 |
242 |
1,472 |
3,339 |
|
Share in subsidies and revenue |
47,494 |
65,697 |
74,729 |
58,246 |
72,284 |
62,515 |
|
Expenditure |
824,400 |
782,401 |
907,513 |
736,740 |
800,095 |
806,987 |
|
Employee benefits and on-costs |
206,222 |
159,836 |
241,969 |
221,919 |
250,842 |
289,336 |
|
Operating Costs |
24,856 |
24,416 |
39,890 |
34,411 |
19,440 |
21,015 |
|
Depreciation |
0 |
0 |
0 |
0 |
0 |
0 |
|
Share in Library Mgt, Networking, Information Costs |
593,322 |
598,150 |
625,654 |
480,410 |
529,813 |
496,637 |
|
Net Cost of Services |
764,810 |
706,236 |
829,515 |
675,870 |
722,244 |
732,953 |
|
Capital Expenditure |
1,275 |
52,781 |
0 |
0 |
0 |
0 |
|
Miller Library |
2018-19 Annual Actual |
2019-20 Annual Actual |
2020-21 Annual Actual |
2021-22 Annual Actual |
2022-23 Annual Actual |
2023-24 Annual Actual |
|
Income |
35,641 |
35,123 |
40,443 |
51,825 |
53,147 |
37,575 |
|
Grants & Contributions |
0 |
0 |
0 |
0 |
0 |
0 |
|
Other Revenues |
7,374 |
5,910 |
2,845 |
1,952 |
7,508 |
8,396 |
|
User Charges & Charges |
1,201 |
843 |
84 |
20 |
318 |
267 |
|
Share in subsidies and revenue |
27,067 |
28,371 |
37,514 |
49,854 |
45,321 |
28,912 |
|
Expenditure |
469,334 |
362,898 |
456,856 |
630,312 |
505,978 |
376,557 |
|
Employee benefits and on-costs |
58,176 |
31,348 |
72,968 |
136,134 |
89,279 |
57,714 |
|
Operating Costs |
70,913 |
71,135 |
67,710 |
80,944 |
82,525 |
87,161 |
|
Depreciation |
2,103 |
2,108 |
2,103 |
2,044 |
1,993 |
1,993 |
|
Share in Library Mgt, Networking, Information Costs |
338,142 |
258,306 |
314,075 |
411,190 |
332,181 |
229,689 |
|
Net Cost of Services |
433,693 |
327,775 |
416,413 |
578,486 |
452,831 |
338,983 |
|
Capital Expenditure |
2,909 |
0 |
0 |
0 |
0 |
0 |
|
|
||||||
|
|
||||||
|
Casula Library |
2018-19 Annual Actual |
2019-20 Annual Actual |
2020-21 Annual Actual |
2021-22 Annual Actual |
2022-23 Annual Actual |
2023-24 Annual Actual |
|
Income |
75,967 |
83,089 |
105,134 |
72,638 |
82,215 |
71,575 |
|
Grants & Contributions |
0 |
0 |
0 |
0 |
0 |
0 |
|
Other Revenues |
6,952 |
6,806 |
6,000 |
2,636 |
4,312 |
6,943 |
|
User Charges & Charges |
2,812 |
3,545 |
442 |
170 |
1,005 |
1,656 |
|
Share in subsidies and revenue |
66,204 |
72,738 |
98,692 |
69,832 |
76,898 |
62,976 |
|
Expenditure |
1,143,852 |
923,455 |
1,200,642 |
882,949 |
850,561 |
809,932 |
|
Employee benefits and on-costs |
213,475 |
145,475 |
246,458 |
192,090 |
211,584 |
248,178 |
|
Operating Costs |
43,075 |
54,236 |
66,934 |
52,438 |
40,976 |
25,519 |
|
Depreciation |
60,240 |
61,487 |
60,974 |
62,449 |
34,369 |
35,937 |
|
Share in Library Mgt, Networking, Information Costs |
827,062 |
662,257 |
826,276 |
575,972 |
563,632 |
500,298 |
|
Net Cost of Services |
1,067,885 |
840,366 |
1,095,508 |
810,312 |
768,346 |
738,357 |
|
Capital Expenditure |
0 |
0 |
0 |
0 |
0 |
0 |
|
Green Valley Library |
2018-19 Annual Actual |
2019-20 Annual Actual |
2020-21 Annual Actual |
2021-22 Annual Actual |
2022-23 Annual Actual |
2023-24 Annual Actual |
|
Income |
58,538 |
64,794 |
84,169 |
71,746 |
91,200 |
72,426 |
|
Grants & Contributions |
0 |
0 |
0 |
0 |
0 |
0 |
|
Other Revenues |
10,739 |
7,500 |
4,523 |
3,564 |
5,589 |
8,823 |
|
User Charges & Charges |
2,992 |
1,874 |
373 |
55 |
689 |
941 |
|
Share in subsidies and revenue |
44,808 |
55,420 |
79,272 |
68,128 |
84,921 |
62,662 |
|
Expenditure |
781,298 |
705,082 |
964,113 |
862,277 |
939,713 |
807,106 |
|
Employee benefits and on-costs |
183,865 |
171,736 |
255,946 |
270,307 |
278,609 |
281,774 |
|
Operating Costs |
35,799 |
27,428 |
43,148 |
28,728 |
37,334 |
26,309 |
|
Depreciation |
1,867 |
1,334 |
1,330 |
1,330 |
1,330 |
1,217 |
|
Share in Library Mgt, Networking, Information Costs |
559,767 |
504,584 |
663,689 |
561,912 |
622,439 |
497,807 |
|
Net Cost of Services |
722,760 |
640,288 |
879,944 |
790,531 |
848,513 |
734,680 |
|
Capital Expenditure |
0 |
0 |
0 |
0 |
0 |
0 |
|
|
||||||
|
Carnes Hill Library |
2018-19 Annual Actual |
2019-20 Annual Actual |
2020-21 Annual Actual |
2021-22 Annual Actual |
2022-23 Annual Actual |
2023-24 Annual Actual |
|
Income |
210,775 |
274,259 |
239,297 |
195,749 |
235,065 |
216,409 |
|
Grants & Contributions |
0 |
0 |
0 |
0 |
0 |
0 |
|
Other Revenues |
18,798 |
15,669 |
17,932 |
10,718 |
10,105 |
15,809 |
|
User Charges & Charges |
11,826 |
8,667 |
1,753 |
908 |
5,739 |
7,138 |
|
Share in subsidies and revenue |
180,151 |
249,923 |
219,612 |
184,123 |
219,221 |
193,461 |
|
Expenditure |
3,116,661 |
3,161,703 |
2,677,041 |
2,332,257 |
2,425,469 |
2,484,634 |
|
Employee benefits and on-costs |
533,055 |
579,369 |
487,320 |
487,108 |
610,554 |
736,860 |
|
Operating Costs |
112,570 |
85,041 |
130,123 |
105,560 |
101,071 |
97,519 |
|
Depreciation |
220,470 |
221,819 |
220,953 |
220,953 |
107,040 |
113,344 |
|
Share in Library Mgt, Networking, Information Costs |
2,250,566 |
2,275,474 |
1,838,645 |
1,518,636 |
1,606,804 |
1,536,911 |
|
Net Cost of Services |
2,905,886 |
2,887,444 |
2,437,744 |
2,136,508 |
2,190,404 |
2,268,225 |
|
Capital Expenditure |
0 |
0 |
0 |
0 |
0 |
0 |
ATTACHMENTS
1. Liverpool City Library Review - A blueprint for future provision (Under separate cover)
Ordinary Meeting
10 December 2024
Notices of Motion
|
NOM 01 |
Lebanon Foreign Aid |
|
Strategic Objective |
Visionary, Leading, Responsible Ensure Council is accountable and financially sustainable through the strategic management of assets and resources |
|
File Ref |
392537.2024 |
|
Author |
Peter Ristevski - Councillor |
That Council:
1. Write to the Federal Government congratulating them on their recent aid of $2 million in humanitarian assistance to support civilians in Lebanon, impacted by the escalation of conflict.
This brings the Australian Government’s total package of humanitarian assistance to the Middle East to $84.5 million since 7 October 2023.
In the same letter Council to apologise to the Federal Government for not giving them this recognition at the recent Council meeting which they deserved acknowledgement for.
2. Write to the New South Wales Government requesting that they match the $20,000 grant Council has given with that money to be reimbursed to Liverpool Council and to be put back towards the community grants budget for availability to local organisations.
This is consistent with the Mayor’s comments in the Australian newspaper on 8 December 2023 that local government has no role in international affairs.
ACTING CHIEF EXECUTIVE OFFICER’S COMMENT
Liverpool City Council is a model of cultural diversity and inclusivity. Liverpool serves as a refuge for migrants and refugees with 43% of our population born overseas (2021 Census). Councils have a collaborative partnership with multicultural community leaders and targeted support services that are helping community members affected by conflicts around the world, particularly in the Middle East.
A donation of $20,000 to Lebanon was endorsed by Council at the 20 November 2024 Council meeting. Fund transfer has been arranged through AusRelief, a reputable charity organisation that ensured that 100% of Council funding will be directed towards Lebanon’s humanitarian efforts.
Should the above Notice of Motion be resolved, Council will:
1. Write to the Federal Government congratulating them on their recent aid of $2 million in humanitarian assistance to support civilians in Lebanon, impacted by the escalation of conflict. In the same letter, offer an apology for not recognising this significant contribution during the recent Council meeting held on 20 November 2024; and
2. Write to the NSW State Government requesting them to replace Councils $20,000 donation to AusRelief, such that Council can reinvest these funds into the Community Grants budget and ensure continued support for local organisation in the Liverpool LGA.
FINANCIAL IMPLICATIONS
There is no additional financial implication.
If the NSW State Government provides Council with the $20,000 funding it will be returned to the existing Council’s Community Grants Budget.
Nil
Ordinary Meeting
10 December 2024
Notices of Motion
|
NOM 02 |
Liverpool Olympic |
|
Strategic Objective |
Evolving, Prosperous, Innovative Maintain strong relationships with agencies, stakeholders and businesses to achieve beneficial outcomes for the city |
|
File Ref |
396650.2024 |
|
Author |
Peter Ristevski - Councillor |
Background
Liverpool Olympic is one of the
most viable and self-sustaining community sports clubs within the LGA. From
their base at Hoxton Park Reserve, Liverpool Olympic services more than 865
players in its grassroots Soccer program and further delivers both an adaptive
and inclusive sports program for people with disability. The club delivers
programs specifically to encourage active participation by women and girls from
all cultures.
I propose to move:
That Council:
1. Recognises the role that Liverpool Olympic plays in delivering grassroots sports programs for the Liverpool community; and
2. Instruct the Acting CEO or delegate to seek opportunities
to enter into a partnership agreement that supports the continued growth of
Liverpool Olympic, not limited to infrastructure development opportunities
throughout their membership catchment.
ACTING CHIEF EXECUTIVE OFFICER’S COMMENT
Liverpool Olympic is a highly functional club and delivers important services within the LGA. Council is aware of, and supports, their desire to evolve to a high-profile community focussed sports club.
Liverpool Olympic has presented a masterplan for the redevelopment of Hoxton Park Reserve to Council Officers. The masterplan proposes a number of embellishments that includes lighting upgrades, extensions to the amenities block to include a first floor, installation of synthetic grass playing surfaces, carparking upgrades and extensions, installation of new parking areas and recreation facilities such playgrounds, netball courts and play spaces.
In principle, the master plan developed by Liverpool Olympic represents significant infrastructure upgrade that will greatly benefit the community.
The current masterplan site is complex in nature. While Hoxton Park Reserve is under the care and management of Council, it is crown land. As such Council does not have the delegated authority to provide landowners consent for future infrastructure development without submitting an updated Plan of Management that includes the items contained within the proposed master plan for approval by Crown Lands.
Additionally, the oval is surrounded by Cumberland Woodland Plains which may impact the proposed developments. A desktop review of the proposal indicates that the proposed masterplan will require the removal of a significant volume of trees on the western side of the oval. Notwithstanding this, Council has provided an undertaking to facilitate further site investigations to determine any likely environmental impact. This initial assessment will define whether the proposal from Liverpool Olympic is deliverable. This has been communicated to the club.
Irrespective of the outcome of the proposed masterplan, and as one of the largest and most impactful sporting clubs within the Liverpool LGA, Council is committed to working to support the Club in achieving its future vision.
Council Officers have met with the Chairman of Liverpool Olympic and indicated Council’s commitment to support the Club. However, to enter a partnership proposal Council would need to consider provisions under the Local Government Act and in particular Part 2, Division 2 that defines use and management of community land including the provision of entering into leases and licences over community land.
Nil
Ordinary Meeting
10 December 2024
Notices of Motion
|
NOM 03 |
Land Acquisitions and Detention Basins |
|
Strategic Objective |
Evolving, Prosperous, Innovative Continue to invest in improving and maintaining Liverpool’s road networks and infrastructure |
|
File Ref |
400581.2024 |
|
Author |
Matthew Harte - Councillor Matthew Harte |
Background
Edmondson Park was rezoned for urban development in 2008. Over the years it has been transforming into a vibrant suburb housing a mix of residential and retail options. In 2015 the first passenger train arrived at the train station courtesy of the State Government.
Austral was rezoned for urban development in 2013. Like Edmondson Park, Austral is transforming from rural to a mix of residential, retail and industrial development.
A common factor between the two suburbs is the number of temporary detention basins and the lack of open space for the community to enjoy.
My understanding is that these temporary basins cannot be removed until such time Council acquires the land required and constructs the permanent basins as indicated in the relevant contribution plans.
Direct the A/CEO to:
1. Provide a detailed report of outstanding land acquisitions in Edmondson Park.
2. Provide a detailed report of outstanding land acquisitions in Austral.
3. Ensure both reports include the following details on any active property acquisition:
a. The date of first contact with the landowner.
b. What reports have been obtained in relation to the property.
c. What negotiations have taken place.
d. Estimated value or value as determined by valuation if obtained at time of first offer/ contract compared to current estimated value or value if updated valuation has been obtained.
4. Provide a report for the above listed suburbs outlining the increase in land value since the inception of the relevant contribution plans.
5. Provide a report on land listed for acquisition in Bradfield and Badgerys Creek.
6. Provide these reports to the first ordinary Council meeting in 2025 only keeping confidential information pursuant to any provisions in the Local Government Act.
ACTING CHIEF EXECUTIVE OFFICER’S COMMENT
Gathering and consolidating the information requested in an appropriate form will take some time and require input from several Council Directorates. If approved, the information can be provided and while every effort is made to have it available in the first meeting in February, given the upcoming holiday period and availability of key staff, providing a response for the February 26 meeting is a preferable target date.