Agenda of Council Meeting - 16 October 2019

Council Meeting

16 October 2019

ORDER OF BUSINESS

1 Opening Prayer / Acknowledgement of Country / National Anthem

2 Notice of Live Streaming of Council meeting

3 Apologies / Requests for Leave of Absence

4 Declarations of Pecuniary & Non Pecuniary Conflicts of Interest

5 Confirmation of Previous Minutes

C10/19-237 Minutes of the Ordinary Meeting of Council - 02 October 2019.... 7

6 Mayoral Minutes

Nil

7 Public Forum / Presentation of Petitions

8 Items Resolved by Exception

9 Reports to Council

General Manager

C10/19-238 Legal Report......................................................................................... 17

Director People & Performance

C10/19-239 Proposed Christmas/New Year Operations 2019 - 2020.............. 19

Director Finance & Governance

C10/19-240 Draft Risk Management Policy.......................................................... 25

C10/19-241 Annual Financial Statements 2018/19............................................ 39

C10/19-242 Investment Report - September 2019............................................. 139

Director Community Development

C10/19-243 Quarterly Update on the Implementation of the Stronger Communities Fund 161

C10/19-244 Response to Notice of Motion - Cumberland Heritage Precinct (Cumberland Heritage Centre)................................................................................ 167

C10/19-245 Cumberland Council Community Grants Program Round One 2019/2020 195

C10/19-246 Adoption of Community Development Policies - Post Exhibition... 255

Director Environment & Planning

C10/19-247 Preparation of a New Cumberland Development Control Plan....... 285

C10/19-248 Proposed Precinct and Site Specific Planning Controls for Inclusion in the New Cumberland Development Control Plan....................................... 289

C10/19-249 Compliance and Enforcement Policy and Guideline................. 333

Director Works & Infrastructure

C10/19-250 Draft Cumberland Open Space and Recreation Strategy 2019-2029 359

C10/19-251 Response to Notice of Motion - Draft Wyatt Park Plan of Management 407

C10/19-252 Proposed Closure of Benaud Street Laneway, Greystanes - Consultation Report 677

10 Reports of Council Committees

C10/19-253 Quarterly Progress Report on Council Consultative and Advisory Committees 699

11 Motions pursuant to Notice

C10/19-254 Notice of Motion - Fire Safety.......................................................... 765

C10/19-255 Notice of Motion - Council Committees......................................... 767

C10/19-256 Notice of Motion - Council Members for Sydney Central City Planning Panel 771

C10/19-257 Notice of Motion - Amendment to Code of Meeting Practice............ 777

12 Notices of Rescission

Nil

13 Questions with Notice

Nil

14 Closed Session Reports

C10/19-258 Request from Fire & Rescue NSW for a Fire Safety Audit on Identified Building

Note: Included in Closed Council in accordance with Section 10A(2)(d)(i) of the Local Government Act as the information involves commercial information of a confidential nature that would, if disclosed prejudice the commercial position of the person who supplied it.

C10/19-259 Tender Evaluation Report - 615A Great Western Highway Pemulwuy - Site Remediation

C10/19-260 Supply of Electricity through Local Government Procurement

15 Other / General Matters

16 Close

Council Meeting

16 October 2019

Item No: C10/19-239

Proposed Christmas/New Year Operations 2019 - 2020

Responsible Division: People & Performance

Officer: Director People & Performance

File Number: SC684

Community Strategic Plan Goal: Transparent and accountable leadership

Summary

This report details the proposed operational arrangements for Council over the 2019/20 Christmas/New Year period. Consistent with previous years, it is proposed that whilst a brief shut down period be applied in most areas, a presence consisting of staff required to ensure continuity of essential services is to be maintained.

Recommendation

That Council:

1. Endorse the implementation of the operational arrangements outlined in this report for the 2019/20 Christmas/New Year period and that these details be published to the community; and

2. In accordance with Section 377 of the Local Government Act 1993, delegate authority to the Mayor and General Manager or in their absence, to the persons acting in these roles, during the period of Council recess to jointly exercise the powers, authorities, duties and functions of Council which cannot reasonably be deferred to the first ordinary Council meeting following the Council recess. This period:

a) Commencing at midnight on the day of the Council meeting held immediately before the recess period as approved by Council (18 December 2019); and

b) Concluding at the time of commencement of the first Council meeting held immediately after the end of the recess period (5 February 2020); and noting that any such decisions are to be unanimous and circulated to Councillors for their information, and will be reported to the first Ordinary Council meeting following the recess period.

Report

Consistent with Council’s Code of Meeting Practice, there will be no ordinary meetings of Council held in January 2020. This means that the recess period for 2019/20 will be from midnight on 18 December 2019 until the commencement of the first ordinary Council meeting in 2020 on 5 February 2020.

During this period there may be matters which require determination or urgent action by Council. It is proposed that during this period the Mayor and the General Manager, or the persons acting in these positions if the incumbents are absent, be delegated with the authority, pursuant to Section 377 of the Local Government Act, to jointly exercise the powers, authorities, duties and functions of Council which cannot reasonably be deferred to the first ordinary Council meeting following Council recess.

It is proposed that for 2019, the staff Christmas party be held on the afternoon of Tuesday 24 December 2019. Consistent with previous years, this function will commence from noon, meaning Council operations will close for half a day, to allow staff to attend the function, which councillors are also welcome to attend (details will be provided to councillors once confirmed).

The period from noon on 24 December 2019 until Wednesday 1 January 2020 (inclusive) will be deemed a designated shut down period for all staff except those rostered on to work to provide essential services or maintain an on-call presence.

The following are the proposed operating arrangements for key services over this shut down period:

Customer Service Centres:

Both customer service counters will be closed during the shutdown period, however the contact centre will remain open for normal operating hours on the days which are not public holidays. On the public holidays calls will be diverted through to the after-hours service.

Library Services:

· All library branches will open at the usual time on Tuesday 24 December 2019 and close at 12.00 pm to allow staff to attend the Christmas function.

· All library branches will be closed on Wednesday 25 and Thursday 26 December 2019 (Christmas and Boxing Day public holidays).

· On Friday 27 December 2019, all library branches will be closed, except for Auburn, Merrylands and Wentworthville Libraries which will open between 9.30 am and 5.00 pm.

· All libraries will be closed on Saturday 28 and Sunday 29 December 2019.

· On Monday 30 and Tuesday 31 December 2019, all branches will remain closed, except for Auburn, Merrylands and Wentworthville Libraries which will be open from 9.30 am to 5.00 pm.

· All branches will be closed on Wednesday 1 January 2020, with all branches re-opening for regular hours from Thursday 2 January 2020.

Parks Maintenance: Staff will be rostered on to work every day except for Christmas Day, however there will also be staff rostered on-call on every day of the shutdown period to attend to emergencies and ensure continuity of essential services throughout this period.

Waste Collection: These services will continue as normal during this period and there will also be staff rostered on-call for cleansing and other waste related emergencies.

Swimming Pools: All aquatic centres will close at 5.30 pm on 24 December 2019 and remain closed on Christmas Day and Boxing Day. The centres will all reopen on Friday 27 December 2019 and remain open on reduced hours (9.30 am to 5.00 pm) until Thursday 2 January 2020 when normal operating will resume across all centres. Where possible these hours may be extended in hot weather conditions.

Regulatory Services: Development Compliance and Environmental Health teams will have staff rostered on call over the period to ensure coverage for essential services and emergency situations. The parking patrol service will have three teams available to monitor town centres and respond to urgent complaints. The Environmental Protection team will have on call arrangements in place on the Public Holidays and will work normal shifts on the other days.

Children’s Services:

Operating arrangements will be as per below for Children’s Services:

Service Type	Close	Re-open
Out of Hours School Care (OOSH)	18 December 2019	29 January 2020
Long Day Care	20 December 2019	13 January 2020
Occasional Care	20 December 2019	13 January 2020

Service Type

Open

Close

School Holiday Care

GWOOSH,SGOOSH

6 January 2020

24 January 2020

School Holiday Care

RROOSH

13 January 2020

24 January 2020

Note: The Family Day Care office will be closed for public holidays including 25 December 2019, 1 January 2020, 27 January 2020. There will be no programs/drop-in for Children, Youth and Recreation between Monday, 23 December 2019 and Friday, 10 January 2020.

Staffed Community Centres:

Operating arrangements for staffed Community Centres will be as follows:

(Auburn, Berala and Guildford):

Tuesday 24 December	Closed from 12pm
Wednesday 25 December	Closed
Thursday 26 December	Closed
Friday 27 December	Closed
Monday 30 December	Closed
Tuesday 31 December	Closed
Wednesday 1 January	Closed
Thursday 2 January	Centres re-open - 9am to 4pm

Note: All centres will be available for pre-bookings during these periods and access can be arranged prior to 24 December, however the centres will not be staffed.

Peacock Gallery:

Operating arrangements for the Peacock Gallery will be as follows:

Tuesday 24 December	Closed
Wednesday 25 December	Closed
Thursday 26 December	Closed
Friday 27 December	Closed
Monday 30 December	Closed
Tuesday 31 December	Closed
Wednesday 1 January	Closed
Thursday 2 January	Re opens - 11am to 4pm

Note: Gallery Director and Cultural Services Coordinator on call 0409 682 483 for emergencies during shutdown period.

Disability Services

Operating arrangements for Disability Services will be as follows:

Program/Service	Last Program	First Program 2020
Access Loop Bus	Last Day of operation – 24/12/2019 Closed between Christmas and New Year and no operation on public holidays	First day of operation – 2/1/2020
Social Inclusion	Final Program – Friday 20 December Staffed to - 24 Dec 2019 Closed between Christmas and New Year	Staff return – 2/1/2020 First Program – 6/1/2020
Nutrition Services	Final Delivery – 20/12/19 Staffed to – 24/12/19 Closed between Christmas and New Year	Staff Return – 2/1/2020 First Delivery – 2/1/2020
Disability Services	Final Program – 20-12.2019 Staff to – TBC Closed between Christmas and New Year	Staff Return – TBC First Program – 10/1/2020

Community Engagement

Upon confirmation of the operating arrangements for the various services outlined in this report, these details will be published to the community via the relevant channels.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

There are no financial implications for Council associated with this report.

CONCLUSION

The operating arrangements proposed in this report for the 2019/20 Christmas/New Year period allow Council to ensure that service obligations to the community are balanced with the need to allow staff to take leave during gazetted public holidays and adjoining dates. Further details regarding the contact numbers for on-call officers will be made available to councillors once confirmed.

Attachments

Nil

Council Meeting

16 October 2019

Item No: C10/19-241

Annual Financial Statements 2018/19

Responsible Division: Finance & Governance

Officer: Director Finance & Governance

File Number: HC-12-15-2/05

Community Strategic Plan Goal: Transparent and accountable leadership

Summary

The 2018/19 financial statements have been audited by the Audit Office of New South Wales (Audit Office). A representative from the Audit Office will attend the Ordinary Council Meeting on 6 November 2019 to discuss the conduct of the audit for Cumberland Council. The financial statements are attached to this report.

Recommendation

That Council:

1. Confirms that it is of the opinion that:

a) The 2018/2019 general purpose financial statements for Cumberland Council have been prepared in accordance with:

· the Local Government Act 1993 (as amended) and the Regulations made thereunder;

· the Australian Accounting Standards and other pronouncements of the Australian Accounting Standards Board;

· The Local Government Code of Accounting Practice and Financial Reporting.

b) These statements present fairly the Council operating results and financial position for the year.

c) These statements accord with Councils accounting and other records.

d) Council is not aware of any matters that would render these statements false or misleading in any way.

2. Confirms that it is of the opinion that:

a) the 2018/2019 special purpose financial statements have been prepared in accordance with:

· the NSW Government Policy Statement ‘Application of National Competition Policy to Local Government’;

· The Division of Local Government Guidelines ‘Pricing and Costing for Council Business- A Guide to Competitive Neutrality’;

· The Local Government Code of Accounting Practice and Financial Reporting.

b) These statements present fairly the operating results and financial positions for each of the Council’s declared business activities for the year.

c) The statements accord with the Council accounting and other records.

d) Council is not aware of any matters that would render the reports false or misleading in any way.

3. Authorise the Mayor, Deputy Mayor, General Manager and the responsible accounting officer to sign the statements by Councillors and Management.

4. Publish a public notice as soon as practicable after Council receives a copy of the auditor's reports.

Report

1) Financial Report

Statutory Accounts to June 2019

A summary of Council’s financial results is provided below:

Operating Result

Council recorded an operating profit of $22.9m, compared to $20.75m in the previous year. The profit after deducting capital income is $4.21m, compared to loss of $(8.41)m in 2018. Income totalled $226m, being $20m higher than the previous year. Expenses totalled $203m, being $18m higher than the previous year. There were still areas of volatility as costs being recorded for the new entity have been realised.

· Rates Income increased $14.3m, up 12%. The variance was mainly due to a $7.4m waste refund recorded in the previous year’s accounts. The remaining rates and annual charges increased 5.6% due to CPI and population growth.

· User Fees and Charges increased $3.5m, up 15%. There was a reallocation from Operating Grants for Children Services to the value of $3.8m, this is then offset by decreases in Restoration Fees of $1.2m and DA Fees of $1m.

· Other Revenue increased $10.862m, up 215% due to one-off income.

· Operational Grants decreased $(2.1)m, down 10% due to a reduction in Childcare Grants of $3.8m. There is then an increase in Federal Assistance Grants of $1.6m due to a once-off adjustment of $528k plus timing difference with payments.

· Capital Grants and Contribution decreased $(9.9)m, down 34%. The original budget was set based on the prior year’s actual.

· Employment Costs increased $7.4m, up 9.61%. The FTE has increased from 6.1% to 925 staff, costing around $4.5m more in wages plus CPI of $1.5m. Council has struggled to keep up with the expanded services in the Woodville Ward and has over 3 years increased FTE by 100 staff, of which 70% are engaged in Direct Services. This is largely to fund the additional 40,325 in population. The additional costs were previously funded by business rates from Parramatta Town Centre or Sydney Olympic Park. With all the rates subsidy lost, Cumberland has been left with an additional cost to service.

· Other increases in costs include Workers Compensation increasing to $3.2m from $2.1m, which should decrease next year. ELE costs have also increased 16% due to lower levels of leave being taken and a reduction in the discount rate causing an increase in costs.

· Materials and Contract costs increased $5.092m, up 9.02%. Waste tipping fees have increased $2.57m, fleet costs $0.4m, impound fees $0.3m, consultants $0.8m, offset by a Grants, and General contractors for verges $0.5m. The increases were offset by legal fees of $0.6m, in addition to large increases in cost we also have large expenditure in temps for 9 months of the financial year.

· Other Expenses Costs increased $2.89m, up 13.65%. There has been a general increase in statutory fees due to costs being realised that related to the former years. Increased costs include $1.95m street lighting, $0.4m Emergency Services Levy and $0.47m for Insurance Costs.

· Depreciation and Amortisation Costs increased $2.67m up 8.96%. The increases have come from a combination of revaluation in 2018 and a large increase in capital. The increases include Roads $1m, Intangibles $0.6m, Open Space $0.4m and Paths $0.2m. The increase in depreciation cost places a large burden on Council maintaining a surplus as there is no commensurate increase in income.

2) Key Financial Indicators and Infrastructure Ratios

The Financial Planning & Sustainability Policy requires Council to budget based on meeting the criterion. The infrastructure ratios are good at measuring the effectiveness of Council’s ability to reinvest depreciation and to fund maintenance. Council has a sustainability policy that governs budgeting and requires renewal to exceed 105%, and asset renewal is to be scheduled when assets are in condition 3.

Council's key financial performance indicators are as follows:

Key Indicators 2019	Actual	Target	Outcome
Operational Performance ratio %	-0.13	>0	Fail
Own Source Revenue %	81.1	>60	Pass
Unrestricted current ratio	4.49	>1.5	Pass
Debt service ratio (times)	21.39	>2.0	Pass
Rates and annual charges %	4.96	<5.0	Pass
Cash Expense Ratio (months)	7.59	>3.0	Pass
Building and Infrastructure renewal %	139.87	>100	Pass
Infrastructure Backlog %	5.50	<2.00	Fail
Asset Maintenance %	133.9	>100%	Pass
Cost to bring to agreed levels %	2.29	Nil	Pass

Financial Indicators

· Operational Performance Ratio

An improvement from the prior year mainly due to one off income, and is now hovering close to the industry benchmark. This indicates Council’s ability to contain operating expenditure within operating revenue.

· Own Source Revenue

This ratio indicates that Council is less reliant on grants and contributions. Given that grants and contributions include s7.11 contributions, which is not an operating source of revenue, there was a decline in revenue received from s7.11.

· Unrestricted Current Ratio

The Unrestricted Current Ratio is designed to represent Council’s ability to meet short term obligations as they fall due. The benchmark is greater than 1.5x. Council continues to be above the industry benchmark of 1.5. This indicator shows Council has good liquidity and ability to repay its debts.

· Debt Service Ratio

The increase in this ratio from the prior year indicates continual ability for Council to meet debt repayments. This is a result of having solid operating cash with low debt obligations.

· Rates and Annual Charges

The ratio has increased from 3.34% to 4.96%. The increase in arrears payment was due to slower collection which will improve in 2019-20.

· Cash Expense Ratio

Council's Cash Expense Ratio is above the benchmark of 3 months. This shows that Council continues to pay for its immediate expenses without additional cash flow requirements.

Infrastructure Ratios

· Building and Infrastructure Renewal

Renewal of Infrastructure continues to be substantially above benchmark. This is a result of the SRV and Council’s decision to invest heavily in renewals.

· Infrastructure Backlog

There was an increase in backlog. The main contributor to this ratio is roads $34.0m (up from $29m). Cumberland’s sustainability policy is to ensure that condition 3 assets are assigned to work programs in the four year operational plan. This is being achieved at present. There is an argument that Council has no backlog due to commitment to the renewal in the Long Term Financial Plan (LTFP), however Council has maintained an aggressive stance on reporting. (84 other NSW councils also fail this).

· Asset Maintenance

Council continues to spend greater than what is required in order to maintain assets in a satisfactory condition and to stop the growth of infrastructure backlog.

· Cost to Bring to Agreed Levels

There is an inconsistency between this denominators. This is gross value infrastructure, while backlog is written down value (WDV). Council removed the stormwater backlog from the previous figure as the normal agreed service level of this asset class is not to fail.

3) Budget Variance

The reported Net Operating Result before capital items was $4.207m and a positive variance of $2.785m. There have been statutory adjustments (Adjusting factor) as outlined next page and the variance to the managements accounts without these factors is $5.9m also outlined below.

The final budget variance for recurring budget was negative $5.9m against the original budget.

The variances are further explained as below:-

Adjusting factors are one-off adjustments that were not included in the original budget and do not impact the recurring budget. The one-off statutory adjustments include income reversal of $1.4m for a grant that has not met a stage for payment, transfer of $1.0m from operating grants to capital grants, revaluation of ELE due to discounting $0.8m, and increases workers compensation costs $0.35m.

Community Engagement

There are no consultation processes for Council associated with this report.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

Council achieved a surplus of $4.2m after deducting capital income and contributions. The financial impact of the negative variance of $5.9m is to reduce the unrestricted (general funds) available. In the year we have been impacted by negative variance in capital from general fund $4.5m and operating profit which has further reduced the general fund by $10.5m. The balance of unrestricted cash is $8.4m down from $31.9m in the previous year. The reduction in general funds will impact our ability to fund future projects and will require us to consider internal or external borrowings. This will be addressed in Quarter Budget Review statement for the financial year of 2019/20.

CONCLUSION

The Mayor, Deputy Mayor, General Manager and the responsible accounting officer will sign the general purpose and special purpose financial statements for Cumberland Council for the period ended 30 June 2019.

Attachments

1. Cumberland Council Annual Financial Statements 2018/19 ⇩

Council Meeting

16 October 2019

Item No: C10/19-242

Investment Report - September 2019

Responsible Division: Finance & Governance

Officer: Director Finance & Governance

File Number: A-05-01/05

Community Strategic Plan Goal: Transparent and accountable leadership

Summary

This report provides an update on the performance of Council’s investment portfolio to 30 September 2019.

Recommendation

That Council receive the September 2019 Investment Report.

Report

The following items highlight Council’s investment portfolio performance for the month and year to date to 30 September 2019, as well as provide an update of the investment environment.

Council Investments as at 30 September 2019

Council’s investment portfolio has a current market value of $170,338,533. This represents a premium of $1,513,007 above the face value of the portfolio being $168,825,526 and generates a 2.17% average purchase yield. The following table reflects Council’s holding in various investment categories:

Investment Portfolio Performance

The investment returns for the month year to date of 30 September 2019 outperformed the current month benchmark and exceeded the Year to date benchmark.

Performance – Current Month 30 September 2019

For the month of September, Council‘s portfolio generated interest earnings of $306,830. This is $84,837 lower than the budget of $391,667, however the portfolio did outperform the AusBond Bank Bill Index by 0.81%, as detailed below:

Performance – Year to date 30 September 2019

For the year to date, Council’s portfolio generated interest earnings of $929,313. This is $245,687 lower than the budget of $1,175,000, however the portfolio outperformed the AusBond Bank Bill Index by 1.27%, as per below:

Community Engagement

There are no consultation processes for Council associated with this report.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

To manage risk, key criteria are incorporated into Cumberland Council’s investment making decisions, as detailed below:

Preservation of Capital

The requirement for preventing losses in an investment portfolio’s total value (considering the time value of money).

Diversification

Setting limits to the amounts invested with a particular financial institution or government authority to reduce credit risk.

Credit risk

The risk that an investment of Council fails to pay the interest and/or repay the principal of an investment.

Maturity risk

The longer the term of the investment, the greater the exposure to potential changes in interest rates, market volatility and credit quality of an issuer.

Financial Implications

There are no financial implications for Council associated with this report.

CONCLUSION

Council hereby certifies that the investments listed above have been made in accordance with Section 625 of the Local Government Act 1993, Clause 212 of the Local Government (General) Regulation 2005 and Council’s Investment Policy.

Attachments

1. Investment Summary Report September 2019 ⇩

2. Economic and Investment Portfolio Commentary September 2019 ⇩

Council Meeting

16 October 2019

Item No: C10/19-243

Quarterly Update on the Implementation of the Stronger Communities Fund

Responsible Division: Community Development

Officer: Director Community Development

File Number: T065312/2018

Community Strategic Plan Goal: A great place to live

Summary

Under the NSW Government Stronger Communities Fund, Council was provided with $15 million in funding for the benefit of the local community. Council is required to provide progress reports on the expenditure and outcomes of the Stronger Communities Fund.

This report provides a progress update on the implementation of the Stronger Communities Fund Major Projects Program for the period of July 2019 to September 2019.

Recommendation

That Council:

1. Note the progress on the implementation of the Stronger Communities Fund Major Projects Program.

2. Submit a copy of this report to the Office of Local Government to meet reporting requirements under the NSW Government’s Stronger Communities Fund Guidelines.

3. Reallocate $410,000 from the Duck River Playground to the Central Gardens all Abilities Playground to ensure project commitment and acquittal requirements are met.

4. Reallocate $290,000 from the Prospect Hill and Access Lookout Project to the Granville Centre to ensure project commitment and acquittal requirements are met.

Report

The Stronger Communities Fund was established by the NSW Government to provide newly merged councils with funding to kick start the delivery of projects that improve community infrastructure and services.

Cumberland Council was provided with $15 million in funding via two programs:

· A Community Grants Program, allocating up to $1 million in grants of up to $50,000 in any single allocation to incorporated not-for-profit community groups for projects that build more vibrant, sustainable and inclusive local communities; and

· A Major Projects Program, allocating all remaining funding ($14 million) to larger scale priority infrastructure and services projects that deliver long term economic and social benefits to communities.

All funding allocated under the Stronger Communities Fund Community Grants Program has been acquitted.

Stronger Communities Fund Major Projects Program Progress Update

The following progress has been made on the major projects to date:

PROGRESS UPDATE	EXISTING GRANT ALLOCATION	REVISED GRANT ALLOCATION
The Granville Centre (Community Centre, Library and Arts Facility)
· The Construction Certificates for the project and works associated with Memorial Drive, Granville have been issued. · Works commenced on-site on 19 July 2019 and the demolition of the redundant buildings, enabling works associated with the temporary access to the Granville Memorial Swimming Centre, initial decontamination works and heritage investigation works have been completed. Bulk earthworks have also been completed and the first major concrete slab has been poured. · As at 30 September 2019, $3,969,371 had been spent on this project and $6,041,046 has been raised as commitments against the grant allocation, resulting in a total of $10,010,417 of actuals plus commitments.	$10,010,417 (Part Contribution) (Includes $10,417 from returned grant funds, resolved by Council on 17 April 2019 - Min.486).	$10,300,417 (Part Contribution) (It is recommended that $290,000 be reallocated from the Prospect Hill and Access Lookout Project to the Granville Centre). Note: This decreases Council’s contribution to the project.
Auburn Botanic Gardens (Entertainment Precinct and Duck River Playground)
· The tenders for the construction of the Auburn Botanic Gardens entrance upgrade closed on 2 July 2019 and the tender has been awarded to Greater Western Landscapes Pty Ltd. Construction is scheduled to be completed by December 2019. · The Duck River Playground has stalled due the latent site conditions identified during the design finalisation phase. The cost to resolve site conditions is beyond the project budget. It is proposed that Council not pursue the finalisation of the playground as part of the Stronger Communities Fund Program due to funding requirement timeframes. The designs completed will be utilised in Council’s future Capital Works Program. · It is recommended that Council reallocate $410,000 from the Duck River Playground to the Central Gardens all Abilities Playground to ensure project commitment and acquittal requirements are met. Any grant funding that has been acquitted against the Duck River Playground will be covered by General Revenue funds. · As at 30 September 2019, $258,537 had been spent on this project and $37,661 has been raised as commitments resulting in a total of $296,198 of actuals plus commitments.	$1,000,000	$590,000 (It is recommended that the project budget be reduced to exclude the Duck River Playground; and $410,000 be reallocated to the Central Gardens All Abilities Playground).
Central Gardens All Abilities Playground
· Construction commenced in early August 2019 and practical completion of this project is expected by February 2019. · Due to supply issues with the preferred playground equipment provider, Council has had to seek an alternative supplier. This has resulted in a cost increase to the project. · It is recommended to resolve this cost increase to the project via the reallocation of Stronger Communities funds ($410,000) from the Duck River Playground. · As at 30 September 2019, $244,435 had been spent on this project and $983,471 raised as commitments resulting in a total of $1,227,906 of actuals plus commitments.	$1,000,000	$1,410,000 (It is recommended that $410,000 be reallocated from the Duck River Playground to the Central Gardens All Abilities Playground).
Replacement of Bridge Road Railway Overbridge
· Sydney Trains have advised they are progressing from concept design to detailed design in 2019/20 and have re-engaged design consultants. Some track possession dependent service relocations will also be completed in 2019/20. · Sydney Trains have agreed to provide Council with ongoing quarterly status reports for the project. The last status update was provided to Council in August 2019.	$504,358 (Part Contribution) (Includes $4,358 from returned grant funds, resolved by Council on 20 December 2017 - Min.385).	$504,358 (Part Contribution)
Auburn District Library Expansion
· Project Completed.	$410,000 (Project completed under budget; and funds reallocated to CCTV and Lighting Upgrade Project as reported to Council on 17 July 2019).	$410,000
Prospect Hill Access & Lookout
· Council has completed the design for the accessible pathway and landscaping. · Council is required to submit an application under Section 60 of the Heritage Act 1977 for the proposed works and has received initial feedback from the Department of Environment and Heritage raising several issues with the project. · Council will be meeting with the Department of Environment and Heritage in October 2019 in an attempt to resolve their concerns. There is a high risk that due to the timing of heritage approvals, the project will not be able to progress within the NSW Government’s required timeframes. · It is proposed that Council not pursue the finalisation of the project as part of the Stronger Communities Fund Program due to funding requirement timeframes. · It is further recommended that the project budget be reduced to include the design and study components only; and the remaining $290,000 be reallocated to the Granville Centre. It is proposed that the designs completed will be utilised by Council, and the remaining aspects of the project are to be funded from General Revenue funds previously allocated to the Granville Centre. This will enable the Prospect Hill and Access Lookout project to progress at a later stage with the required approvals. · As at 30 September, 2019, $164,335 had been spent on this project and $11,850 raised as commitments resulting in a total of $176,185 of actuals plus commitments.	$500,000	$210,000 (Part Contribution) (It is recommended that the project budget be reduced to include the design and study components only; and $290,000 be reallocated to the Granville Centre).
CCTV Infrastructure and Lighting Upgrade Project
· The Contractor has commenced procurement of CCTV cameras and preparatory works for installation including negotiation of access to Council and Police buildings and Endeavour Energy poles. · The project is on track for completion prior to December 2019. · As at 30 September 2019, $216,305 had been spent on this project and $353,485 raised as commitments resulting in a total of $569,790 of actuals plus commitments.	$590,000 ($90,000 reallocated from project savings from Auburn Library Expansion Project on 17 July 2019).	$590,000

PROGRESS UPDATE

EXISTING

GRANT ALLOCATION

REVISED

GRANT ALLOCATION

The Granville Centre (Community Centre, Library and Arts Facility)

· The Construction Certificates for the project and works associated with Memorial Drive, Granville have been issued.

· Works commenced on-site on 19 July 2019 and the demolition of the redundant buildings, enabling works associated with the temporary access to the Granville Memorial Swimming Centre, initial decontamination works and heritage investigation works have been completed. Bulk earthworks have also been completed and the first major concrete slab has been poured.

· As at 30 September 2019, $3,969,371 had been spent on this project and $6,041,046 has been raised as commitments against the grant allocation, resulting in a total of $10,010,417 of actuals plus commitments.

$10,010,417

(Part Contribution)

(Includes $10,417 from returned grant funds, resolved by Council on

17 April 2019 - Min.486).

$10,300,417

(Part Contribution)

(It is recommended that $290,000 be reallocated from the Prospect Hill and Access Lookout Project to the Granville Centre). Note: This decreases Council’s contribution to the project.

Auburn Botanic Gardens (Entertainment Precinct and Duck River Playground)

· The tenders for the construction of the Auburn Botanic Gardens entrance upgrade closed on 2 July 2019 and the tender has been awarded to Greater Western Landscapes Pty Ltd. Construction is scheduled to be completed by December 2019.

· The Duck River Playground has stalled due the latent site conditions identified during the design finalisation phase. The cost to resolve site conditions is beyond the project budget. It is proposed that Council not pursue the finalisation of the playground as part of the Stronger Communities Fund Program due to funding requirement timeframes. The designs completed will be utilised in Council’s future Capital Works Program.

· It is recommended that Council reallocate $410,000 from the Duck River Playground to the Central Gardens all Abilities Playground to ensure project commitment and acquittal requirements are met. Any grant funding that has been acquitted against the Duck River Playground will be covered by General Revenue funds.

· As at 30 September 2019, $258,537 had been spent on this project and $37,661 has been raised as commitments resulting in a total of $296,198 of actuals plus commitments.

$1,000,000

$590,000

(It is recommended that the project budget be reduced to exclude the Duck River Playground; and $410,000 be reallocated to the Central Gardens All Abilities Playground).

Central Gardens All Abilities Playground

· Construction commenced in early August 2019 and practical completion of this project is expected by February 2019.

· Due to supply issues with the preferred playground equipment provider, Council has had to seek an alternative supplier. This has resulted in a cost increase to the project.

· It is recommended to resolve this cost increase to the project via the reallocation of Stronger Communities funds ($410,000) from the Duck River Playground.

· As at 30 September 2019, $244,435 had been spent on this project and $983,471 raised as commitments resulting in a total of $1,227,906 of actuals plus commitments.

$1,000,000

$1,410,000

(It is recommended that $410,000 be reallocated from the Duck River Playground to the Central Gardens All Abilities Playground).

Replacement of Bridge Road Railway Overbridge

· Sydney Trains have advised they are progressing from concept design to detailed design in 2019/20 and have re-engaged design consultants. Some track possession dependent service relocations will also be completed in 2019/20.

· Sydney Trains have agreed to provide Council with ongoing quarterly status reports for the project. The last status update was provided to Council in August 2019.

$504,358

(Part Contribution)

(Includes $4,358 from returned grant funds, resolved by Council on 20 December 2017 - Min.385).

$504,358

(Part Contribution)

Auburn District Library Expansion

· Project Completed.

$410,000

(Project completed under budget; and funds reallocated to CCTV and Lighting Upgrade Project as reported to Council on 17 July 2019).

$410,000

Prospect Hill Access & Lookout

· Council has completed the design for the accessible pathway and landscaping.

· Council is required to submit an application under Section 60 of the Heritage Act 1977 for the proposed works and has received initial feedback from the Department of Environment and Heritage raising several issues with the project.

· Council will be meeting with the Department of Environment and Heritage in October 2019 in an attempt to resolve their concerns. There is a high risk that due to the timing of heritage approvals, the project will not be able to progress within the NSW Government’s required timeframes.

· It is proposed that Council not pursue the finalisation of the project as part of the Stronger Communities Fund Program due to funding requirement timeframes.

· It is further recommended that the project budget be reduced to include the design and study components only; and the remaining $290,000 be reallocated to the Granville Centre. It is proposed that the designs completed will be utilised by Council, and the remaining aspects of the project are to be funded from General Revenue funds previously allocated to the Granville Centre. This will enable the Prospect Hill and Access Lookout project to progress at a later stage with the required approvals.

· As at 30 September, 2019, $164,335 had been spent on this project and $11,850 raised as commitments resulting in a total of $176,185 of actuals plus commitments.

$500,000

$210,000

(Part Contribution)

(It is recommended that the project budget be reduced to include the design and study components only; and $290,000 be reallocated to the Granville Centre).

CCTV Infrastructure and Lighting Upgrade Project

· The Contractor has commenced procurement of CCTV cameras and preparatory works for installation including negotiation of access to Council and Police buildings and Endeavour Energy poles.

· The project is on track for completion prior to December 2019.

· As at 30 September 2019, $216,305 had been spent on this project and $353,485 raised as commitments resulting in a total of $569,790 of actuals plus commitments.

$590,000

($90,000 reallocated from project savings from Auburn Library Expansion Project on 17 July 2019).

$590,000

Community Engagement

There are no consultation processes for Council associated with this report.

Policy Implications

Council is required to submit a copy of this report to the Office of Local Government in accordance with the Stronger Communities Fund Guidelines.

Risk Implications

Council has Project Control Groups (PCGs) in place for the major projects, which meet on a regular basis to oversee each project. Council has a risk register in place for every major project, which is regularly monitored and updated through the PCGs for each project.

Financial Implications

Funding of $15 million has been provided by the NSW Government to deliver the Stronger Communities Fund Program. A total of $1 million was allocated under the Stronger Communities Fund Community Grants Program for community organisations. A total of $14 million was allocated under the Stronger Communities Fund Major Projects Program.

In relation to the Stronger Communities Fund Major Projects Program, Council has previously obtained a funding agreement variation from the OLG, which enables funding to be committed by 31 December 2019 and all funding acquitted by 30 June 2020. Any uncommitted funds by 31 December 2019 must be returned to the OLG by 30 June 2020.

Given complications and delays in relation to the Duck River Playground and the Prospect Hill and Access Lookout Project, this report recommends that Council reallocate $410,000 from the Duck River Playground to the Central Gardens all Abilities Playground; and $290,000 from the Prospect Hill and Access Lookout Project to the Granville Centre. This will ensure Council will use all available grant funds.

It should also be noted that the reallocation of grant funds to the Granville Centre does not increase the project budget; but rather changes the source of funds for the project and makes available Council funds (General Revenue) to enable the completion of the Prospect Hill Access and Lookout Project. These projects will be incorporated into Council’s future Capital Works Program.

As at 30 September 2019, $5,757,261 had been spent, and a further $7,437,593 in commitments had been raised against the Stronger Communities Fund Major Projects grant allocation, resulting in a total of $13,194,854 of actuals plus commitments.

CONCLUSION

The Stronger Communities Fund provides Council with a one off opportunity to deliver major infrastructure projects that build more vibrant, sustainable and inclusive local communities.

Council will continue to monitor and provide progress reports on its implementation plan to Council and the Office of Local Government to ensure funds are spent in accordance with the NSW Government’s Guidelines.

Attachments

Council Meeting

16 October 2019

Item No: C10/19-244

Response to Notice of Motion - Cumberland Heritage Precinct (Cumberland Heritage Centre)

Responsible Division: Community Development

Officer: Director Community Development

File Number: L-11-26/02

Community Strategic Plan Goal: A great place to live

Summary

This report provides a response to the Notice of Motion - Granville Heritage Precinct resolved at the Ordinary Meeting of Council held on 20 February 2019 (Min. 430, Part 2) in relation to the establishment of a ‘Heritage Centre’.

The report presents the outcomes from the community engagement program undertaken and presents feasibility considerations for a proposed Cumberland Heritage Centre at the existing Granville Library site, located at 8 Carlton Street, Granville.

Recommendation

That Council consider funding for the establishment of a Heritage Centre at the existing Granville Library site during the development of the 2020/21 budget.

Report

Background

At the Ordinary Meeting of Council held on 20 February 2019, Council considered a Notice of Motion - Granville Heritage Precinct and resolved (Min. 430):

“That Council:

1. Seek a report on the establishment of a 'Granville Heritage Precinct' within the environs of the existing Granville Neighbourhoods, so as to acknowledge the preservation and interpretation of the heritage of the heritage representing the 19th and 20th century.

2. Further, that when considering any future use of the Granville Library, consideration be given to the establishment of a 'Heritage Centre' as an Annexure to the existing library system, acknowledging the extensive catalogue of data presently in the possession of the Granville Historical Society and others enabling a future benefit to the cultural tourism and family history study as desired by Cumberland residents.”

This report responds to the second point of the Council resolution only, and outlines considerations related to the feasibility of establishing a Heritage Centre at the current Granville Library site.

Existing Granville Library and New Granville Centre

The existing Granville Library is situated on Council owned land at 8 Carlton Street, Granville. The building has a gross floor area of approximately 650m². The total land area is 1,391m². The land is zoned B4 - Mixed Use under the Parramatta City Council Local Environment Plan (LEP) 2011 and is within the Granville Conservation Area - Civic Precinct.

In addition to the ground floor library, the building currently includes two bookable community rooms, public amenities (on the ground floor), and a storage and kitchen area (on the upper level). The closure of the Granville Youth and Community Centre at the site of the new Granville Multipurpose Centre in December 2018 has resulted in some community user groups and Council run programs being relocated to the existing library building at Carlton Street, Granville. These include various youth and social inclusion programs. These programs, together with the Granville branch library services, will be relocating in late 2020 to the new Granville Centre site.

Historical Groups in Cumberland

Currently there are a number of heritage and historical groups operating in the Cumberland area. These groups operate from a number of different Council owned sites, including the Friends of Linnwood (at Linnwood House, Guildford) and Granville Historical Society (who currently operate out of rooms within the Granville Swim Centre facility). The Holroyd Family History Group also meet monthly and undertake research at Merrylands Library.

Current Management of History and Heritage in Libraries

Cumberland’s Library network has repositories of historical information stored across a number of sites, notably Auburn Library and the Tony Maston Room at Merrylands Library. The Library Service also has a significant digitised collection online and specialist history research staff (2.6 FTE).

What is a Heritage Centre?

A Heritage Centre is a public building or facility primarily dedicated to historical and cultural information about a place and its people.

Heritage Centres typically differ from museums in that they feature access to information and research rather than exhibitions, although these can be a part of the Centre. Heritage Centres can also be dedicated to a particular industry or landmark, for example the Opera House Heritage Centre, or Royal Australian Navy Heritage Centre. Heritage Centres, as with this proposal for Cumberland, can also be related to a particular geographical or local government area.

Heritage Centres that represent a geographical or local government area vary in type and size, however have the same basic characteristics which include:

· A consolidated holding of archives on the local area or Council.

· Library books, pamphlets and journals relating to the development of the Local Government Area and primary resources related the area and greater surrounding area. In the case of a Cumberland Heritage Centre, the area of focus would include the Cumberland LGA and Greater Western Sydney area.

· Access to online Heritage and History collections with searchable databases.

· The latest in digital technology and a team of specialist library/research staff.

· A managed collection of public and private records, newspapers, maps, plans, photographs, and extensive catalogues and indexes.

· Larger Heritage Centres also often have a separate Tourist Information Centre.

There are a number of museums and galleries located within local government areas, however stand-alone Heritage Centres are rarer. Examples of these include the North Sydney Council Heritage Centre and Parramatta History and Heritage Centre.

Blacktown Council until recently operated a Visitor Information and Heritage Centre, which was housed within an historic former Blacktown Public School building. It closed in mid-2019 and has been replaced by a Visitor Information Kiosk which has been set up within the front entrance of the main Max Webber Library at Blacktown.

Proposed Cumberland Heritage Centre

In response to the Notice of Motion, Council officers have undertaken an assessment to determine the feasibility, scope of works and preliminary cost estimates for the establishment of a Heritage Centre. The model proposed would be managed and run by Council library staff, collaborating with local historical groups. The Centre would be open to all members of the community.

The model proposed for a Cumberland Heritage Centre would include:

· The provision of a Heritage Centre run by library staff and housing various heritage and historical groups’ collections.

· The provision of meeting and working spaces, access to technology and public access to the facility.

· A range of heritage-related programs to be planned and delivered from the Centre once established.

Some compliance works and cosmetic refurbishment would be required in order to repurpose the current Granville Library facility into a Heritage Centre.

Current Building Condition

Council has reviewed the current condition of the building to determine feasibility for adaptive reuse. This included review of:

· A Building Code of Australia (BCA) Compliance Audit undertaken in 2018/2019 which identified some areas of non-compliance in relation to roof access, fire safety, accessible toilets and trip hazards.

· An independent Building Condition Report undertaken in 2018/2019 which determined a condition star rating of 4 out of a possible 5.

Based on these assessments, Council has determined that:

· The majority of the fixtures, services and internal fabric of the building are still within their usable life and can be adapted for the purposes of the proposed Heritage Centre.

· The majority of the existing hardware and shelving could be repurposed for use in the Heritage Centre as it will not be relocated to the Granville Centre.

· Cosmetic refurbishment would be required to the building.

· Refurbishment and some reconfiguration may be required to address access and compliance issues.

Community Needs Assessment and Consultation

Council officers have undertaken preliminary research and consultation to identify community needs and associated facility space requirements. A full copy of the Community Engagement Findings Report is included in Attachment 1.

This specific type of facility is not currently provided in Cumberland and there are significant collections located across the LGA that could benefit from being hosted in a central location. The existing Granville Library site is centrally located in the Cumberland LGA.

Historical research and information on the local area is highly sought after and utilised by the community. This is currently provided from a number of library locations, and online via specialised library staff.

There are a number of historical groups in the area that rely on volunteers and require succession-planning assistance to ensure their ongoing sustainability.

The proposal to establish a Heritage Centre at the existing Granville Library site under Council management is a feasible option to address the heritage and history needs of the community.

In addition to establishment costs, there would, however, be significant ongoing operational costs required as the establishment of a dedicated Heritage Centre would equate to opening a ninth library branch in Cumberland’s Library network.

Opportunity Cost to Council and Alternate Uses of the Site

In considering the feasibility of the establishment of a Heritage Centre, it is important to note the opportunity cost to Council, including the loss of revenue from potential alternate uses of the current Granville Library (8 Carlton Street) site. These may include other community, cultural or commercial uses.

Council has sought a preliminary independent market assessment of the site. This includes:

· A Market Rental Assessment (included in Attachment 2 – confidential).

· A Market Value Assessment (included in Attachment 3 - confidential).

The Market Rental Assessment considers the permissible alternative uses under the existing planning controls and the condition of the existing building.

The Market Value Assessment considers the value of the site as an existing commercial building and the value of potential development options for the site.

These preliminary assessments present a range of short, medium or long term alternatives for the site. Further detailed investigation would be required to explore these options further if they were the preferred option of Council.

Community Engagement

Council undertook a community engagement program to seek feedback on the initial vision for a Cumberland Heritage Centre and to inform the community of the proposal.

The Community Engagement Program was delivered from 24 April to 23 May 2019, and presented multiple opportunities for the community to provide feedback and input, including:

· Discussions with representatives of local historical groups in April 2019.

· Distribution of information to Council’s Library and Heritage Committees on the engagement program and how to participate.

· Council’s ‘Have Your Say’ site invited comment on the proposal in April and May 2019.

· A community and stakeholder consultation was held at Granville Town Hall on Monday 6 May 2019. Around 20 people participated in the consultation, representing a range of stakeholder groups.

Key Findings of Engagement

The key findings from the community engagement identified:

· There is community support for the proposal of a ‘one stop shop’ for history and heritage in Cumberland from the stakeholders, groups and residents that participated in the engagement program.

· Support for the location of the proposed Heritage Centre at the existing Granville Library site.

· Local historical groups determined a need for storage, access and support for digitisation of their collections.

· Accessibility (physical accessibility and access to information) and the importance of skilled staff were mentioned often during the engagement.

· The importance of the proposed Heritage Centre to offer tours, displays and other education programs was also consistently raised.

· Key challenges identified included: Cost/funding, lack of space, need for clear collection development and management policies, and the need for well-developed operational policies given the potential number of user groups seeking to utilise the space or co-locate within the building.

A full copy of the Community Engagement Findings Report is included in Attachment 1.

Policy Implications

This proposal aligns with a number of Council strategies and policies, including:

· Cumberland Community Facilities Strategy 2019 - 2029

· Cumberland Cultural Plan 2019 - 2029

· Cumberland Library Strategy 2018 - 2021

· Art and Cultural Collection Policy

· Cumberland Disability Inclusion Action Plan 2017 – 2021

Specifically the proposal aligns with the following two actions:

· Action 5.1.2 of the Cumberland Cultural Plan 2019 - 2029 - ‘Establish Granville as a cultural precinct, including exploring the feasibility of repurposing the Granville Library site as a heritage centre.’

· Action 3.3.1 of the Cumberland Community Facilities Strategy 2019 - 2029 - ‘Explore the feasibility of repurposing the Granville Library site as a heritage centre to support the proposed establishment of a Granville cultural precinct (as identified in the Cumberland Cultural Plan 2019-2029)’.

Risk Implications

The key risks associated with the establishment of a Heritage Centre at the initial planning phase include:

· The potential for the project cost to exceed the estimated budget. This would be mitigated by engaging a quantity surveyor to review the project cost estimates. A detailed business and project plan projecting the full costs and associated risks would need to be developed if Council determined to pursue the Heritage Centre.

· There is no existing capital budget allocated in the Capital Works Program to deliver the project nor available budget to fund the ongoing operational costs. The existing staffing and operational costs associated with operating and maintaining the current Granville Library Service have been incorporated into the budget planned for operation of the Granville Library when it is relocated to the new Granville Centre in 2020. If Council determined to support the establishment of the Heritage Centre, Council would be required to reduce its services and expenditure in other areas to fund the recurrent operating costs for the Cumberland Heritage Centre. This could result in other impacts to the community through service reductions and potential reputational risks. Any service reductions elsewhere would need to be planned and communicated appropriately to reduce negative impacts to the community.

· The loss of potential alternate uses for the Granville Library site, including for other community, cultural or commercial uses and the opportunity cost of lost revenue for Council.

Financial Implications

There is currently no funding allocated for the initial and ongoing costs associated with the Heritage Centre proposal.

Preliminary cost estimates have been prepared which include:

· Approximately $1.014 m would be required to undertake the initial scope of works to repurpose the building into a Heritage Centre. This includes planning, refurbishment costs and reconfiguration costs (building, painting, electrical, roofing, flooring, amenities); fire and safety, access and security (including lift); fixtures, fittings, technology and equipment. It is estimated that $414,150 would be required to rectify building compliance issues regardless of the future use of the site, which includes installation of a lift to enable access to the upper floor.

· An estimated $41,000 per annum would be required for the ongoing Operational Building Costs (including security, cleaning, utilities, repairs and consumables).

· An estimated $200,000 per annum would be required for the ongoing staffing and programming costs to run the Centre. This comprises of:

· Resources and public programs;

· 2 additional FTE, including a Centre Coordinator;

· 2 existing Library staff would be relocated to the site (at no additional cost).

There is limited income generation opportunities available to support the operation of a Heritage Centre as local historical groups have limited capacity to pay licence fees for use of the site. Minor cost recovery for community access to resources, services and programs can be implemented to support operations through Council’s Fees and Charges, however, this would result in a low level of income.

Council could proactively seek external grants to support various components of the project, including minor contributions to the initial capital and fit out works required, however, external grants cannot be guaranteed. External grants to support the ongoing operational costs of running the Centre are not available, and Council would be required to fund this ongoing aspect of the proposal.

Given the current budget position of Council, there are no available funds to support the ongoing operating costs associated with the Cumberland Heritage Centre proposal. If Council determined to support the establishment of the Heritage Centre, Council would be required to reduce its services and expenditure in other areas to cover the estimated ongoing funding shortfall of $241,000 per year indexed annually.

Should Council wish to support the establishment of the Heritage Centre, this report recommends that the ongoing financial implications of the project be considered in the preparation of the Draft Operational Plan Budget 2020/21. This would enable Council to carefully examine and weigh up the impacts of reducing its services and expenditure in other areas before committing to fund the recurrent operating costs of the Cumberland Heritage Centre.

A key financial consideration for Council is also the loss of potential income from the site. Potential alternate uses of the site and potential income estimates are provided in the preliminary independent market rental and market value assessments for the site provided in Attachments 2, 3 and 4 (included as confidential attachments).

Conclusion

This report responds to the Notice of Motion - Granville Heritage Precinct resolved at the Ordinary Meeting of Council held on 20 February 2019 (Min. 430, Part 2) to investigate the potential for the existing Granville Library site located at 8 Carlton Street, Granville to be used as a Cumberland Heritage Centre to be managed by Council.

Based on a review of the current building condition, community engagement and community needs assessment and internal cost estimates, the reuse of the site as a Cumberland Heritage Centre is feasible with some refurbishment and building compliance works. The Heritage Centre would require ongoing Council management, which would equate to opening a ninth library branch in Cumberland’s Library network and attract ongoing costs associated with operating and maintaining the Centre.

There is currently no funding allocated for the initial and ongoing costs associated with the Heritage Centre proposal in the Capital Works Program budget or Operational Plan budget. Should Council wish to proceed with the establishment of a Cumberland Heritage Centre at the existing Granville Library site (8 Carlton Street, Granville), Council would be required to reduce its services and expenditure in other areas, which may result in potentially negative impacts to the community. As reductions in any service area requires careful consideration by Council, this report recommends that the ongoing financial implications of the project be considered in the preparation of the Draft Operational Plan Budget 2020/21.

Potential options for alternate future uses of the Granville Library site have also been included with this report, which provide alternate short, medium or long term revenue opportunities for Council’s consideration.

Attachments

1. Community Engagement Findings - Cumberland Heritage Centre ⇩

2. Confidential - High Level Rental Advice 8 Carlton Street (confidential)

3. Confidential - Independent Valuation of 8 Carlton Street Granville (confidential)

4. Land Value as assessed by the Valuer General - 8 Carlton Street Granville (confidential)

Council Meeting

16 October 2019

Item No: C10/19-245

Cumberland Council Community Grants Program Round One 2019/2020

Responsible Division: Community Development

Officer: Director Community Development

File Number: T065725/2018

Community Strategic Plan Goal: A great place to live

Summary

The Cumberland Council Community Grants Program aims to support the delivery of services and programs that build a vibrant and sustainable Cumberland. Funded projects deliver social, economic, cultural, recreational and environmental benefits to the local community.

This report outlines the outcomes of staff assessments and the recommendations for funding allocations for applications submitted in Round One of the Cumberland Council Community Grants Program 2019/2020.

RECOMMENDATION

That Council:

1. Adopt the 37 applications recommended for funding in Attachment 1 and allocate $275,838 from the Cumberland Community Grants Program budget 2019/2020.

2. Advise all applicants under Round One of the Community Grants Program 2019/2020 of funding allocations and provide feedback and support to applicants that were unsuccessful.

3. Rollover unallocated funds from Round One ($97,241) to Round Two of the Cumberland Community Grants Program 2019/20.

4. Withdraw funding allocations for projects recommended for funding in Round One of the Community Grants Program 2019/2020 if the organisation has not provided compulsory information to Council by 30 November 2019 and rollover any unallocated funds to Round Two of the 2019/2020 Cumberland Community Grants Program.

Report

This report provides information on the assessment process and recommendations for funding allocations for applications submitted under Round One of the Community Grants Program 2019/2020.

Guidelines and Promotion

In accordance with the Community Grants and Donations Policy, detailed Guidelines for Round One of the Cumberland Community Grants Program 2019/2020 (included in Attachment 2) were made publicly available. The Guidelines outline the funding priorities, eligibility and assessment criteria, and administration practices including application processes, decision making, agreement making, monitoring and support services.

In accordance with the Community Grants and Donations Policy, applications were invited via an open call out. Promotion of Round One commenced four weeks in advance of the round opening. The grant round was promoted widely using the following methods:

· Advertisements in local newspapers: The Auburn Review and Parramatta Advertiser.

· Promotion of the Community Grants Program through Council’s social media channels.

· The Guidelines and application forms were made available on Council’s website.

· Emails were sent to local community organisations that subscribe to Council’s Grants Bulletin (690 subscribers).

· Emails were sent to community groups, school P&C Associations and other key stakeholder groups (approximately 1,200 email addresses).

· Promotional flyers were displayed in Council’s community centres, libraries and customer service centres.

· Promotion of the Community Grants Program through Council’s Schools Newsletter which is distributed to all schools across Cumberland.

Round One of the Community Grants Program 2019/2020 was open from 9am, 5 August 2019 and closed at 4pm, 2 September 2019. Applications were only accepted during this advertised period.

Five streams of the Community Grants Program were available in Round One. These were:

· Community Participation Grants Program (Small)

· Community Participation Grants Program (Large)

· Community Events Grants Program (Community Festival, Celebrating Cumberland and Venue Hire)

· Small Equipment Grants Program

· Rising Star Sports Award

In accordance with the Policy and the Guidelines, submitted applications were assessed against the published assessment criteria.

Only one application was permitted per applicant per funding stream.

Council does not award funding for projects retrospectively and funded projects or events must be delivered between 1 December 2019 and 31 December 2020.

Participation in events or activities funded under the Rising Star Sports Award must occur between 1 December 2019 and 30 June 2020.

Grant Support Program

To assist applicants to develop their grant applications, Council delivered the following support programs which were promoted and available to all:

· Two information sessions (a face to face session and an online live video conference of the information session) outlining the funding priorities, assessment process and conditions for successful applicants. A total of 25 people from 19 organisations participated in these sessions.

· Two ‘Preparing a Successful Grant’ workshops. These free workshops assisted participants to develop and write their grant applications and focused on specific questions in the application form. A total of 18 people from 12 organisations participated in these workshops.

· Two ‘Advisory Desk’ sessions. Applicants were provided with the opportunity to book a timeslot during these sessions to receive tailored one on one advice on their project and grant application. A total of 17 people from 16 community organisations participated in these sessions.

· A total of 95 people were also provided with information or advice about their projects through phone and email enquiries.

Assessment Process

The Community Grants Program is a competitive process with applications assessed against the published criteria. Applications submitted for funding under the Community Grants Program were assessed in two stages. This included:

Stage 1: Eligibility Assessment

Council’s grants administrators conducted an eligibility assessment of all applications submitted. This included applications being submitted on time, being complete and meeting the eligibility criteria.

Stage 2: Subject Matter Expert Panels

Three internal assessment panels (Subject Matter Expert Panels) consisting of Council staff were convened to review and rank eligible applications against the assessment criteria. The Subject Matter Expert Panels involved members of staff that have sufficient understanding of the funding process and funding priorities. The Panels consisted of staff from a cross-section of service areas.

Panel members were required to complete confidentiality and conflict of interest documents and declare any conflicts of interest that arose during the assessment process.

Subject Matter Expert Panels assessed all applications.

Assessment Outcomes

A total of $373,079 was available in Round One across five funding streams. Council received a total of 70 applications requesting a total of $646,752. Of the applications received, 37 are recommended for funding in Round One.

The following table provides a summary of the assessment outcomes:

Funding Stream	Amount Available	Amount Recommended	No. of Projects Recommended
Community Participation - Small (Up to $5,000)	$300,000	$22,056	5 projects
Community Participation - Large ($5,001 to $20,000)	$300,000	$184,494	12 projects
Community Events § Community Festival (Up to $15,000) § Celebrating Cumberland (Up to $5,000) § Venue Hire (Up to $1,000)	$50,000	$48,500	6 events
Small Equipment (Up to $2,000)	$20,000	$20,788	14 projects
Rising Star Sports Award ($750 to $1,500)	$3,079	$0	0 individuals
TOTAL	$373,079	$275,838	37

The total value of the 37 applications recommended for funding is $275,838.

A full list of applications recommended by the Subject Matter Expert Panels for funding under Round One is included in Attachment 1 for determination by Council.

Applications not recommended for funding have either: Not met the eligibility criteria; have provided insufficient information; or have not scored as high against the assessment criteria.

Council staff will provide all unsuccessful applicants with an opportunity to receive tailored one on one feedback on their grant application. These feedback sessions will provide unsuccessful applicants with an opportunity to improve their application and resubmit to future rounds of the Community Grants Program.

Ongoing Improvements

Council undertakes a continuous review of each round of the Community Grants Program to ensure the structure, design and processes meet Council’s Community Grants Program objectives. Opportunities to further promote and encourage greater use of the grant supports available will be implemented in Round Two.

There were no applications received in Round One for the Rising Star Sports Award Program. This was in part due to the timing of promotion, which occurred between winter and summer sporting seasons. Applications for the Rising Star Sports Award Program are continuously open with applications assessed monthly and reported to Council for consideration on an as needs basis. A targeted promotional campaign will be undertaken with local sporting groups to encourage greater awareness of the Rising Star Sports Award Program. It is anticipated that a longer lead time for promotion of the program and an extended window for representation will increase the number of applications in this program.

Community Engagement

Council will notify all applicants of the outcome of their application. Unsuccessful applicants will be offered feedback and support under Council’s Grants Support Program. This includes one on one feedback sessions to applicants on how to improve their applications and access to grant writing workshops and tools.

Information about Round Two of the Cumberland Community Grants Program 2019/2020, which will open in January 2020, will be widely promoted and made available to the community.

Policy Implications

The Community Grants and Donations Policy outlines the framework under which grants and donations made by Council to the community are governed. The Policy ensures Council meets legislative requirements prescribed under Section 356 of the Local Government Act 1993. All applications submitted in Round One of the Community Grants Program 2019/2020 have been assessed in accordance with this Policy.

Risk Implications

Successful applicants will be required to enter into a funding agreement with Council and meet all requirements of project delivery, reporting and acquittal.

Financial Implications

There is a total annual funding pool of $700,000 in the Community Grants Program 2019/2020 budget to fund the projects recommended for funding under Round One.

It should be noted that successful applicants must submit compulsory information to Council prior to payments being processed. In some instances, it has taken up to three months for a successful applicant to provide the compulsory information to Council with significant resources invested in following up community groups. It is recommended that should a successful recipient not submit the required information by the due date outlined in the successful application notification letter, the allocated funds will be forfeited and reallocated to Round Two. This will avoid large grant commitments being unallocated or carried over to a new financial year, resulting in a reduced funding pool for other applicants.

CONCLUSION

The Cumberland Community Grants Program aims to support the delivery of services and programs that build a vibrant and sustainable Cumberland. The projects recommended for funding aim to deliver significant community benefits and positive change across the Cumberland LGA.

Council has put in place appropriate monitoring, acquittal and accountability measures for recipients of the Community Grants Program to ensure funds are spent in accordance with the Guidelines. Council will continue to make improvements to the Community Grants Program based on applicant feedback, observations made by grants officers and members of Subject Matter Expert Assessment Panels to improve the overall quality of applications and assessment outcomes.

Attachments

1. Community Grants Program Round One 2019/2020 - Schedule of Applications Received ⇩

2. Community Grants Program Round One 2019/2020 Guidelines ⇩

Council Meeting

16 October 2019

Item No: C10/19-247

Preparation of a New Cumberland Development Control Plan

Responsible Division: Environment & Planning

Officer: Director Environment & Planning

File Number: S-5750-01

Community Strategic Plan Goal: A resilient built environment

Summary

This report outlines the approach and key milestones for work on the new Cumberland Development Control Plan (DCP).

The preparation of a new Cumberland DCP will complement the work being undertaken on the new Cumberland LEP, by providing a single set of detailed planning controls across the area. Community feedback will also be sought as part of this work.

A report to Council will be presented for the new draft Cumberland DCP to proceed to public exhibition. Work on the new Cumberland DCP aligns with the milestones for the preparation of the new Cumberland Local Environmental Plan, which is required to be completed by mid-2020.

Recommendation

That Council note the approach and key milestones for the preparation of the new Cumberland Development Control Plan (DCP).

Report

Background

Cumberland Council is currently operating under three separate detailed planning control documents, known as Development Control Plans (DCP), which represent the detailed planning controls from the former Council areas within Cumberland prior to amalgamation. These include:

i. Auburn DCP, which applies to land in the former Auburn City Council area (eastern part of Cumberland)

ii. Parramatta DCP, which applies to land in the former Parramatta City Council area (central part of Cumberland)

iii. Holroyd DCP, which applies to land in the former Holroyd City Council area (western part of Cumberland)

The current approach does not provide an integrated planning framework for the Cumberland area, with inconsistent planning controls in place, and is not aligned to current strategic plans and policies from Council and the NSW Government.

Preparing a new Cumberland Development Control Plan (DCP)

Changes to the Environmental Planning and Assessment Act 1979 in March 2018 require all metropolitan councils to review and amend their existing LEP to ensure it aligns with the relevant District Plan and Greater Sydney Region Plan. Cumberland has been identified as a priority council by the Greater Sydney Commission.

The preparation of a new Cumberland DCP will complement the work being undertaken on the new Cumberland LEP, by providing more detailed planning controls for development in the area. Work on the new DCP will follow the typical process for a Council policy, with the final result being the adoption of a new Cumberland DCP.

Approach

The focus of the new Cumberland DCP is harmonising the three DCPs in operation across Cumberland into a single set of detailed planning controls under a comprehensive DCP. These include information on various types of development (eg. residential), activities related to development (eg. parking) and site specific controls (eg. former Lidcombe Hospital site).

Other site specific DCP work being finalised, such as Wentworthville Town Centre, will not be affected and will continue to progress separately.

The following principles are being used to inform the preparation of the new Cumberland DCP:

· As far as practicable, apply the same DCP controls across the Cumberland area (focus on creating a consistent set of development controls for Cumberland).

· Identify those controls which currently apply in one or more of the existing DCPs which work well and adopt these across the Cumberland area.

· Where an emerging planning issue is identified or in the case where a control is does not currently working, identify best practice development controls and adopt these across the Cumberland area.

· Where justification for amending or including a DCP control is not currently available, identify the further analysis to be undertaken.

Key milestones

The key milestones on the new Cumberland DCP are shown in Figure 1. These milestones include:

· Planning approach on scope items for the new DCP (underway)

· Preparation of a new DCP (underway)

· Council report on the new DCP to proceed to public exhibition (late 2019 or early 2020)

· Public exhibition of the draft new Cumberland DCP (early 2020)

· Council report to adopt the new Cumberland DCP (mid 2020)

Figure 1: Key milestones for new Cumberland DCP

Consultation

Consultation will be undertaken on the draft new Cumberland DCP, and this is anticipated to occur in early 2020. Opportunities to integrate this consultation with the draft Cumberland LEP will be pursued, but is subject to the status of both work programs at this time.

Community Engagement

Community engagement activities are outlined in the main body of the report.

Policy Implications

The preparation of the Cumberland DCP supports the new Cumberland Local Environmental Plan, which is required under the Environmental Planning and Assessment Act 1979. The Cumberland DCP will also align with the strategic directions outlined in Council’s Community Strategic Plan and Draft Cumberland 2030: Our Local Strategic Planning Statement.

Risk Implications

The approach outlined for the preparation of a new Cumberland DCP is designed to align with the milestones on work for the new Cumberland Local Environmental Plan, which is required to be completed by mid-2020. The release of funds from the grant is also linked to these milestones.

Financial Implications

Work undertaken on the Cumberland DCP, including analysis, document preparation and planned community consultation activities, will be funded from the accelerated Local Environmental Plan Funding Grant provided by the NSW Government.

CONCLUSION

Council is preparing a new Cumberland DCP, which will focus on harmonising the three DCPs in operation across Cumberland into a single set of detailed planning controls. Community feedback will also be sought as part of this work.

Attachments

Nil

Council Meeting

16 October 2019

Item No: C10/19-248

Proposed Precinct and Site Specific Planning Controls for Inclusion in the New Cumberland Development Control Plan

Responsible Division: Environment & Planning

Officer: Director Environment & Planning

File Number: S-5750-01

Community Strategic Plan Goal: A resilient built environment

Summary

The preparation of a new Cumberland Development Control Plan (DCP) is underway, with the focus on harmonising the planning controls of the three DCPs in operation across Cumberland into a single set of detailed planning controls under a comprehensive DCP.

This report outlines some of the proposed planning controls to be included in the new Cumberland DCP. It recommends that Council endorse the carryover of precinct and site specific planning controls under existing DCPs for locations in the Cumberland area. This information will be included in the draft new Cumberland DCP that is currently being prepared.

Recommendation

That Council:

1. Endorse the carry over of precinct and site specific planning controls covered under existing Development Control Plans for locations in the Cumberland area, as provided in Attachment 1; and

2. Note that the above item will be included in the draft Cumberland Development Control Plan.

Report

Background

Cumberland Council is currently operating under three separate sets of planning controls, known as a Development Control Plans (DCP), and is available on Council’s website. The current approach does not provide an integrated planning framework for the Cumberland areas, with inconsistent planning controls in place, and is not aligned to current strategic plans and policies from Council and the NSW Government.

New Cumberland Development Control Plan (DCP)

The preparation of a new Cumberland DCP will complement the work being undertaken on the new Cumberland LEP, by providing more detailed planning controls for development in the area. This report focuses on proposed precinct and site specific planning controls within the new Cumberland DCP, as shown in Figure 1.

Figure 1: Proposed Planning Control Guidelines Covered in Council Report

Precinct and Site Specific Development Controls

This part of the DCP focuses on precinct and site specific development controls. It provides detailed guidance on a range of planning matters to achieve urban form outcomes at key centres, precincts and individual sites in the Cumberland area. These locations include:

· Key centres and strategic corridors as outlined in the draft Cumberland 2030: Our Local Strategic Planning Statement, including Merrylands, Wentworthville, Granville, Lidcombe, Auburn, Toongabbie, Pendle Hill, Guildford, Pemulwuy and T-way corridor

· Other precinct and site specific locations, including Auburn, Greystanes, Guildford, Holroyd, Lidcombe, Merrylands, Regents Park, Smithfield, South Granville and Wentworthville

This report recommends that Council carryover development controls under existing DCPs for a range of locations in the Cumberland area, including key centres, precincts and individual sites. This approach will retain the status quo for planning controls at these locations, providing continuity where detailed planning work has been previously undertaken.

Further updates to the identified precinct and site specific development controls can be undertaken, if required, following the completion of work for the new Cumberland DCP.

Next Steps

Subject to endorsement, the proposed planning controls will be included in the draft Cumberland DCP. The draft new Cumberland DCP will be provided for consideration by Council in late 2019 or early 2020 prior to proceeding to public exhibition.

Community Engagement

Consultation will be undertaken on the draft new Cumberland DCP, and this is anticipated to occur in early 2020.

Policy Implications

Risk Implications

The preparation of a new Cumberland DCP is designed to align with the milestones on work for the new Cumberland Local Environmental Plan, which is required to be completed by mid-2020. The release of funds from the grant is also linked to these milestones. Endorsement of the proposed planning controls will assist Council in meeting these milestones.

Financial Implications

CONCLUSION

The preparation of a new Cumberland Development Control Plan (DCP) is underway. This report outlines some of the proposed planning controls to be included in the new Cumberland DCP. It recommends that Council endorse the carryover of precinct and site specific planning controls under existing DCPs for locations in the Cumberland area. This information will be included in the draft Cumberland DCP that is currently being prepared.

Attachments

1. Proposed planning controls – precinct and site specific locations ⇩

2. Precinct and site specific development controls – Auburn DCP - https://www.cumberland.nsw.gov.au/development/policies-plans-and-controls/development-control-plan ⇩

3. Merrylands East Neighbourhood Centre Precinct ⇩

4. Precinct and site specific development controls – Parramatta DCP - https://www.cumberland.nsw.gov.au/development/policies-plans-and-controls/development-control-plan ⇩

5. Precinct and site specific development controls – Holroyd DCP - https://www.cumberland.nsw.gov.au/development/policies-plans-and-controls/development-control-plan ⇩

Council Meeting

16 October 2019

Item No: C10/19-249

Compliance and Enforcement Policy and Guideline

Responsible Division: Environment & Planning

Officer: Director Environment & Planning

File Number: E40-05

Community Strategic Plan Goal: A resilient built environment

Summary

Council’s Compliance and Enforcement Policy is due for reconsideration by Council and will be accompanied by the Compliance and Enforcement Guideline. Council officers are recommending refinements to the Compliance and Enforcement Guideline to facilitate best practice and respond to feedback from the community and stakeholders. It is recommended that the Policy and Guideline be placed on public exhibition and a report provided back to Council following the conclusion of the exhibition period.

Recommendation

That Council place the Compliance and Enforcement Policy and Compliance and Enforcement Guideline on public exhibition for a period of 28 days, with a report to be provided back to Council following the conclusion of the exhibition period.

Report

Context

In March 2017, the current Compliance and Enforcement Policy was adopted by Council. A Compliance and Enforcement Guideline was also developed to support the implementation of the Policy. The Guideline provides assistance to Council officers and the community with regard to the implementation of Council’s Compliance and Enforcement Policy.

This Guideline applies to the management and investigation of unlawful activity, and any enforcement action required in relation to unlawful activity within the local government area for which Council is the appropriate regulatory authority.

Council’s Compliance and Enforcement Policy is due for reconsideration by Council and will be accompanied by the Compliance and Enforcement Guideline. The Compliance and Enforcement Policy has a minor amendment; however, Council officers are recommending refinements to the Compliance and Enforcement Guideline and supporting operational tools to facilitate best practice and respond to feedback from the community and stakeholders. These are further outlined below.

Compliance and Enforcement Policy

It is proposed that a minor change be included that identifies the Smoke Free Environment Act 2000 as a piece of related legislation. While this legislation is enforced by State Government, Council does refer to this legislation in conditions of Development Consent. This minor change provides a more consistent approach in relation to the policy.

Compliance and Enforcement Guideline

It is proposed that the Compliance and Enforcement Guideline specifically empowers the formation and operation of the Compliance Review Panel (CRP). The role of the CRP is to:

a) Ensure openness and transparency in the decision making process with regard to enforceable Directions, Notice & Orders.

b) Ensure openness and transparency in the decision making process with regard to Penalty Notices, where Revenue NSW refers a Penalty Infringement Notice (PIN) to Council for direction.

c) Ensure a balanced assessment is made against each representation to a PIN, Direction, Notice, Order and that State Guidelines and Council Policies are consistently and fairly considered and applied;

d) Ensure consistent outcomes on PIN, Directions, Notice, Order matters.

The existence and function of the CRP is intended to provide a clear signal to the community that Council is determined to ensure accountability and transparency in its role as a regulatory decision maker.

The CRP charter has now been revised such that determinations made by the Compliance Review Panel (CRP) are final and cannot be appealed except through statutory appeal processes in the Courts.

Further revision also addresses the composition of the Panel, now to consist of 5 members, three of whom will have voting rights and be drawn from Council Directorates outside of those accommodating regulatory teams. Regulatory Managers will make up the other two places on the Panel; however, will provide technical advice only.

The CRP will also invite Council’s General Counsel or a solicitor or barrister to review all matters before the panel, either prior to or during a CRP meeting, and give appropriate legal advice.

Reference is also made to the Smoke Free Environment Act 2000 as a piece of related legislation in the Guideline.

Supporting Tools for Council Officers

In addition to the Guideline, compliance and enforcement activities are also supported by operational tools for officers to undertake their duties. Refinements are proposed in these tools to better clarify determinations in enforcement actions, including the type of deterrent enforcement to be undertaken and enhanced peer review mechanisms for Class 1 and 10 developments.

Community Engagement

The Policy will be publicly consulted with the community for 28 days.

Policy Implications

Policy implications are outlined in the main body of the report.

Risk Implications

The proposed improvements to the Compliance and Enforcement Guideline will better mitigate risks to Council and improve transparency of processes for the community and stakeholders. The Policy was reported to the Council’s Audit, Risk and Improvement Committee on 26 August 2019, with the revised Policy receiving positive feedback of the committee.

Financial ImplicatioNS

There are no financial implications for Council associated with this report.

CONCLUSION

Council officers are recommending that Council endorse the public exhibition of the revised Compliance and Enforcement Policy and the refined Compliance and Enforcement Guideline for a period of 28 days such that feedback from the community and stakeholders can be received and responded to. A further report following the exhibition period will be provided to Council.

Attachments

1. Draft Compliance and Enforcement Policy ⇩

2. Draft Compliance and Enforcement Guideline ⇩

Council Meeting

16 October 2019

Item No: C10/19-250

Draft Cumberland Open Space and Recreation Strategy 2019-2029

Responsible Division: Works & Infrastructure

Officer: Director Works & Infrastructure

File Number: SUB46

Community Strategic Plan Goal: A great place to live

Summary

The Draft Open Space and Recreation Strategy 2019-2029 has been developed to provide Council with a ten year direction for open space, sport and recreation services and facilities.

The Strategy aims to align with the goals and objectives of the relevant national, state and regional policy settings and Council’s Integrated Planning and Reporting Framework, including the provision of connected, high quality open space and recreation facilities, active public domain and the incorporation of biodiversity principles.

This report recommends that the Draft Open Space and Recreation Strategy be placed on public exhibition for further consultation with the community.

Recommendation

That Council place the Draft Open Space and Recreation Strategy 2019-2029 on public exhibition for a period of 28 days.

Report

Background

Council at its Ordinary Meeting held on 7 November 2018 resolved (Min.337 C11/18-218) the following:

“That:

1. As a general principle, Councillors note the chronic under supply of accessible public open space across the Cumberland LGA.

2. Accordingly, Councillors do not agree to the current Draft Open Space and Recreation Strategy being placed on public exhibition.

3. Council officers now prepare an amended Strategy that accurately reflects the amount of accessible public open space in each suburb and the population catchment for that open space which may cross local government areas, Council ward and suburb boundaries.

4. Council officers consult Council’s Park Advisory Committees in the preparation of this document.

5. This further Draft be provided to Councillors for a workshop discussion.”

Development of the revised draft Strategy

Following receipt of the resolution of Council, further development of the strategy has been undertaken to consider the amount of accessible open space within the Cumberland Local Government Area. To improve Council’s analysis and calculations, an enhanced methodology for the calculation of accessible open space was developed by Council Staff using Council’s Geographic Information System (GIS) database.

Areas such as private open space (inclusive of private golf courses, lawn bowls clubs) and built recreation facilities (such as aquatic and leisure centres, indoor sports courts, halls and other buildings) were not included to calculate the accessible open space for the strategy. Furthermore, whilst this strategy acknowledges the value and importance of Bushland and Environment zoned (E2) open space for the purpose of calculating accessible open space, these areas as well as golf courses and Rookwood Cemetery, have been not included as they are not accessible for the wider community to use for recreation purposes.

Further work has also been undertaken on Councils Strategic Asset Plan and open space asset data which has been linked to the current Asset Management Plan and used to support this strategy.

Benchmarking Open Space

Historical benchmarking approaches indicate that there should be 2.83ha per 1000 people, however in infill areas and urban contexts like Cumberland; the World Health Organisation recommends a minimum of 9m2 of open space per person.

Cumberland has over 400 parks, totalling over 550 ha of accessible open space. Across the LGA, this currently equates to 26.6m2 of open space per person. As a comparison, the Central City District has an average 44.7m2 of open space per person (excluding metropolitan level open space such as the Western Sydney Parklands).

Open space is often not evenly distributed, suburbs with large regional parks such as Guildford West - Woodpark - Smithfield (76.5m2 per person) and Pemulwuy - Greystanes (66.8m2 per person) have a very high quantum of open space, while others such as Auburn North currently have a very low provision (3.8m2 per person).

By 2036, with Cumberland’s population forecast, the provision of open space per person will also change unless new open space areas are delivered. In this regard and in the absence of any new open space, Cumberland is forecast to have 18.1m2 of open space per person overall, a decrease of 8.5m2 per person over the 20 year period.

The current priority areas that fall close to, or below the World Health Organisation 9m2 per person benchmark include:

· Auburn North (3.6m2),

· Lidcombe South-Rookwood (5.3m2)

· Pendle Hill (8.4m2)

· Regents Park (8.6m2)

· South Wentworthville (8.8m2), and

· Granville (9.1m2)

However in 2036, the per person benchmark is predicted to be;

· Auburn North (1.9m2)

· Lidcombe South-Rookwood (3.7m2)

· Pendle Hill (4.3m2)

· Westmead (6.7m2)

· South Wentworthville (6.7m2)

· Berala (7.4m2)

· Regents Park (7.4m2), and

· Wentworthville (9.4m2)

To ensure open space meets the needs of our growing population and to address existing undersupply in some areas, it is recommended that an Acquisitions Strategy is developed for areas that currently have the lowest provision open space with a focus on expanding existing assets, improving connections to existing open space, and providing spaces for new recreation facilities.

The Strategy

The Draft Open Space and Recreation Strategy 2019-2029 has been developed to provide Council with a ten year direction for open space, sport and recreation services and outdoor facilities.

The specific aims are to:

· Review the existing provision and demand for open space and recreation in the local government area (LGA).

· Establish an integrated and consistent open space policy and planning framework.

· Develop a ten year strategy for the provision of outdoor open space and recreation facilities, and

· Develop recommendations with a focus on social inclusion, connectivity, health and well-being, increasing sport and recreation participation and social and environmental sustainability.

Over the past three years since Cumberland Council was formed, Council has heard from our community about their needs and ideas for open space and recreation in the area.

Across projects such as the Cumberland Community Strategic Plan 2017-2027, Disability Inclusion Action Plan (DIAP) 2017-2021, Youth Strategy 2017-2021, Cumberland Community Safety and Crime Prevention Plan 2018-2022, Cumberland Community Facilities Strategy 2019 – 2029 and other works, the community has identified many priorities for open space and recreation.

Furthermore, community surveys and interviews have been conducted with 181 people and 36 community sporting organisations to help inform this strategy in addition to consideration of the findings from the 2019 ParkScape benchmark user survey and 615 park user intercept interviews conducted in 39 parks across the Cumberland Council area.

The Draft Strategy responds to a number of key themes emerging from the above consultations, including:

· The Cumberland community highly values its parks and open spaces, pathways and footpaths and recreation spaces. With increasing pressure on existing infrastructure and services due to strong population growth and increasing density, there is a desire to live in a place that supports recreation in streets, parks, town centres and where there is access to parks and green spaces.

· There are low levels of satisfaction with open space and recreation facilities in the LGA and that improving the quality of what we have now is a priority.

· There is a need for better quality and distribution of play spaces, more civic and community spaces in town centres linked with connected open space, sports grounds, fitness stations and multi-purpose basketball courts.

· With increasing temperatures and heat across Western Sydney, providing shaded facilities and seating to support participation and spectators is a priority.

· With increased pressure on existing facilities, there is a need for improved planning and management to reduce conflict between users.

Priority Areas

The Draft Strategy identifies guiding principles, strategies and actions to guide Council’s management, planning and provision of open space and recreation into the future.

The following guiding principles reflect best practice approaches to open space and recreation facility provision and management, and the specific needs and characteristics of the Cumberland community. They are intended to be used as a guiding tool for Council in planning for open space and recreation facilities, these are;

· Provide for the recreation needs of our diverse community, taking into account forecast population growth, to contribute to improved community health and wellbeing.

· Deliver a network of quality open space and recreation facilities that are safe, well-maintained, accessible, flexible and connected.

· Support the provision of open spaces that protect our natural environment and heritage by incorporating ecologically sustainable development principles to protect and enhance biodiversity.

· Work collaboratively with the community and delivery partners including developers, State government, neighbouring councils, school and sporting organisations.

· Focus on equity, efficiency, partnerships and innovation to resource open space and recreation in an increasingly constrained financial environment.

The Draft Strategy also includes the following four strategic directions:

1. Provide open space and recreation facilities that meet the needs of a growing population.

2. Increasing the quality and capacity of existing open space and recreation facilities.

3. Supporting inclusion and increased use by a diverse community.

4. Protect natural environment and increase resilience.

Tracking Progress and Reporting

The implementation of the Draft Strategy has been incorporated into Council’s Delivery Program and Operational Plan 2019/2020. It will also be supported by an annual implementation plan which will identify the priority actions to be implemented with accompanying responsibilities, performance indicators and timeframes.

Progress against the Draft Strategy will be reported quarterly to Council and an evaluation of the Plan will be undertaken at the midway mark and at the completion of the ten year term in 2029. The results of this evaluation will be reported to Council and the community.

Community Engagement

Initial community consultation has been carried out as detailed within the body of this report. It is now proposed that the Draft Open Space and Recreation Strategy 2019-2029 be placed on public exhibition for a minimum of 28 days, to enable further input from the community.

Feedback and public comments arising from the public exhibition period will be reported back to Council and used to inform the completion of the strategy.

Policy Implications

The Strategy aligns with the goals and objectives of relevant national, state and regional policy settings and Council’s Integrated Planning and Reporting Framework.

Risk Implications

This is the first Open Space & Recreation Strategy for Cumberland Council. The Strategy provides a framework to ensure long-term planning for open space and recreation across Cumberland is undertaken in a consistent way, based on population needs and growth.

Implementation of the strategy will ensure a more strategic, economically sustainable approach to the provision of open space and recreation facilities. It will also facilitate planning for improved access, utilisation and engagement on open space and recreation priorities.

Financial Implications

Funding for all actions identified in the Draft Open Space and Recreation Strategy 2019 -2029 will be sought from sources such as Council revenue, developer contributions and grant funding.

CONCLUSION

The Draft Open Space and Recreation Strategy 2019-2029 has been developed to provide Council with a ten year direction for open space, sport and recreation services and facilities.

This report recommends that the Draft Open Space and Recreation Strategy 2019 -2029 be placed on public exhibition for further consultation with the community.

Attachments

1. Draft Open Space and Recreation Strategy 2019-2029 ⇩

Council Meeting

16 October 2019

Item No: C10/19-251

Response to Notice of Motion - Draft Wyatt Park Plan of Management

Responsible Division: Works & Infrastructure

Officer: Director Works & Infrastructure

File Number: HC-19-10-16

Community Strategic Plan Goal: A great place to live

Summary

This report provides Council with an update on the current status and progress made by Council in relation to the development of the Wyatt Park Plan of Management, and outlines the steps and timeframes for completion.

Recommendation

That Council receive and note this report.

Report

Background

Council at its ordinary meeting on the 1st May 2019, resolved the following (Min.515 C05/19-79):

“That Council:

1. Provide a report regarding the current status of the Wyatt Park Master Plan and reasons for the lack of progress.

2. Provide a workshop to interested councillors and also receive feedback from them regarding the future look of Wyatt Park.

3. Allow a period of community consultation for their views on the future look of Wyatt Park.

4. Contact previous stakeholders who showed an interest in the Park previously, and provide them with updates of Council’s intentions and any proposals they wish to put forward.

5. Write to the Minister for Sport, Multiculturalism, Seniors and Veterans, The Hon John Sidoti, requesting any assistance whether financial or otherwise with respect of the future development of Wyatt Park and also an update of what Council’s intentions are for the Park.”

Changes to Crown Land Management Act, 2016

Following on from previous advice provided to Council, changes have recently come into effect within the Crown Land Management Act, 2016 (Attachment 2 and 3), which have delayed Council’s progression with the development and implementation of the Wyatt Park Plan of Management (PoM) (Attachment 5 and 6).

Central to these changes are provisions which require Council to have a greater understanding of its native title responsibilities of Crown Land Reserves when developing Plans of Management for its parks and open space.

Due to the specialised nature and complexity concerning native title and its significance in relation to Council’s open space, Council is now required to fully assess the requirements of native title and its impact against Council’s proposed future use of Crown Land Reserves covered by Plans of Management.

In order to accommodate these changes, Council officers have attended formal training and information sessions to gain the appropriate native title certification which will allow Council to now progress the current and future Plans of Management for its open space.

Draft Wyatt Park Plan of Management and Landscape Masterplan

Wyatt Park is a 23 hectare district park, within the Cumberland Council Local Government Area with a number of significant recreation facilities, catering largely for organised sporting activities and large scale community events. The park is bound by Olympic Drive, Church Street and Percy Street and is within walking distance to both Auburn and Lidcombe Railway Stations.

Initially, the draft Wyatt Park Plan of Management was completed in March 2018 and sought to provide the community, sporting groups and casual users with a clear direction and framework for the future use and management of the park.

The Draft Plan of Management has been prepared based on a detailed analysis of relevant planning and policy directions, a comprehensive assessment of existing site conditions and usage patterns as well as extensive consultation with internal Council staff, key stakeholders and the general community. The Draft Plan of Management aims to;

• Outline future planning and purpose for the open space

• Enhance the quality of open spaces within Wyatt Park

• Activate and encourage the use of the open space by promoting and developing Wyatt Park as a multi-use parkland for the Cumberland community.

• Provide and integrate community spaces and services by incorporating youth, sport and family activities.

• Improve safety and general access by incorporating improved road and pathway facilities.

• Enhance connectivity within the park and links to surrounding parks and transport hubs ensuring diversity of opportunity within the park and the wider open space network.

• Protect and enhance environment systems, biodiversity and increase sustainability.

• Formalise use inclusive of casual hire, leases and licencing.

The Landscape Masterplan (Attachment 1), highlights a range of new facilities including new playgrounds, skate and scooter youth precinct, learn-to-ride bicycle track, BBQ and picnic facilities, new youth centre and community facilities.

It also proposes the upgrade of existing facilities such as amenities buildings, basketball stadium extensions, improved accessibility and connectivity for pedestrians, cyclists and vehicles as well as improved security through better surveillance, lighting and the activation of passive areas of the park.

Future Actions to Finalise Plan of Management and Landscape Masterplan

Following the completion of a detailed native title assessment in accordance with the requirements of the Crown Land Management Act, 2016 the initial draft Wyatt Park Plan of Management and Landscape Masterplan will be ready for endorsement by Council and the community.

Outlined below is a summary of the steps required to finalise the Wyatt Park Plan of Management and Landscape Masterplan;

• Endorsement of the Plan of Management by the Minister for Crown Land

• Report to Council recommending public exhibition

• Public exhibition of the draft Wyatt Park Plan of Management and Landscape Masterplan

• Update and incorporate community feedback submitted during the public exhibition period

• Update stakeholders and the community on progress and submission to Council

• Final report to Council recommending adoption

Subject to successful endorsement by the Minister for Crown Land, it is anticipated that the Plan of Management and Landscape Masterplan will be submitted to Council recommending public exhibition in early 2020.

Community Engagement

The process for preparing the draft Plan of Management has included consultation and engagement with relevant stakeholders and the community.

The Local Government Act, 1993 requires the public exhibition of draft Plans of Management and a public hearing to confirm the category of community land, prior to its adoption by Council.

Details of the public exhibition and public hearing will be notified to the local community and stakeholders via a ‘Have Your Say’ page, email, newspaper advertisements and the like.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

There are no risk implications for Council associated with this report.

Financial Implications

There are no financial implications for Council associated with this report.

CONCLUSION

Following the completion of native title training by Council officers, the draft Wyatt Park Plan of Management is now able to be progressed. In consideration of this, it is recommended that Council continue to proceed with the development and implementation of the Draft Wyatt Park Plan of Management in accordance with the recommended actions highlighted within the report

Attachments

1. Vision for Wyatt Park - Landscape Masterplan ⇩

2. Council Management of Crown Land - Crown Land Management Act, 2016 ⇩

3. Native Title Advice Requirements - Crown Land Management Act, 2016 ⇩

4. Timeline for Completion ⇩

5. Draft Wyatt Park Plan of Management - Volume 1 ⇩

6. Draft Wyatt Park Plan of Management - Volume 2 ⇩

Council Meeting

16 October 2019

Council Meeting

16 October 2019

Council Meeting

16 October 2019

Item No: C10/19-252

Proposed Closure of Benaud Street Laneway, Greystanes - Consultation Report

Responsible Division: Works & Infrastructure

Officer: Director Works & Infrastructure

File Number: GS-069-TP

Community Strategic Plan Goal: A safe accessible community

Summary

This report details the results of the consultation process undertaken in relation to the proposed closure of the Benaud Street Laneway.

Recommendation

That Council:

1. Not support the closure of the pedestrian laneway at the eastern end of Benaud Street, Greystanes that connects through to Cumberland Road.

2. Undertake a site assessment of the laneway to determine if any further safety measures are warranted and feasible.

3. Notify affected residents of the outcome.

Report

Background

At the Council meeting of 19 June 2019, item C06/19-115 was tabled for consideration regarding the proposed closure of the pedestrian laneway in Benaud Street, Greystanes. The resolution from that item is provided below.

“That Council:

1. Undertake a consultation process with potentially affected residents as detailed within this report, in relation to the proposed closure of the pedestrian laneway at the eastern end of Benaud Street, Greystanes.

2. Report back to Council on the outcome of community consultation, with a recommendation as to whether Council should consider proceeding with the formal notification process under s.38B of the Roads Act 1993.”

The previous report identified that Council had received representations on behalf of residents who reside at the eastern end of Benaud Street, Greystanes and on Cumberland Road, requesting Council’s consideration of the closure of a pedestrian laneway that currently connects Benaud Street with Cumberland Road in Greystanes.

Council’s General Counsel also gave advice in relation to the process to be followed under s.38 of the Roads Act 1993 after which it was considered pertinent for Council to undertake a community consultation process, to determine if closure of the laneway had merit. Consultation was therefore carried out as follows:

· Public exhibition of the proposal, including publication in the Parramatta Advertiser on 7 August 2019 and on Council’s website (‘Have Your Say’) between 25 July 2019 – 25 August 2019.

· Placement of signage on the entrances to the subject laneway, providing notice of the proposed closure and directing residents to Council’s website for further information.

A door knock by Council staff, was also conducted of available residents along Benaud Street on 2 August 2019.

Consultation Outcome

Throughout the consultation period, Council received a total of 108 written submissions by way of email and through the Council’s ‘Have Your Say’ website portal, with some properties identified to have made multiple submissions. For statistical purposes, 98 respondents have therefore been considered with 32 submissions (33%) in support of the laneway closure and 66 submissions (67%) objecting to the proposal.

A brief summary of submissions received has been attached to this report, including a 35 signature petition received by Council objecting to the closure of the laneway. Additionally a statement from the Cumberland Police Area Command has been provided as an attachment indicating support for the laneway to remain open.

A review of the submissions received supports comments made in Council’s initial report on the proposed laneway closure that the laneway serves as a vital pedestrian link for residents accessing Greystanes Public School and Greystanes Shopping Centre

It is further noted that should the laneway be closed, pedestrians who access these locations would be forced to use alternative routes through the Benaud Street Park and along Merrylands Road or alternatively through the busier Whalans Road.

Some of these alternative routes do not provide level pedestrian access and would potentially burden the elderly and less mobile members of our community. In consideration of the responses received from the community and the lack of suitable alternative access, it is recommended that the closure of the laneway not proceed.

Community Engagement

Community consultation was carried out in accordance with Council’s previous resolution on the matter. It is further proposed that affected residents be notified of the outcome from this report.

Policy Implications

There are no policy implications for Council associated with this report.

Risk Implications

Submissions received from members of the public in addition to the Cumberland Police Area Command, encouraged Council to consider further community safety measures within the laneway. It is therefore proposed that Council’s Crime Prevention Officer undertake a site assessment of the laneway to determine if any further measures are warranted and feasible.

Financial Implications

There are potential financial implications for Council associated with any recommendations arising from the proposed site safety assessment. If it is determined that additional infrastructure is required, consideration would need to be given to Council’s existing capital works budget and other community safety priorities across the LGA.

CONCLUSION

In consideration of the consultation results, and the lack of alternative suitable access for pedestrians, it is recommended that the closure of the Benaud Street laneway not proceed.

Attachments

1. Summary of Submissions Supporting the Closure ⇩

2. Summary of Submissions Objecting the Closure ⇩

3. Statements from NSW Police ⇩

4. Overview Map of Potentially Affected Area ⇩

Council Meeting

16 October 2019

Item No: C10/19-253

Quarterly Progress Report on Council Consultative and Advisory Committees

Responsible Division: Community Development

Officer: Director Community Development

File Number: T034994/2018

Community Strategic Plan Goal: Transparent and accountable leadership

Summary

This report presents the draft minutes of the Consultative and Advisory Committee meetings held since July 2019. It also provides an overview of nominations received from community members for vacancies on Council’s Consultative and Advisory Committees and recommends that Council adopt three nominations for community membership.

Recommendation

That Council:

1. Receive the draft minutes of the Consultative and Advisory Committee meetings held as listed in the report and included in Attachments 1, 2, 3, 4, 6 and 7.

2. Write to the Minister for Transport and local State Members in relation to the inconsistent application of Tactile Ground Surface Indicators on train platforms in the Cumberland LGA.

3. Adopt the Community Committee Members listed in the report for membership on Council’s Advisory and Consultative Committees for the remainder of committee term and advise all applicants in writing of the outcome of their nomination for membership.

Report

Progress Report on Council Committee Meetings

The following Committees have met since July 2019:

Committee	Meeting Date	Number of Attendees
Companion Animals Advisory Committee	16 July 2019	6
Events Committee	1 August 2019	6
Aboriginal and Torres Strait Islander Consultative Committee	6 August 2019	11
Access Committee	22 August 2019	7
Youth Advisory Committee	26 August 2019	9
Arts Advisory Committee	3 September 2019	7

The draft minutes of each of the above Committee meetings are included in Attachments 1, 2, 3, 4, 6 and 7 of this report.

A recommendation arising from the Access Committee meeting held on 22 August 2019 was that “Council write to the Minister for Transport and local State Members in relation to the inconsistent application of Tactile Ground Surface Indicators across train platforms in the Cumberland LGA.” The Draft Mainstreaming Access Resource document Designing and Delivering Accessible and Inclusive Programs: A Toolkit was also discussed at the Access Committee meeting and is included with this report under Attachment 5.

Committee Resignations and Vacancies

Council received a notification of resignation from the following community Committee Member:

· Raj Garg (Events Committee and Community Safety and Crime Prevention Committee).

Expression of Interest for Advisory Committees of Council

The following table outlines the nominations received for each of the Committees during the period. All nominations were reviewed against the selection criteria by Council Officers. Recommendations for Committee Members are based on those found to be successful in meeting one or more of the selection criteria.

Where limited vacancies exist, Council has taken into consideration the current membership of the Committee and sought to ensure broad community representation on the Committee.

It is recommended that Council adopt three nominations as outlined below:

Committee Name	Number of vacancies	Number of nominations received	Number of nominations recommended	Nominations recommended
Library Advisory Committee	No limit	1	1	Noel McDonough
Aboriginal and Torres Strait Islander Committee	1	1	1	Ashlee Kearney
Arts Advisory Committee	0	1	0	None at this time
Access Committee	0	1	0	None at this time
CALD Committee	0	1	0	None at this time
Events Advisory Committee	1	1	0	None at this time
Community Safety and Crime Prevention Committee	1	1	1	Sangita Kashyap
Youth Advisory Committee	0	1	0	None at this time

The nominees who were not recommended to join one of the Committees, due to the limited number of vacancies and/or not meeting the selection criteria, will be provided with feedback on their nomination and offered other opportunities to be involved with Council.

Community Engagement

There are no further consultation processes for Council associated with this report.

Policy Implications

Council’s Consultative and Advisory Committees are recognised as one method for involving the community in Council’s decision making processes in the Community Engagement and Participation Strategy.

All Consultative and Advisory Committees of Council and their members are expected to comply with the Code of Conduct and supporting policies.

Risk Implications

All new Committee members will be required to participate in a Council induction session to ensure they are aware of their obligations under the Code of Conduct and supporting policies.

Financial Implications

There are no financial implications for Council associated with this report.

CONCLUSION

This report provides the draft minutes of the Consultative and Advisory Committee meetings held since July 2019. It recommends that Council adopt three nominations for community membership on Council’s Consultative and Advisory Committees.

Arising from the Access Committee, it also recommends that Council write to the Minister for Transport and local State Members in relation to the inconsistent application of Tactile Ground Surface Indicators across train platforms in the Cumberland LGA.

Attachments

1. Draft Minutes of Meeting - Companion Animals Advisory Committee - 16 July 2019 ⇩

2. Draft Minutes of Meeting - Events Committee - 1 August 2019 ⇩

3. Draft Minutes of Meeting - Aboriginal and Torres Strait Islander Consultative Committee - 6 August 2019 ⇩

4. Draft Minutes of Meeting - Access Committee - 22 August 2019 ⇩

5. Draft Mainstreaming Access Resource ⇩

6. Draft Minutes of Meeting - Youth Advisory Committee - 26 August 2019 ⇩

7. Draft Minutes of Meeting - Arts Advisory Committee - 3 September 2019 ⇩

Council Meeting

16 October 2019

Item No: C10/19-255

Notice of Motion - Council Committees

Councillor: Ned Attie

File Number: SC483

Summary

Pursuant to Notice, Councillor Attie submitted the following Motion.

Notice of Motion

That Council:

1. Combine the Access Committee and Community Safety Committee to form the Access and Safety Committee;

2. Abolish the following Committees:

a. Arts Advisory Committee;

b. Culturally & Linguistically Diverse (CALD) Advisory Committee;

c. Library Committee;

d. Youth Advisory Committee; and

e. Companion Animals Advisory Committee.

3. Amend the terms of reference for committees with the exception of Civic Risk Mutual, Civic Risk Metro (Which remain as the Mayor or nominee & General Manager) and Wentworthville Community Garden Committee (Which will become 1 Ward Councillor) to have a maximum of 2 Councillors as representatives;

4. Amend the Councillor Representation on the following committees as stated in the table below;

Committees	Councillors
Audit, Risk and Improvement Committee	Councillor Cummings
Audit, Risk and Improvement Committee	Councillor Zaiter
Traffic Committee	Councillor Garrard
Traffic Committee	Councillor Sarkis
Floodplain Committee	Councillor Cummings
Floodplain Committee	Councillor Sarkis
Aboriginal and Torres Strait Islander Consultative (ATSIC) Committee	Councillor Cummings
	Councillor Attie
Events Committee	Councillor Rahme
Events Committee	Councillor Attie
Access & Safety Committee	Councillor Rahme Councillor Zreika
Heritage Committee	Councillor Garrard
Heritage Committee	Councillor Attie
Wentworthville Community Garden Committee	Councillor Zaiter

Resourcing Implications

If supported by Council, this motion can be actioned utilising existing staff resourcing. Council will also realise a reduction of staff overtime should this motion be supported.

General Manager Advice

The Access Committee and the Community Safety and Crime Prevention Advisory Committee deal with different areas of focus. The Access Committee provides community representation, advice and input to Council on the implementation of Council’s Disability Inclusion Action Plan 2017-2021, as well as expert advice on Council community infrastructure projects. The Community Safety and Crime Prevention Committee identifies community safety concerns and provides community input on the implementation of Council’s Cumberland Community Safety and Crime Prevention Plan.

If this motion is supported by Council, Council may wish to consider maintaining a separate Access Committee but consider abolishing the Safety Committee given that there is a dedicated Crime Prevention Officer within Council who works closely with the NSW Police and community members.

If supported, it would also be prudent to inform all affected committee members of Council’s decision, review attendance data and impact of all Community Advisory Committees and seek input from Committee members. The next cycle of Council’s quarterly consultative and advisory committee meetings will be held in October/November 2019. Should this motion be supported by Council, it is recommended that the November meetings continue to be held as scheduled for all Committees and provide an opportunity to thank and seek feedback from current members on ongoing community engagement mechanisms.

Attachments

Nil

Granville Ward
Clr Steve Christou (Mayor)	0419 651 187	Steve.Christou@cumberland.nsw.gov.au
Clr Ola Hamed	0405 070 007	Ola.Hamed@cumberland.nsw.gov.au
Clr Joseph Rahme	0418 995 471	Joseph.Rahme@cumberland.nsw.gov.au
Greystanes Ward
Clr Greg Cummings	0417 612 717	Greg.Cummings@cumberland.nsw.gov.au
Clr Eddy Sarkis (Deputy Mayor)	0418 306 918	Eddy.Sarkis@cumberland.nsw.gov.au
Vacant	-	-
Regents Park Ward
Clr Ned Attie	0419 583 254	Ned.Attie@cumberland.nsw.gov.au
Clr George Campbell	0409 233 315	George.Campbell@cumberland.nsw.gov.au
Clr Kun Huang	0418 911 774	Kun.Huang@cumberland.nsw.gov.au
South Granville Ward
Clr Glenn Elmore	0418 459 527	Glenn.Elmore@cumberland.nsw.gov.au
Clr Paul Garrard	0414 504 504	Paul.Garrard@cumberland.nsw.gov.au
Clr Tom Zreika	0449 008 888	Tom.Zreika@cumberland.nsw.gov.au
Wentworthville Ward
Clr Lisa Lake	0418 669 681	Lisa.Lake@cumberland.nsw.gov.au
Clr Suman Saha	0419 546 950	Suman.Saha@cumberland.nsw.gov.au
Clr Michael Zaiter	0418 432 797	Michael.Zaiter@cumberland.nsw.gov.au