Agenda of Governance Committee Meeting

Governance Committee Meeting

15 April 2025

Infrastructure and Planning Committee Report

ITEM 01

Contributions Planning Framework Reform Project – Quarterly Status Report

Strategic Objective	Visionary, Leading, Responsible Demonstrate a high standard of transparency and accountability through a comprehensive governance framework
File Ref	095510.2025
Report By	Siva Karthigesh - Coordinator Contributions Planning
Approved By	Lina Kakish - Director Planning & Compliance

Executive Summary

At the Governance Committee Meeting on 9 July 2024, Council endorsed:

· the phased reform of Council’s Contributions Planning Framework to ensure consistency with industry best practice and provide the financial stability required to fund the essential infrastructure and services our growing communities need; and

· to receive quarterly updates on the progress of the program to transform Council’s Contributions Planning Framework.

A copy of the Committee Report is provided in Attachment 1.

Under existing conditions, Council’s Contributions Planning Framework comprises seven (7) “in force” Contributions Plans that apply to development proposals across the Local Government Area (LGA). Analysis has shown however that a portion of the existing Framework no longer aligns with Council’s infrastructure priorities.

Furthermore, the development yields and/or trends that informed the Plans at the time of their preparation are either no longer applicable or have shifted to such an extent that the contributions being collected are not sufficient to deliver the identified Plan initiatives. In combination, this is placing financial and asset delivery risks onto Council, and reputational risk to our growing communities.

A phased approach has been adopted for the Reform Project, with the initial focus (Phase 1) being on the review and reform of the Liverpool Contributions Plan 2009, Liverpool Contributions Plan 2018 – Established Areas, and Liverpool Contributions Plan 2018 – Liverpool City Centre. Subsequent phases of the project will focus on the:

· Growth Areas Contributions Plans including the Liverpool Contributions Plan 2021 – East Leppington, Liverpool Contributions Plan 2021 – Austral and Leppington North and Liverpool Contributions Plan 2008 – Edmondson Park; and

· Preparation of a corresponding Section 7.11 Contributions Plan for the Aerotropolis Precinct.

This Report provides a quarterly status update on progress made on the reform project.

RECOMMENDATION

That the Governance Committee receives and notes this Report.

REPORT

Background

Liverpool City Council (“Council”) has applied developer contributions since 1992, with the first Contributions Plans focused on individual catchment areas such as Green Valley / Hinchinbrook, Casula East, Casula West, Cecil Hills, and Wattle Grove.

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.

Contributions Planning Framework Reform Project

At the Governance Committee Meeting on 9 July 2024, Council endorsed:

· to receive quarterly updates on the progress of the program to transform Council’s Contributions Planning Framework.

A copy of the Committee Report is provided in Attachment 1.

· Preparation of a corresponding Section 7.11 Contributions Plan for the Aerotropolis Precinct.

Phase 1 of the transformation program is anticipated to take up to two (2) years to complete.

Progress Update – Phase 1

Since Council endorsement of the Reform Project in July 2024, City Planning has made significant progress in establishing the foundations of the Reform Project. Key activities completed to date are summarised in Table 1.

Activity	Summary
Early Engagement with IPART and DPHI	Council has participated in several workshops and meetings with representatives from the IPART and the Department of Planning, Housing and Infrastructure (DPHI). These sessions have focused on the exploration of appropriate benchmarking methodologies, as well as key expectations around infrastructure costing, land valuation, and strategic justification. This early engagement is critical as it helps clarify the relevant information and data required from both NSW Government Agencies to facilitate a streamlined review of the updated Contributions Plans submitted under Phase 1 of Reform Project.
Internal Stakeholder Consultation	Extensive internal engagement has been undertaken with relevant service units to assess the current status of infrastructure planning and delivery. Meetings have been held with key units including Traffic, Drainage, Open Space and Recreation, Community Services and Property Services to identify existing planning assumptions, delivery gaps, and updated cost inputs. These discussions have helped inform the scope and forward planning for the updated Contributions Plans.
Preparation of Scoping Documentation	Work has commenced on the drafting of scoping documents for each of the Contributions Plans within Phase 1 of the Reform Project. This includes mapping current infrastructure schedules, identifying data gaps, and reviewing existing development assumptions. These documents will form the basis of structured updates to the Contributions Plans and will support future engagement with the IPART and the DPHI during the formal review phase.
Contributions Plan Benchmarking	Initial benchmarking activities have commenced in collaboration with Contributions Planning Teams from neighbouring growth Councils, including Blacktown, Camden and Penrith. These discussions aim to ensure the reform of Council’s Contributions Planning Framework encapsulates lessons learned from our neighbouring Councils.

Local Infrastructure Acceleration Program

In December 2024, Council received correspondence from the DPHI (Attachment 2) inviting Council to participate in the Local Infrastructure Acceleration Program. The Program has been developed to assist Councils to better plan, coordinate and spend infrastructure contributions and will pilot direct technical assistance to accelerate expenditure. Furthermore, the Program will involve a health check to assess the current contributions framework and process for expenditure, deliver proposals for plan preparation, amendment or repeal and undertake associated infrastructure planning and costing.

Council has subsequently accepted the offer to participate in the Program and will utilise the opportunity to dovetail the Program outcomes with Phase 1 of the Reform Project.

As of March 2025, the DPHI has undertaken a deep dive of Council’s Contributions Plans and will utilise the next three months up to 30 June 2025, to assist Council with accelerating delivery of Phase 1 of the Reform Project.

Next Steps

Key activities scheduled for the next three months of the Reform Project include:

· Finalising the scoping documents and document the proposed approach for reviewing Phase 1 Contributions Plans, informed by feedback from both internal units and key external agencies;

· Continuing internal collaboration to address identified gaps in strategic studies and infrastructure planning, ensuring alignment with the Community Strategic Plan, housing targets, population growth forecasts, and technical studies; and

· Commencing preparation of key supporting documentation required to accompany the formal submission of updated Contributions Plans for IPART’s review process.

FINANCIAL IMPLICATIONS

There are no financial implications arising from this Report.

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)
Risk	The risk is deemed to be Low and within Council’s risk appetite.

ATTACHMENTS

1. Attachment 1 - Contributions Planning Framework Reform Project - GCM Report - 9 July 2024

2. Attachment 2 - DPHI Local Infrastructure Acceleration Program - Council Invitation Correspondence - December 2024

Governance Committee Meeting

15 April 2025

Budget Committee Report

ITEM 02

Finance Report - March 2025

Strategic Objective	Visionary, Leading, Responsible Ensure Council is accountable and financially sustainable through the strategic management of assets and resources
File Ref	124182.2025
Report By	Vishwa Nadan - Chief Financial Officer
Approved By	Farooq Portelli - Director Corporate Support

Executive Summary

The report provides an interim update on Council’s budget performance to March 2025. The final report will go to the Council meeting on 21 May, 2025.

The Governance Committee members are invited to note:

· That the 2024/25-year end net cost of services (NCOS) position is now projected at a deficit $6.4 million compared to $5.9m at the December Quarter review.

· The current identified risks that can affect both the NCOS and cash reserves, in particular, sale of land to Moorebank Sports Club and Built exercising its call option to commence its development works adjacent to Liverpool Civic Place.

· Rates in arrears and debtors outstanding.

RECOMMENDATION

That the Governance Committee receives and notes the report.

REPORT

Budget Performance

In June 2024 the Council adopted its 2024-25 operating budget with estimated revenue of $417.4 million and expenditure of $281.2 million. In terms of the net operating result before grants and contributions provided for capital purposes, Council budgeted for a conditional operating surplus of $2.6 million.

The December Q2 Budget Review resulted in revision of the 30 June 2025 Net Cost of Service (NCOS) position to an operating deficit of $5.9m. To recap, this result includes:

· Council’s decision not to sell the 3 Hoxton Park Road Property which was going to generate $14m in cash and $8.4m in profit from sale.

· Budget adjustments identified as part of Q2 budget review; and

· Other resolutions made at its 10 December Council meeting to improve Councils financial position in order to comply with financial covenants undertakings with NSW Treasury Corporation and commercial banks.

This report provides the Governance Committee a further update on Council budget performance based on 9 months of operations ended 31 March 2025.

	Budget Impact	Comments
DA Fees	-$800k	Original budget of $3.5m was revised down to $2.65m in Q2. Based on YTD performance and estimated determination by 30 June 25, the revenue is projected at $1.85m
Parking Fines income	-$500k	Original budget of $4.1m was revised up to $4.5m in Q2. Based on YTD performance, revenue is projected at $4m
Insurance Recovery	+$277k	Partial recovery of former CEO termination costs
Fair Value Increment on Investments	+$500k	Market dependent, however, YTD result is showing favourable trends.
Overtime Cost	-$1.5m	Based on YTD, projected to overrun budget
Materials & Contracts	+$1.5m	Based on YTD, an under-spend is projected
Total	-$523k

Management is continuing to review vacancies and further identify savings to achieve a surplus result.

Risks

There are a number of risks being managed which have the potential to change the projected budget result for the 2024/25 financial year. A summary of those risks is provided below.

Risk	Budget Impact	Cash Impact	Risk mitigation
1. Built Development do not exercise its call option and commence works adjacent to Liverpool Civic Place by 30 June 2025.	$0	-$7.3m	Council is working closely with Built Development to ensure timely completion of actions precedent to enable exercise of the call option and rights payment by 30 June ‘25.
Risk	Budget Impact	Cash Impact	Risk mitigation
2. Relates to sale of land to Moorebank Sports Club.	-$2.6m	-$8.0m	Council is progressing with Moorebank Sports Club to finalise conditions precedent being completed to close the sale by 30 June 2025.
3. Estimated cost of untaken (and previously lost) flex leave at the end of June.	-$3.0m	-$3.0m	Council is in arbitration with the USU on the lost flex time matter. The cost of untaken leave at the end of June could be higher as a result.
4. Net Loss from Disposal of Assets – As part of the road renewal process, a portion of the road surface is scrapped off and then replaced. The replacement cost is capitalised, however, there is a written down value attached to the portion removed. The cost of write-off depends on the condition of the road at time of renewal and depth of surface removed. Budget includes a provision of $2.5 million, however, the actual cost to June 2025 is not known.	-$500k - $1m	-	Council is continually reviewing and assessing extent of road replacement and subsequent effect on write-offs.
5. FAG Operating Grant – The NSW Grants Commission paid 85% of estimated financial assistance grant for FY 2024/25 in advance. Grants Commission could change its policy position to advance payment for FY2025/26.	-+ $1.5m	-+$1.5m	Minimal action is possible other than keeping in regular contact with OLG to ascertain outcome as soon as possible.
6. Capital gain on FRN’s and TCorp investment is subject to market conditions. The projected marked to market gain at 30 June 2025 could be lower than projected.	-$500k	-	Regular review of market conditions and contact with Council’s Investment Advisors to determine likelihood of change and effect on marked to market valuations.

Based on budget adjustments the NCOS on 30 June 2025 is projected at a deficit of $6.4m.

Cash Reserves

At 31 March 2025, Council had $396.3 million in cash and investments classified as follows:

	30 June 2025	31 March 2025	30 June 2024
Externally Restricted Reserves	$339.3m	$379.9m	$353.3m
Internally Restricted Reserves	$39.4m	$9.9m	$6.9m
Investments in Civic Risk Mutual	$6.5m	$6.5m	$6.5m
Unrestricted cash	$4.1m	-	-
Total	$389.3m	$396.3m	$366.6m

Should Council not be able to mitigate the risks identified above, there will be an impact on the budget result (NCOS) and cash balance (reserves) at year end. The latter would significantly put at risk Council’s ability to meet the financial covenants with commercial banks and TCorp at 30 June 2025.

Outstanding Rates & Major Debtors

· Total rates outstanding was $15.8m ($6.3m from previous years and $9.5m for current year). Based on this Council is not expected to meet OLG benchmark of <5% at 30 June 2025.

· Canterbury/ Bankstown Council (Voyager Bridge Matter) - $2.8m

ATTACHMENTS

Nil

Governance Committee Meeting

15 April 2025

Strategic Priorities Committee Report

ITEM 03

Community Strategic Plan - Liverpool2050 Review - Mayor and Councillor Workshop Findings

Strategic Objective	Visionary, Leading, Responsible Demonstrate a high standard of transparency and accountability through a comprehensive governance framework
File Ref	090119.2025
Report By	Hiba Soueid - Manager City Strategy and Performance
Approved By	Shayne Mallard - Director City Futures

Executive Summary

Council is required to review its Community Strategic Plan in accordance with Section 402 of the Local Government Act 1993 (the Act) and Delivery Program and Operational Plan in accordance with Sections 404 and 405 of the Act by June 30 in the year following an ordinary election of council.

The Community Strategic Plan (CSP) sets out the key priorities and long-term aspirations for Liverpool. The Delivery Program and Operational Plan (DPOP) outline the newly elected council’s commitment to achieving these strategic goals.

Council is currently engaging with the community, stakeholders and Council staff to review these plans to identify priorities and aspirations and ensure Council’s strategic direction aligns with the needs and future vision of the local government area. In addition to the mandated CSP and DPOP, Council is developing its long-term vision for the city, Liverpool2050, outlining the key strategic priorities for the city and the transformational projects which will ensure Liverpool becomes a true global city.

Council has engaged with the Mayor and Councillors through a series of workshops as part of this process. This report provides a summary of the outcomes from the workshops held on 3 December 2024, 5 March 2025 and 11 March 2025 and makes recommendations based on the outcome of the workshops.

RECOMMENDATION

That the Governance Committee recommends Council:

1. Receives and notes the workshop findings as presented; and

2. Incorporates key insights from the workshops into the development of the new Community Strategic Plan, Delivery Program and Operational Plan.

REPORT

The first phase of engagement for the review of the Community Strategic Plan – Liverpool2050 and Delivery Program, and Operational Plan focuses on actively collaborating with the community, stakeholders and Council staff. This process ensures that Council’s strategic documents reflect the community’s priorities, aspirations, and long-term vision for the local government area.

To support this process, the Mayor and Councillors attended workshops on 3 December 2024, 5 March 2025 and 11 March 2025. These workshops provided a comprehensive understanding of the Integrated Planning and Reporting Framework, updates on community engagement findings and sentiments, a comprehensive statistical analysis of the city and insights into the priorities shaping Liverpool’s future. This was aimed at ensuring an evidence-based approach to planning and informed decision-making.

Below is a summary of the workshop findings.

Workshop 1 - 3 December 2024

The first workshop was held on 3 December 2024 and focused on identifying the priority services for Liverpool and shaping the vision for Liverpool2050. Attendees participated in open discussions, sharing their insights and feedback. Below is a summary of the findings which will be incorporated into the overall assessment of consultation findings and presented to Council and the community.

Question 1 - What are your priority services for the City?

A summary of responses is presented, ordered by Strategic Objective and theme.

Strategic Objective 1: Healthy, Inclusive, Engaging

· Improved Accessibility – Free car parking for patients with appointments at Liverpool Hospital.

· Vibrant Social Life – Enhancing nightlife, entertainment, and social opportunities for youth.

· Community Development – The Miller Social Inclusion Masterplan is funded and underway.

· Environmental Restoration – Cleaning rivers, with inspiration from Penrith Beach initiatives.

· Enhanced Dining and Entertainment – Plans for a CPAC restaurant, bar, and brewery.

· Stronger Community Connections – More opportunities for residents to come together, fostering community spirit, pride, and harmony, particularly for those most affected by cost-of-living pressures.

Strategic Objective 2: Liveable, Sustainable, Resilient

· Greener Spaces – Increased tree planting to enhance urban greenery and environmental sustainability.

· Waste Management Improvements – Enhancing recycling and waste disposal through the effective use of purple and red bins.

Strategic Objective 3: Evolving, Prosperous, Innovative

· Entrepreneurship and Job Creation – Expanding opportunities to support startups and generate more local employment.

· Business Support – Strengthening Council initiatives to assist businesses in growth and sustainability.

· Commercial Expansion – Increasing commercial buildings to attract white-collar professionals and businesses.

· Innovation and Economic Growth – Developing an innovation hub, such as Fairfield HQ, and fostering economic zones to drive prosperity.

Strategic Objective 4: Visionary, Leading, Responsible

· No specific priorities were presented for this Strategic Objective.

Conclusion

The priorities identified for Liverpool focus on creating a healthier, more inclusive, and engaging community while ensuring long-term sustainability and economic prosperity. By improving accessibility, fostering social connections, and investing in environmental restoration, Council can build a more vibrant and liveable city.

In addition, the commitment to greener spaces, waste management, and innovative economic initiatives will ensure resilience and future growth. Through these strategic objectives, Council aims to enhance the quality of life for all residents, support local businesses, and create a thriving, forward-thinking community.

Question 2 - How do you envision Liverpool looking in 2050?

The open discussion presented the following themes for Liverpool:

1. Economic Growth and Job Creation

· Creating more jobs, including entry-level opportunities, particularly in areas like 2168 (Miller, Sadlier).

· Supporting industry, young adults, and entrepreneurship.

· Leveraging Western Sydney International Airport (WSA) to maximise economic opportunities.

· Investing in logistics, robotics, and innovative industries.

· Positioning Liverpool as a financially viable city.

2. Infrastructure & Connectivity

· Reducing traffic congestion and improving transport infrastructure.

· Advocating for bridge crossings, light rail, and metro extension.

· Establishing a network of precincts for a truly connected city.

· Redeveloping key areas like Macquarie Mall to enhance urban spaces.

3. Community and Social Wellbeing

· Developing vibrant community centres and hubs.

· Fostering a shared and collective vision for a prosperous city.

· Investing in children and ensuring opportunities for all.

· Strengthening Liverpool’s identity as the ‘third city’.

· Diversity housing, employment, services and recreation opportunities – Moore Point.

4. Innovation and Leadership

· Creating a Centre for Innovation to position Liverpool as a leader in thinking and doing.

· Establishing a digitally enabled community with modern city solutions.

· Acknowledging Liverpool’s status as a dominant and influential city.

5. Sustainability and Liveability

· Enhancing river utilisation and ensuring clean waterways.

· Developing Liverpool into a "Blue Zone" city with clean air, healthy living, and minimal pollution.

· Expanding green spaces, parks, and recreational areas.

6. Sport, Recreation and Cultural Identity

· Investing in sports infrastructure, including a stadium and a multi-purpose MEGA sports complex.

· Expanding Woodward Park as a premier recreational and sporting destination. BEST equivalent.

· Celebrating multiculturalism and migration through initiatives like the establishment of a Liverpool Migration Museum and SBS.

· Shaping a new narrative for Liverpool, overcoming perceptions of being overlooked.

Conclusion

The feedback provided in the workshop set the tone for an ambitious, holistic, and progressive strategic plan. Importance was placed on balancing economic development with sustainability, social inclusion, and cultural enrichment. Councillors expressed importance in initiatives which transform Liverpool into a leading city that attracts investment, fosters innovation, and provides an outstanding quality of life for its residents.

Workshops 5 and 11 March 2025

Two workshops were undertaken to review the Community Strategic Plan and Delivery Program and Operational Plan. These workshops focused on the Community Strategic Plan Strategic Objectives, 10-Year strategies and measures. In addition, proposed service reviews were presented and discussed. The key findings from both workshops have been collated, with a summary outlined below.

Review of Council’s Strategic Objectives, 10-Year Strategies and Goals

As part of the ongoing review of the Community Strategic Plan, Council’s Strategic Objectives were assessed for their relevance.

The table below summarises the items that require further consideration, as well as the new strategies and goals which Council’s would like to see included in the new documents.

The feedback provided is listed below and will be incorporated into the Community Strategic Plan review.

Strategic Objective	Councillor sentiment
Healthy, Inclusive, Engaging	· Everyone should have the best quality services, no matter where you live in the LGA or your financial status. - Open space - Buildings/pools/community. - Strong advocacy on behalf of today and tomorrow - Better sports facilities - Programs for all ages · Introduce neighbourhoods concept and a community model. · Maximising Council facility usage is important, but concerns over maintenance costs exist. · Community safety and obesity rates require advocacy but are largely state-level issues. · Strong demand for improved public transport, greenery, and vibrant local shopping areas. · Affordable housing remains a concern, but it is a state responsibility. · Community forums need to be more interactive. · Council’s major events business model should change to make festivals more financially efficient. · Humanise Council. · Customer service excellence and centric organisation. · Place where we all belong. · Co-creating with First Nations with a focus on the river. · Maintain a connection to our mother city under one flag, but ensure people are comfortable practising their faith. · Less waiting time at Liverpool Emergency Hospital, acknowledging this is a state-level issue. · We need to increase services or advocate to increase services for the mental health/fitness of our young people. · Fair and equitable access for all regardless of location or financial status. · Investment in parks, community hubs, and sports facilities. · Reviving Neighbourhood Identity: Strengthen local community connections and belonging. · Dedicated space for women's health and wellness. · Ensure facilities and programs cater to all ages, including on-demand transport services for accessibility.
Liveable, Sustainable, Resilient	· Strong support for sustainability measures, including water and air quality, waste management, and public safety. · Improvement needed in environmental satisfaction, particularly shade availability. · Housing diversity remains relevant, but youth preferences differ from assumptions. · Particularly important with Aerotropolis connectivity, Liverpool is at risk of being left behind. · Control development · Collaborate with First Nations communities and emphasise the river's significance. · More tree coverage is needed to encourage pedestrian activity in the CBD.
Evolving, Prosperous, Innovative	· High importance was placed on employment, business growth, and economic development. · Support for building approvals, but with a call for cost-effective planning. · Strong emphasis on reducing traffic accidents and improving road safety. · Continue at every opportunity to advocate for connectivity to Bradfield and Western Sydney International Airport, or so many opportunities will be unrealised. · Continue to work with major developments, such as the intermodal, to have local employment/training/apprenticeship targets. · Use statistics and comparative trends (e.g., Sydney averages) to inform and guide planning.
Visionary, Leading, and Responsible	· Financial sustainability measures are well supported. · Mixed opinions on Council’s social media engagement, with concerns over proper systems and censorship. · NBN coverage remains a priority for connectivity. · Improve internal systems to enhance Council’s responsiveness. · Maintain traditional communication methods for non-digital-literate residents. · Need for structured policies to support community groups, grants, and infrastructure development. · Address disconnection between Council and community, ensuring representation in each suburb (place officers). · A council that is service-oriented and responsive to community needs. · Champion strong advocacy efforts that represent the needs and interests of both current and future generations.

Conclusion

The review findings confirm that the Council’s Strategic Objectives remain relevant. However, refinement is required in specific areas, including the introduction of a neighbourhood-centric model, enhancing community engagement, improving transport advocacy, strengthening social cohesion and increasing environmental and economic opportunities. The new strategies and goals outlined in this report will be considered in the next phase of the Community Strategic Plan review.

Service Reviews

Council is responsible for identifying the services it will review during its term of office. This includes developing a comprehensive understanding of the value based on the service by the community and the service levels expected.

During this activity, proposed service areas for review were discussed. Results from both workshops were consolidated, and the following four service areas were identified for review and inclusion in the Delivery Program and Operational Plan:

Service Area	Directorate	Focus	Outcome/Focus
Customer Service	Customer and Business Performance	Customer Experience	With the outcome to identify improvements to how customer requests are taken, triaged, actioned and communication is made to the customer. With a focus on the areas of Traffic and Transport, Waste and Recycling, Building and Compliance and Tree Management.
City Waste and Recycling	Operations	Customer Experience - Illegal Waste	With the outcome to identify improvements to how customer requests are taken, triaged, actioned and communication is made to the customer. With a focus on high and aged request areas such as Illegal Waste Management.
Regulatory Compliance	Planning and Compliance	Community Standards - Enforcement	With the outcome to maintain a healthy and safe city. With a focus on managing and maintaining public health compliance, approval and monitoring of building construction work and other approvals required under legislation.
Economic and Commercial Development	Corporate Support	Property Services - Land Acquisition	Identify the basis/ methodology that determines the priority for the land acquisition program. Identify improvements in the provision of necessary information to optimise timely property acquisitions. Identify improvements to assist in data capture and reporting of the land acquisition program.

Overall Conclusion

The above services will be included in the Delivery Program and Operational Plan as the service areas which Council will review. Resources will also be allocated towards progressing these reviews with regular reporting in the Annual Report.

FINANCIAL IMPLICATIONS

Any financial implications resulting from the above recommendations will be incorporated into the development of the new community strategic plan, delivery program and operational plan.

CONSIDERATIONS

Governance

The Community Strategic Plan is to identify the main priorities and aspirations for the future of the local government area. The Community Strategic Plan must cover a minimum timeframe of 10 years.

The Delivery Program and Operational Plan sets the direction for Council’s strategic agenda, including all economic, environmental, social and civic leadership requirements.

Legislative

The Community strategic Plan is developed in accordance with section 402 of the Local Government Act 1993 (the Act).

Each local government area is to have a Community Strategic Plan that has been developed and endorsed by the council on behalf of its community

The Community Strategic Plan must establish strategic objectives together with strategies to achieve those objectives.

The council must review the Community Strategic Plan before 30 June in the year following an ordinary election of council. The council may endorse the existing plan, or develop and endorse a new Community Strategic Plan, as appropriate, to ensure that the area has a Community Strategic Plan covering at least the next 10 years.

The Delivery Program and Operational Plan have been developed in accordance with Sections 404 and 405 of the Local Government Act 1993.

Section 404 of the Local Government Act states:

“A council must have a Delivery Program detailing the principal activities to be undertaken by the council to perform its functions (including implementing the strategies set out in the Community Strategic Plan) within the limits of the resources available under the Resourcing Strategy”.

Section 405 of the Local Government Act states:

‘The council must have an Operational Plan that is adopted before the beginning of each financial year, detailing the activities and actions to be undertaken by the council during that year to achieve the Delivery Program commitments’

Risk

The risk is deemed to be High. Failure to develop the plans may result in non-compliance with the above legislation and may result in enforceable action by the Office of Local Government.

ATTACHMENTS

Nil

Governance Committee Meeting

15 April 2025

Strategic Priorities Committee Report

ITEM 06

Intermodal Precinct Committee - Charter Review and Strategic Direction

Strategic Objective	Evolving, Prosperous, Innovative Maintain strong relationships with agencies, stakeholders and businesses to achieve beneficial outcomes for the city
File Ref	100913.2025
Report By	Gaya Arasaratnam - Coordinator Business Development
Approved By	Shayne Mallard - Director City Futures

Executive Summary

At the Council Meeting held on 5 February 2025, Council resolved to retain the Intermodal Precinct Committee, recognising its role in providing a platform for community engagement and dialogue around the Moorebank Intermodal Terminal. Considering this resolution, this report recommends:

1. A formal review of the committee’s charter, including reinstating elements of the previously adopted 2017 Charter (attached) and consideration of the absence of a current committee chair, and the implications for future governance.

2. A strategic recommendation to integrate the Intermodal Precinct Committee into a broader Economic Development Advisory Committee, in line with Council’s City Futures objectives, resource efficiency, and the evolving needs of the Liverpool LGA.

RECOMMENDATION

That the Governance Committee recommends Council:

1. Notes that Council has resolved to retain the Intermodal Precinct Committee.

2. Endorses a formal review of the Intermodal Precinct Committee Charter, incorporating relevant elements of the 2017 Charter (Attachment 1) and community input.

3. Notes that the Committee currently has no appointed Chair and recommends that the nomination and appointment process be established as part of the Charter review.

4. That Council ensures cross-functional representation on the Intermodal Precinct Committee, including key internal stakeholders from the Planning, Compliance, Traffic and Environmental teams. The inclusion will ensure the Committee’s ability to address interrelated and complex impacts of the Intermodal, particularly concerning planning controls, regulatory compliance, traffic management, and environmental health.

REPORT

The Intermodal Precinct Committee was originally established in 2012 and formalised through a revised charter in 2017 (see Attachment 1). Its original focus was to serve as a community liaison group in response to concerns around the development and operations of the Moorebank Intermodal Terminal.

In recent years, several functions associated with the committee have overlapped with the work of:

· The Moorebank Intermodal Precinct Community Consultative Committee (CCC)

· Council’s Traffic Team and the Liverpool Local Traffic Committee

· NSW Government agencies, including Transport for NSW, Planning NSW, and the EPA

Council resolved on 5 February 2025 not to dissolve the committee but to retain it in recognition of its community value. As part of this renewed direction, a review of the Charter and governance structure is now required.

Discussion

1. Review of Committee Charter

To ensure the committee remains fit-for-purpose, it is proposed that Council undertake a formal review of the Committee’s Charter, incorporating relevant elements from the 2017 version and draft community proposed Charter (attached), particularly relating to:

· Community representation and meeting frequency

· Clarity of scope in relation to planning, environmental and traffic matters

· Alignment with Council’s regulatory and strategic frameworks

This review will ensure consistency with current legislation, reduce duplication, and reaffirm Council’s commitment to transparent community engagement.

Proposed Charter

1) At least one Councillor must be present for the committee meeting to be a quorum

2) Members absent for two meetings without leave granted by the Committee will cease to remain as members and be duly notified

3) Meeting quarterly for a maximum of 90 minutes per meeting

Recommended Committee Structure:

It is recommended that future meetings of the Intermodal Precinct Committee include representation from:

· Director of Planning and Compliance or delegate including Traffic and Transport representatives to address congestion, road safety, and infrastructure planning

· Director Operations or delegate including Environment

· Community representatives, including former committee members, to contribute local knowledge, and advocacy for residents

2. Absence of Chair

At present, the Intermodal Precinct Committee does not have an appointed Chair. As part of the charter review process, Council will need to determine:

· The process for nominating and appointing a Councillor as the Chair

FINANCIAL IMPLICATIONS

There are no direct financial implications arising from this report.

CONSIDERATIONS

Economic	Facilitate economic development.
Environment	Manage air, water, noise and chemical pollution. Support the delivery of a range of transport options.
Social	· Air and noise pollution from increased freight traffic and industrial activity may negatively affect residents, especially those living near the intermodal facilities · Concerns about long-term exposure to pollutants, particularly for vulnerable groups such as children, the elderly, and those with pre-existing health conditions · Growth of freight and warehousing operations could affect liveability of surrounding suburbs through increased traffic congestion, reduced green space, and industrial encroachment into residential areas · Disproportionate impact on lower-income and culturally diverse communities who may have less capacity to advocate for themselves or relocate from industrial areas · The need to ensure all community voices are heard, particularly those who may not typically engage in formal consultation processes · Increased demand on local roads, transport systems, and emergency services can place pressure on existing infrastructure · A clear, transparent, and responsive governance approach will be important to rebuilding or maintaining community confidence
Civic Leadership	· Council has a duty to balance economic development with the health, safety and well-being of residents. · The Intermodal Committee must operate with clarity of purpose, open communication, and strong reporting lines back to Council. · The committee can act as a formal mechanism to elevate issues and maintain pressure on higher levels of government for action and accountability. · Civic leadership involves advocating strongly to the State and Federal governments for infrastructure delivery, regulatory enforcement, and mitigation funding. · The committee must be a part of a longer strategic vision for Liverpool’s future, integrating economic, environmental, and social considerations. · Ensuring the committee does not become politically or commercially influenced but instead serves the community interest with integrity and independence.
Legislative	Under the Local Government Act 1993 (NSW): · Section 355 permits Council to establish committees to assist in exercising its functions. · Section 377 gives Council the authority to determine the structure, scope, and dissolution or continuation of such committees. Other applicable legislation: · Environmental Planning and Assessment Act 1979 (NSW) – planning responsibilities delegated to the State. · Protection of the Environment Operations Act 1997 (NSW) – addresses pollution and environmental concerns via EPA. · Roads Act 1993 (NSW) – outlines Council’s limited authority on state-controlled roads, addressed through LTC and Transport for NSW.
Risk	There is no risk associated with this report.

ATTACHMENTS

1. Intermodal Committee Charter (2017)

2. Draft Moorebank Intermodals Committee Charter (2025)

Governance Committee Meeting

15 April 2025

Strategic Priorities Committee Report

ITEM 07

Dissolution of the Liverpool Access Committee and Charter

Strategic Objective	Healthy, Inclusive, Engaging Communicate, listen, engage and respond to the community by encouraging community participation
File Ref	108683.2025
Report By	Jacqueline Newsome - Coordinator Community Development
Approved By	Tina Bono - Director Community & Lifestyle

Executive Summary

The Liverpool Access Committee (the Committee) was established in August 1990 with the primary purpose of providing advice to Council which will effectively improve and alleviate access difficulties experienced by people with disability in Liverpool.

A total of 12 members make up the Committee, consisting of Councillors, Council staff and community representatives who are either; people living with disability, the families/carers of people living with disability, and agencies/sector professional working in the disability space.

In recent years, attendance and engagement with the Committee from both community representatives and Council has decreased. In the current term, over half of the members have either formally resigned or do not participate in meetings. This demonstrates an overall lack of engagement with the Committee and suggests the resources currently allocated to convene would be better directed to other consultative and community engagement opportunities. This approach would better support improved outcomes for people with disability, their families and carers in Liverpool by engaging a broader cross-section of the community and highlighting a wider range of access and inclusion considerations.

As such, this report recommends the dissolution of the Liverpool Access Committee.

RECOMMENDATION

That the Governance Committee recommends Council dissolve the Liverpool Access Committee and its Charter.

REPORT

Background

· Raising issues associated with access and recommend actions and solutions;

· Actively participate in the implementation of Council’s Disability Inclusion Action Plan (DIAP);

· Provide advice on access issues, as required; and

· Liaise with Council in relation to access issues.

In recent years, attendance and engagement with the Committee from both community representatives and Council has waned. In the current term, over half of the members have either formally resigned or do not participate in meetings. Attempts to diversify the membership and recruit new members to fill vacancies have proven fruitless. This demonstrates an overall lack of engagement with the Committee and its purpose.

In addition, those members who do attend meetings have been part of the Committee for several years and routinely raise the same issues for discussion. These matters are often outside of Council’s remit to address outside of an advocacy response, including concerns regarding the Liverpool Westfields redevelopment, Liverpool hospital redevelopment, access to privately-owned premises such as shops, and parking at the hospital and Westfields. This singular focus places limitations on progress that Council can make on access issues related to its own projects and spaces.

More broadly, there are several concerns relating to the convening of this Committee which demonstrate the need for its dissolution. They include:

· Committees are resource-intensive: in its current format, the Committee requires a lot of planning, coordination and support. Reporting requirements and minute-taking processes are cumbersome when considering the outcomes achieved;

· Outdated model: the Access Committee represents an outdated model of engagement. This formal committee process can be prohibitive for community members who are resistant to formal engagement with government agencies – such as First Nations and CALD communities – meaning a broad cross-section of the community is not represented; and

· Duplication of other engagement methods: Council seeks community feedback and guidance through many other mechanisms, including Community Drop-in Sessions, Family Fun Days, and through community sector partners to identify local issues.

Strategic context

The Liverpool Access Committee is identified as one of Council’s mechanisms for engagement within the Liverpool Disability Inclusion Action Plan (DIAP) 2024 – 2028. The DIAP is a four-year plan which outlines Council’s ongoing commitment to supporting equity and inclusion for people with disability, their families and carers in Liverpool. It sets out a comprehensive action plan which will guide Council in the delivery of programs, events and activities which promote access and inclusion for all community members.

The DIAP identifies four key focus areas, aligned with those outlined in the NSW Disability Inclusion Plan 2021 – 2025, developed by the NSW Department of Communities and Justice (DCJ). These focus areas align with the Australian National Disability Strategy and Australia’s obligations under the United Nations Convention on the Rights of Persons with Disabilities.

The focus areas have been identified as being of primary importance to people with disability, their families, and carers in creating an inclusive community. The key focus areas are:

· Developing positive community attitudes and behaviours;

· Creating liveable communities;

· Supporting access to meaningful employment; and

· Improving access to services through better systems and processes.

While the Access Committee is identified in the DIAP as one of Council’s mechanisms for engagement, the concerns outlined earlier in this report indicate that the Committee is not meeting the expectations and goals of this plan.

Alternative engagement opportunities

The issues highlighted in this report suggest that the resources currently allocated to convene this Committee would be better directed to other consultative and community engagement opportunities.

Council already provides and participates in several alternative opportunities for engagement with the community. As a convening partner in both the South West Sydney Ageing and Disability Forums, Council works regionally with disability sector partners to support the provision of programs and services for community members with disability. In addition, Council delivers several community projects, workshops and partnership activities which support the needs and aspirations of people with disability, their families and carers in Liverpool. By dissolving this Committee, Council will be positioned to redirect staff time and resources currently encumbered with the convening of this Committee into more frontline, tangible programming that is informed by broader community engagement.

If Council do resolve to dissolve the Access Committee, Council officers will maintain contact with the current active members to ensure their contributions to this Committee are acknowledged and to invite them to participate in community consultations for projects which have access and inclusion considerations.

Recommendation

The dissolution of this Committee would support Council to refocus on the systems and processes through which the community are engaged on access and inclusion matters. By taking a broader approach to consultation through diverse, more inclusive mechanisms, Council would likely yield participation from a broader cross-section of the community and improve overall outcomes. Additionally, it would likely result in highlighting a wider range of access and inclusion considerations, beyond the current scope and priorities of this Committee.

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	Support community organisations, groups and volunteers to deliver coordinated services to the community. Support access and services for people with a disability.
Civic Leadership	Encourage the community to engage in Council initiatives and actions. Provide information about Council’s services, roles and decision making processes. Deliver services that are customer focused.
Legislative	Disability Inclusion Act 2014.
Risk	The risk is deemed to be Low. The dissolution of this Committee may create disappointment from current members resulting in dissatisfaction from a small number of community members. The risk is considered within / outside Council’s risk appetite.

ATTACHMENTS

Nil

16
ITEM 04	Policy Review - Civic Awards Policy
Attachment 1	Draft Civic Awards Policy and Civic Advisory Charter 2025

20
ITEM 05	Policy Review - Rating Revenue Policy
Attachment 1	Draft Rating Revenue Policy

8
ITEM 01	Contributions Planning Framework Reform Project – Quarterly Status Report
Attachment 2	Attachment 2 - DPHI Local Infrastructure Acceleration Program - Council Invitation Correspondence - December 2024

24
ITEM 06	Intermodal Precinct Committee - Charter Review and Strategic Direction
Attachment 1	Intermodal Committee Charter (2017)