Agenda of Council Meeting - Wednesday, 2 November 2022

Councillor Contact Details

Granville Ward
Clr Steve Christou	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 Diane Colman	0400 279 200	Diane.Colman@cumberland.nsw.gov.au
Clr Greg Cummings	0417 612 717	Greg.Cummings@cumberland.nsw.gov.au
Clr Eddy Sarkis	0425 348 000	Eddy.Sarkis@cumberland.nsw.gov.au
Regents Park Ward
Clr Kun Huang	0418 911 774	Kun.Huang@cumberland.nsw.gov.au
Clr Sabrin Farooqui	0400 322 999	Sabrin.Farooqui@cumberland.nsw.gov.au
Clr Helen Hughes	0400 264 534	Helen.Hughes@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 Mohamad Hussein	0400 281 726	Mohamad.Hussein@cumberland.nsw.gov.au
Wentworthville Ward
Clr Lisa Lake (Mayor)	0418 669 681	Lisa.Lake@cumberland.nsw.gov.au
Clr Suman Saha (Deputy Mayor)	0419 546 950	Suman.Saha@cumberland.nsw.gov.au
Clr Michael Zaiter	0418 432 797	Michael.Zaiter@cumberland.nsw.gov.au

Statement of Ethical Obligations

Oath or Affirmation of Office

In taking the Oath or Affirmation of Office, each Councillor has made a commitment to undertake the duties of the office of councillor in the best interests of the people of Cumberland and Cumberland City Council and that they will faithfully and impartially carry out the functions, powers, authorities and discretions vested in them under the Local Government Act 1993 or any other Act to the best of their ability and judgment.

Conflicts of Interest

A councillor who has a conflict of interest in any matter with which the council is concerned, and who is present at a meeting of the council when the matter is being considered, must disclose the interest and the nature of the interest to the meeting as soon as practicable. Both the disclosure and the nature of the interest must be recorded in the minutes of the Council meeting where the conflict of interest arises. Councillors should ensure that they are familiar with Parts 4 and 5 of the Code of Conduct in relation to their obligations to declare and manage conflicts of interests.

For information on Council services and facilities please visit www.cumberland.nsw.gov.au

Council Meeting

2 November 2022

ORDER OF BUSINESS

All Council Meetings are livestreamed via Council’s website. An audio/visual recording of the meeting is published following the meeting. Recordings remain on Council's website for a period of 12 months and are archived following this.

1 Opening of Meeting

2 Opening Prayer / Acknowledgement of Country / National Anthem

3 Apologies / Requests for Leave of Absence/ Requests for Attendance by Audio-Visual Link

4 Confirmation of Previous Minutes

C11/22-185 Minutes of the Ordinary Meeting of Council - 19 October 2022........................................ 5

5 Declarations of Interest

6 Mayoral Minutes

Nil

7 Public Forum / Presentation of Petitions

8 Items Resolved by Exception

9 Reports to Council

C11/22-186 Cumberland City Council Organisation Structure.................................................. 27

C11/22-187 Adoption of Disability Inclusion Action Plan 2022-2026 Post Exhibition........................ 31

C11/22-188 Response to Notice of Motion - Community Pantry...................................................... 65

C11/22-189 Response to Notice of Motion - Social Housing.................................................... 69

C11/22-190 Response to Notice of Motion - Food Organics Garden Organics (FOGO)........ 111

C11/22-191 Planning Proposal for Targeted Sites in Auburn - Update and Next Steps............. 115

C11/22-192 Additional Funds to Undertake Road Repairs Following Recent Weather Events........... 403

10 Reports of Council Committees

C11/22-193 Audit, Risk and Improvement Committee - Draft Minutes of Extraordinary Meeting Held on 12 October 2022................................ 407

11 Motions Pursuant to Notice

C11/22-179 Notice of Motion - Repatriation of Australian Citizens.................................................. 419

C11/22-194 Notice of Motion - Merrylands Swimming Centre.................................................... 421

C11/22-195 Notice of Motion - Tree Planting Program in Regents Park Ward 423

C11/22-196 Notice of Motion- Chadwick Reserve, Lidcombe Upgrade................................. 425

C11/22-197 Notice of Motion- Careers in Trades and Engineering............................................ 427

C11/22-198 Notice of Motion- 2022 Woodville Pro-Am Event...................................................... 429

12 Motions to Alter or Rescind Council Resolution

C11/22-199 Notice of Motion to Alter Council Resolution - C10/22-171 Community Grants - Round 1 Funding Recommendations.................... 431

13 Questions on Notice

Nil

14 Closed Session Reports

C11/22-184 Tender Evaluation Report - Guildford Foodworks Supermarket Roof and HVAC replacement

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.

15 Resolutions passed in Closed Session

16 Other / General Matters

17 Close

Council Meeting

2 November 2022

Item No: C11/22-186

Cumberland City Council Organisation Structure

Responsible Division: General Manager

Officer: General Manager

File Number: SC486

Community Strategic Plan Goal: Providing Local Leadership

Summary

This report provides Council with a recommendation regarding the improved delivery of services through a new organisational structure.

Recommendation

That Council:

1. Determine, pursuant to s332 and s333 of the Local Government Act 1993, that Council’s organisation structure be as recommended in Attachment 1 of this report, including those positions within the organisation structure that are Senior Staff positions, namely General Manager, Director Corporate Performance (Deputy General Manager), Director City Services, Director Environment and Planning, Director Community and Culture, Director Governance and Risk and General Counsel; and

2. Authorise the General Manager to immediately commence, as outlined in this report, the implementation of the organisation structure detailed in Attachment 1 of this report; and

3. Note that the continued implementation of the structure below the director level will continue following the appointment of the Directors, in ensuring these individuals continue to have input regarding the broad functional areas and their alignment across the organisation.

Report

Section 333 of the NSW Local Government Act 1993 (the Act) provides that “The council must review, and may re-determine, the organisation structure within 12 months after any ordinary election of the council.”

Section 332 of the Act also requires Council to determine the senior staff positions within the organisation structure of the Council.

The COVID-19 pandemic, whilst complex and challenging, provided Council and the Executive Team with valuable opportunities to gain insights into the needs of both our community and our workforce.

Servicing our community during the pandemic highlighted the need for Council to increase its capacity to advocate on behalf of our community for funding for social services. As we return to business as normal following the pandemic and the lockdown measures imposed on Council and our community, the need for Council to lead activities which will rebuild community connection, have never been greater.

With respect to the organisation, a recent climate survey has shown that the significant investments in technology and processes have resulted in improvement in employee sentiment about the progress being made and the benefits of consolidating systems following the merger that created the organisation. Staff also reported that improvements are required in a number of key areas affecting employment and engagement, namely pay and benefits, recruitment and selection and career development opportunities.

As Council would be aware, an increased focus on and scrutiny of employment practices, has resulted in improved financial performance in the last twelve months. To secure Council’s long term financial sustainability, this heightened monitoring of finances must continue, particularly with respect to operating costs and non-essential expenditure. Some of the levers at Council’s disposal with respect to meeting this goal also include the effective management of its assets and property portfolio.

Another key concern for Council in the immediate is the need to increase its focus on compliance, particularly with respect to Governance and the effective management of risks. This also includes closer attention to procurement practices where there may be substantial opportunities to reduce expenditure and increase value for the community.

The above key factors facing Council at this time have prompted a review of the organisation structure to ensure it is designed in a manner that allows for best value services to be delivered to the community, at the right time and with the necessary strength in the internal capacity of the organisation to support this.

Whilst, for some time, it was possible to have the Corporate and Community arms of the organisation co-located within one directorate, the emerging priorities listed above mean this is no longer feasible. A directorate of this size is unwieldy and the expectation that one person can oversight an operation of this breadth and scale is an unreasonable one. This change will see the close alignment of key corporate support functions including finance, corporate planning and business improvement, information systems, human resources, strategic communications and customer services. In having these services consolidated under one area, the opportunities to improve linkages amongst these core functions is maximised.

This proposed change above will allow for the corporate and community functions to be de-coupled, therefore providing each area the internal capacity required to excel in both functions.

The other key feature of the proposed changes outlined in Attachment 1 is the creation of a new directorate, responsible for Governance and Risk. This directorate, in reporting to the General Manager, and having a dedicated presence with a heightened level of seniority, will provide high visibility to the organisation and the community of the importance Council places on these functions. Again, this area, as a directorate, will have the internal capacity and degree of authority required to positively influence the organisation in its governance practices and management of risks.

The proposed realignment of functions summarised above and represented in Attachment 1 will allow Council to strengthen both its internal capacity and its position in advocating on behalf of the community for increased funding and support for the provision of vitally needed social services.

It is proposed that this structure be implemented as follows:

1. Director Corporate Performance (Deputy General Manager) – lateral transfer from current role of Director Community and Organisation Development (Deputy General Manager)

2. Director Community and Culture – Acting arrangements in place until a merit based recruitment process is undertaken

3. Director Governance and Risk – Acting arrangements in place until a merit based recruitment process is undertaken

4. Director Environment and Planning – no change

5. Director City Services – no change

6. General Counsel – no change

It should be noted that implementing the revised structure in this manner will require the issue of new Position Descriptions and Contracts of Employment (modelled on the Office of Local Government’s Standard Contract of Employment for Senior Staff in NSW Councils) for the three positions affected by points (1) to (3) above. This approach ensures that the new structure can be implemented in a manner that meets the relevant statutory and industrial instruments and maintains, as far as possible, continuity in leadership of the organisation and some stability for the organisation which has experienced some degree of change-fatigue as a result of changes in the last three years. Further, preliminary discussions have been held with the affected individuals and their in-principle agreement to the proposed changes has been conveyed.

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

Implementation of this structure, if undertaken in the manner outlined above, will result in an increase of approximately $50,000 per annum in salaries, which can be funded within the existing operational expenditure.

Implementation of the proposed structure in the manner suggested above presents the least cost and highest value option for Council, in delivering an organisation structure that best meets the needs of the community and the organisation.

CONCLUSION

Section 333 of the NSW Local Government Act 1993 provides that “The council must review, and may re-determine, the organisation structure within 12 months after any ordinary election of the council.”

In the short to medium term, Council is presented with the challenges of both an increased reliability of its community on social services and rebuilding activities post-COVID, as well as a workforce that will require more form the organisation as an employer, in ensuring we can continue to attract and retain a suitably skilled labour force, to meet the increasing needs of our community.

Noting the above, and following recent discussions with Council about these matters, the organisation structure proposed in Attachment 1 of this report is recommended for adoption.

Attachments

1. Proposed Organisation Structure - November 2022 (confidential)

Council Meeting

2 November 2022

Item No: C11/22-187

Adoption of Disability Inclusion Action Plan 2022-2026 Post Exhibition

Responsible Division: Community and Organisation Development

Officer: Director Community and Organisation Development (Deputy GM)

File Number: 9667169

Community Strategic Plan Goal: Supporting Community Health, Safety and Wellbeing

Summary

This report recommends the adoption of the Draft Disability Inclusion Action Plan (DIAP) 2022-2026 following a period of public exhibition.

Recommendation

That Council adopt the Disability Inclusion Action Plan 2022-2026 as outlined in Attachment 1 of this report.

Report

At the 3 August 2022 Ordinary Council meeting, Council resolved to place the Draft Disability Inclusion Action Plan (DIAP) 2022-2026 on public exhibition for community feedback (Min. 108).

Subsequently, Council received two formal submissions during the 28-day exhibition period. A summary of submissions received, and Council’s response is outlined in the table below.

No amendments have been made to the Draft Plan based on the public submissions received.

In accordance with the above, Council has now addressed the public feedback and recommends the Draft Disability Inclusion Action Plan 2022 – 2026 included in the attachment be adopted by Council.

Community Engagement

Council publicly exhibited the Draft Disability Inclusion Action Plan 2022 - 2026 for a period of 28 days from 2 August 2022 to 19 September 2022.

During the public exhibition period, the following community engagement activities were undertaken:

· The Draft Plan was made available on Council’s ‘Have Your Say’ website.

· A summary of the Plan and consultation was translated into community languages and distributed.

· The Draft Plan was made available at Council libraries and customer service centres.

· Public notice of the exhibition period of the Draft Plan was promoted on Council’s social media platforms.

· Newspaper advertisements were placed in the Auburn Review and Parra News.

· The Draft Plan was included in the July and August episodes of the Cumberland Conversations podcasts.

The Draft Plan was distributed to:

· Stakeholders who participated in the community engagement process associated with the development of the Draft Plan.

· Agencies and service providers within the Cumberland Local Government Area through the Cumberland Parramatta Community Care Forum

· Residents registered to receive electronic updates from the Seniors and Disability Team

Council received 180 visits to the ‘Have Your Say’ website during the public exhibition period. There was interest in the various documents. The Draft Disability Inclusion Action Plan (DIAP) 2022-2026 was downloaded 65 times.

Submissions were received from two respondents. Council has formally responded to all respondents who made a submission and notified them of the consideration of this item at this Council meeting.

Comments / Suggestions

Council response

Changes to document

One (1) submission was an offer for services for an accessibility report from a consultant not engaged by Council.

Response provided in writing to acknowledge receipt of correspondence. Information provided to Strategic Communications.

Plan amendment: Not required, current design based on WCAG 2.0 AA standard.

Action: No further action required

One (1) submission provided specific requests concerning public transport which will be directed to the relevant department in Council to feed back to Transport for NSW.

Additional specific requests for tasks for Council were also included.

Response provided in writing to acknowledge receipt of submission and that suggestions would be provided to Transport for NSW.

Specific requests can be reviewed in the action plan of the overarching Disability Inclusion Action Plan.

Plan amendments: No

amendments required.

Action: Specific requests relevant to Council will be included in the action plan for consideration from different departments across Council.

Policy Implications

The development and implementation of the Disability Inclusion Action Plan is a legislative requirement under the Disability Inclusion Act 2014.

The adoption of the Disability Inclusion Action Plan will rescind the previously adopted version of this Plan.

Risk Implications

Progress against the Plan will be reported quarterly to Council in accordance with Council’s Corporate Planning and Reporting Framework. The results will also be reported to Council and the community annually as part of the Cumberland City Council Annual Report.

Further to this, it is a requirement of Council to provide year 1 – 4 progress reports to State Government by 30 November each year.

A comprehensive review and evaluation of the Plan will be undertaken at the completion of the four-year term in 2026.

Financial Implications

Funding for the implementation of the Plan has been factored into the approved 2022/23 Seniors and Disability budget with some actions required to be absorbed from across Council’s operational budget. Council will also proactively explore additional external funding to support the delivery of actions outlined in the Plan.

CONCLUSION

Council has publicly exhibited the Draft Disability Inclusion Action Plan 2022 - 2026, and formally responded to all who made a submission. The Draft Disability Inclusion Action Plan 2022 - 2026 is now recommended for adoption.

Attachments

1. Draft Disability Inclusion Action Plan 2022-2026

2. Disability Inclusion Action Plan 2022-2026 - Evaluation Report

Council Meeting

2 November 2022

Item No: C11/22-188

Response to Notice of Motion - Community Pantry

Responsible Division: Community and Organisation Development

Officer: Director Community and Organisation Development (Deputy GM)

File Number: 9598462

Community Strategic Plan Goal: Supporting Community Health, Safety and Wellbeing

Summary

This report provides a response to the Notice of Motion – Community Pantry, which was considered at the Ordinary Meeting of Council held 24 August 2022 (Min.196).

Recommendation

That Council:

1. Endorse the pilot community pantry proposal as outlined in this report.

2. Receive a report in 12 months to evaluate the effectiveness of the pilot program and assessing the feasibility of its continuation.

Report

At the Ordinary Meeting of Council held 24 August 2022 (Item C08/22-129, Min.196) a Notice of Motion relating to the establishment of a community pantry was considered and Council resolved as follows:

“That Council:

1. Note the increasing significance and spread of food insecurity in Australia which has been exacerbated by the pandemic and now also rising living costs.

2. Receive a report investigating options for the creation of community pantries with the support of local food relief charities, community groups and volunteers, with such a report to include consideration of:

· Any associated costs and possible funding sources for the creation of community pantries

· Possible locations/facilities for these pantries

· Proposed operating hours and days

· Any required staffing and whether these pantries can be staffed using existing resources

· How members of the community could contribute to the setting up, stocking and staffing of this initiative.”

This report provides a response to the above Notice of Motion and outlines a pilot program proposal to be undertaken and evaluated after 12 months to gauge its effectiveness and assess the feasibility of its continuation.

Pilot Program Proposal

Council officers have contacted a number of service providers to understand the ability and capacity of other services to partner with Council to deliver a community pantry via existing Council spaces and / or locations. A number of these services have indicated that they would be interested in providing their services to manage a community pantry.

Costs and funding sources

The recommendation is to provide some existing community space for this pilot project, and for local community groups to provide the service with volunteers.

Locations/facilities for these pantries

It is recommended for the initial pilot program that the pantries be set up in the Wentworthville Community Centre and Auburn Centre for Community as both of these locations are accessible and have an open foyer area that the pantries could be placed in and operate from.

Operating hours and days

The operating hours and days would be dependent upon the availability of community groups and service providers for donation and collection.

Staffing requirements

The community pantries would require one to two volunteers at the designated drop off and collection times. The service providers would be managing these requirements with Council staff providing access to spaces and administrative assistance, and with volunteer management.

How members of the community could contribute to the setting up, stocking and staffing of this initiative

The community pantry model is designed for donations to be dropped off by those who can donate them, and then a collection by the community in need. The community groups and service providers identified to pilot this project with Council would engage, using Council’s assistance, with community members. There would be engagement with the community on allocated times for drop off of donations and times for collection. The services that take part in the pilot would manage the set up and staffing, with Council’s assistance with volunteers and access to facilities.

Current provision of food services within Cumberland

A number of services are currently providing food to the Cumberland community. These services are outlined in the table below.

Service	About	Location	Days	Time
Anglicare - mobile community pantry	Low-cost groceries to help stretch your budget further, saving money and connecting with your local community.	Merrylands	Every second Monday (except public holidays)	10am - 11am
C3 Cares	Food Hampers: Fresh fruit, vegetable, and pantry items. Clothing available for people in need.	Silverwater	Tuesday and Wednesday	10am - 2pm
Karabi Community Services	Food Giveaway Program (parcel pick-up): Mondays all Karabi Community Centres have bread, milk, eggs, small amounts of fruit or vegetables when available for the community. Contributions: 2 breads for $2, $2 Milk, $2 eggs. Free fruits or vegetables when available. Bring your own bags.	Constitution Hill, Wentworthville, Seven Hills	Mondays	12:30pm- 1.30pm
Karabi Community Services	Food Bank Program: 4 to 6 bags of produce, fridge items, freezer items and pantry items once a month at each centre. Bookings essential. Cost $24 to be paid in advance. Bring your own bags.	· Seven Hills · Wentworthville · Constitution Hill	First Wednesday of the month. Second Wednesday of the month. Third Wednesday of the month.	Pickup during operating hours.
Salvation Army Auburn	Help with emergency food hampers for community members who might be facing some challenges with food.	Auburn	Weekdays	9:30-3pm
Turbans 4 Australia	Hand out hampers containing staple food and grocery items such as rice, pasta and tinned food. Also provide fresh food items such as bread, fruit and vegetables according to availability.	Clyde	Sundays	11am - 12pm
House of Welcome – Food Bank	Food Bank and support for individuals and families who are seeking asylum or are refugees	Granville	Monday-Friday	Appointment

Community Engagement

There are no consultation processes for Council associated with this report. However, Council would promote the service to the community and service providers, volunteers as well as organisations who may wish to provide donations, via the usual communication and engagement 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. The administrative assistance required by Council to support this project would be minimal. The initiative will initially require some set-up work by Council officers however it is anticipated that as the relevant community groups and volunteers commence and organise the operation, Council’s involvement is likely to reduce over time. Any administrative work required by Council can be met within existing resourcing.

As far as is practically possible, existing cabinetry and surplus office furniture will be repurposed to store the community pantry donations. Should there be any requirement for new furniture to be acquired, the cost of this is likely to be minimal. Staff will also investigate working with local charities and volunteer organisations to build the storage furniture.

CONCLUSION

This report responds to the Notice of Motion – Community Pantry, which was considered at the Ordinary Meeting of Council held 24 August 2022 (Min.196).

The recommendation is to trial a service-led community pantry pilot project over 12 months based on the information as outlined and provide a report back to Council after the pilot is completed.

Attachments

Nil

Council Meeting

2 November 2022

Item No: C11/22-189

Response to Notice of Motion - Social Housing

Responsible Division: Community and Organisation Development

Officer: Director Community and Organisation Development (Deputy GM)

File Number: 9598462

Community Strategic Plan Goal: Supporting Community Health, Safety and Wellbeing

Summary

This report provides a response to the Notice of Motion – Social Housing, which was considered at the Ordinary Meeting of Council held 3 August 2022 (Min.184).

Recommendation

That Council:

1. Advocate to the NSW State Government in the support of service providers to access Core and Cluster and Community Housing Innovation Funding (CHIF) for the Cumberland LGA;

2. Continue to engage with local social and affordable housing providers to deliver housing options in the Cumberland LGA through various government housing and funding mechanisms and strategies; and

3. Write to the relevant Federal and State Ministers, following the implementation of the Domestic and Family Violence Hub, inviting them to visit the facility and understand the need for social housing and support services within the Cumberland LGA and requesting consideration of increased funding for Cumberland to address these needs.

Report

At the Ordinary Meeting of Council held 3 August 2022 (Item C08/22-122, Min.184) a Notice of Motion relating to Social Housing was considered and Council resolved as follows:

“That Council investigate and report back on the possibility of coordinating with the Federal Government and the NSW State Government:

a. To allocate a proportion of social housing to women and their children in Cumberland who have been subjected to domestic and family violence; and

b. To increase emergency accommodation for women and children in Cumberland escaping domestic and family violence.”

This report provides a response to the above Notice of Motion.

Current work undertaken in the sector

While Council is not a direct provider of accommodation services for those fleeing domestic and family violence, Council staff currently work with local service providers of social and / or emergency housing to assist with accessing funding, referral of clients, and dissemination of information throughout our networks. This referral and advocacy service will be strengthened through better coordination with service providers via the establishment of the Domestic and Family Violence Hub.

Council’s Housing Strategy – Social and Affordable Housing

There is significant work being undertaken by Council in relation to affordable and social housing. The difference in ‘affordable’ and ‘social’ housing should be noted. Affordable housing is generally rented at a discounted rate that is usually no more than 30% of the median wage of an area. Social housing is owned and /or managed by Land and Housing Corporation or Aboriginal housing, and there is a waitlist for these housing types.

Relevant initiatives by Council on affordable housing include:

· Cumberland Housing and Affordable Housing Strategies, which were completed in 2020, and provide a framework for housing supply initiatives

· Council’s Affordable Housing Policy, which was completed in 2021 and includes:

- A target of 5-10% affordable housing for planning proposals

- A commitment to investigating up to 15% affordable housing in viable areas that will experience significant urban renewal

- Commitments of dedication of future affordable housing dwellings for Council through planning proposals and completed to manage through Voluntary Planning Agreements

· Council currently owns and operates 76 seniors housing units at discounted rental rates

· Council regularly engages with community housing providers who have delivered over 1,000 affordable housing dwellings in our LGA.

· Council has partnered with Resilient Sydney, Department of Planning and Environment, Greater City Commission, City of Sydney Council and SSROC on simplifying the system and encouraging affordable housing through consistent planning controls across NSW.

· Council is working with the Land and Housing Corporation on facilitating developments for a range of different price points. For example, a Communities Plus development in Lidcombe is under construction that has a mix of social housing, affordable housing and private housing.

Funding for Social and Emergency Accommodation

There are a number of current funding streams relating to social and emergency accommodation for those escaping Domestic and Family violence:

Core and Cluster – NSW Government, Department of Communities and Justice.

This model allows for independent living and privacy while providing access to support services in the same location as the accommodation. Under the Core and Cluster model, self-contained accommodation is located next to a ‘core’, which provides access to services such as counselling, legal assistance, education and employment support. The sites may contain meeting rooms, audio-visual equipment for court appearances, communal kitchens, and playgrounds.

The Department of Communities and Justice (DCJ) will employ a range of different delivery approaches including use of government and non-government owned land, and working with Community Housing Providers, specialist homelessness services and other organisations to deliver the refuges.

An indicative distribution of the new refuges across DCJ Districts has been presented, with the Western Sydney proposals as below:

Cluster

District

Indicative distribution of new refuges

Indicative targeted Aboriginal-led delivery

Number of existing women’s refuges

Western Sydney and Nepean Blue Mountains

Western Sydney

9-10

Construction of the new Core and Cluster refuges will commence in 2022 and will continue over four years, up to 2025-26. Delivery will occur over three tranches.

Each tranche of the procurement process will commence with an Expression of Interest (EOI) to identify proposals and providers for new or additional facilities (asset and/or service delivery). A Request for Tender process will follow each EOI, consistent with the NSW Government Procurement Policy Framework.

Community Housing Innovation Stimulus (CHIF)- Domestic and Family Violence economic recovery package.

A Domestic and Family Violence funding package totalling $484.3 million is available through the NSW Government – Department of Communities and Justice. Included in the package is more than $50 million to develop or acquire up to 200 dwellings for women escaping domestic and family violence. These dwellings will be delivered under the CHIF.

Federal Government Initiatives

The Federal Government budget as detailed on 25 October 2022 announced an investment of $10bn in the newly created Housing Australia Future Fund. This fund is to be managed by the Future Fund Management Agency, to generate returns to fund the delivery of 30,000 social and affordable homes over five years and allocate $330m for acute housing needs. This funding will be distributed with the support of the State and territory governments, including through existing housing programs. Council will continue to advocate through the Australian Local Government Association for a share of this housing funding and has committed to supporting other levels of government to build more affordable homes.

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

There are no financial implications for Council associated with this report. Advocacy and referral services, housing strategies and the establishment of the Domestic and Family Violence Hub are being undertaken within current adopted operational budgets.

CONCLUSION

This report responds to the Notice of Motion – Social Housing, which was considered at the Ordinary Meeting of Council held 3 August 2022 (Min.184). Council recommends that advocacy be undertaken in relation to the current funding availability for Domestic and Family Violence accommodation. Council also recommends continued and expanded advocacy and referral be undertaken in the provision of Domestic and Family Violence services.

Attachments

1. Cumberland City Council Affordable Housing Strategy

2. NSW Government Core and Cluster funding media release

3. Federal Government Housing Initiatives Fact Sheet

Council Meeting

2 November 2022

Item No: C11/22-190

Response to Notice of Motion - Food Organics Garden Organics (FOGO)

Responsible Division: Environment & Planning

Officer: Director Environment & Planning

File Number: SC488

Community Strategic Plan Goal: Enhancing the Natural and Built Environment

Summary

This report provides a response to the Notice of Motion – Food Organics Garden Organics (FOGO) resolved at the Ordinary Meeting of Council on 18 May 2022 (Min.094). It is recommended that Council endorse a trial program for the implementation of FOGO services in Cumberland.

Recommendation

That Council endorse a trial program for the implementation of Food Organics Garden Organics (FOGO) services in Cumberland, as outlined in this report.

Report

Background

At the Ordinary Meeting of Council on 18 May 2022, a Notice of Motion (Min.094) was raised regarding the development of a trial program to the implementation of a Food Organics Garden Organics (FOGO) service across the Cumberland area. In considering this item, Council resolved the following:

“That a report is provided back to Council on developing a trial program in regard to the implementation of a Food Organics Garden Organics (FOGO) service across the Cumberland area.”

Food Organic Garden Organic (FOGO) Implementation

Cumberland City currently offers garden organic recycling service across Cumberland. As part of the NSW Government’s Waste and Sustainable Materials Strategy 2041, the NSW Government has mandated the separation of food and garden organics for household and selected businesses by 2030. It is estimated that up to 54% of food and garden organics in single dwellings in Cumberland could be separated, processed, and diverted from landfill.

To ensure alignment with NSW Government policy, Council officers have undertaken preliminary planning on the approach to implement FOGO services in Cumberland. Some key elements have been identified that need to be completed beforehand to ensure the successful implementation of a FOGO service, such as:

· Entering into contracts that allow for FOGO collections and processing

· Purchase, supply and delivery of approximately 10,000 green bins to households currently without a green bin (primarily in the former Holroyd City Council area)

· Deliver a comprehensive education and engagement campaign about the new FOGO service across Cumberland to enable uptake and successful implementation.

In response to these elements, the following activities are underway to support the implementation of FOGO:

· New contracts and/or extensions for Council waste contracts are designed to provide options that can facilitate the collection and disposal of FOGO material

· Council officers are investigating grant opportunities to fund the purchase of approximately 10,000 green bins, and will progress these opportunities when available

· Council officers are liaising with other Councils and using previous experience with earlier resource recovery education campaigns to progress the planning and delivery of a comprehensive engagement and education campaign.

Given the large number of households in Cumberland and the lead time required to fully implement a FOGO service, it is anticipated that a full implementation could not be undertaken until the year 2026 at the earliest. This is ahead of the NSW Government’s policy requirement of 2030.

As a first step towards progressing a FOGO service by Council, a two staged trial program is proposed that can be undertaken over the next three years. The components of the trial program include:

· Stage 1: Small scale trial to test and validate service design. This would be undertaken with up to 100 households, selected through an Expression of Interest process. This stage of the trial would be undertaken during 2023.

· Stage 2: Larger scale trial with up to 1,000 households in response to the results of the small-scale trial and completion of missing elements to enable a FOGO service to be provided, such as the full provision of green bins. This stage of the trial would be prepared in 2024 and implemented in 2025.

It is recommended that Council endorse the trial program for the implementation of FOGO services in Cumberland.

Community Engagement

Subject to Council endorsement of the trial program, a comprehensive community engagement and education program would be undertaken as part of the trial of FOGO services in Cumberland. This approach would build on earlier work undertaken for previous resource recovery campaigns by Council, learnings from other Councils on the introduction of FOGO services, and information provided by the NSW Government on the topic.

Policy Implications

The FOGO trial and implementation supports delivery of Council’s Waste and Resource Recovery Strategy 2018-23, specifically Key Focus Area 2: Increase recycling and divert more waste from landfill.

The trial program also aligns with the strategic directions regarding the separation of food and garden organics for household as outlined in the NSW Government’s Waste and Sustainable Materials Strategy 2041.

Risk Implications

The introduction of a trial program for FOGO services minimises risk to Council by ensuring that costs and implementation considerations are better understood and refined prior to any final decisions on the full implementation of a FOGO service.

Financial Implications

Costs associated with the trial and implementation can be covered under the Domestic Waste Budget and is estimated to be $250,000. Opportunities for costs to be offset through grant opportunities will also be considered.

CONCLUSION

In response to Council’s Notice of Motion in May 2022 regarding FOGO services, it is recommended that Council endorse a trial program for the implementation of FOGO services in Cumberland.

Attachments

Nil

Council Meeting

2 November 2022

Item No: C11/22-191

Planning Proposal for Targeted Sites in Auburn - Update and Next Steps

Responsible Division: Environment & Planning

Officer: Director Environment & Planning

File Number: CS-268 and CS-219

Community Strategic Plan Goal: Enhancing the Natural and Built Environment

Summary

In June 2021, following a recommendation from the Cumberland Local Planning Panel, a Planning Proposal for targeted sites in the Auburn Town Centre was reported to Council. At the meeting, Council resolved to omit the Gelibolu Precinct and the eastern part of Susan Street and Beatrice Street area from the Planning Proposal to undertake a detailed study for these areas, with the remaining area of the Planning Proposal for the Auburn Town Centre (Auburn Road between Beatrice Street and Helena Street) to be forwarded to the Department of Planning and Environment for a Gateway Determination.

In December 2021, Council received notification from the Department that the Planning Proposal did not have sufficient information to be considered for a Gateway Determination, and that further information would be required. Further discussions with Departmental officers indicated that a ‘centres based’ or ‘place based’ approach was needed and that this work would also need to be accompanied by a technical analysis.

Based on Council’s resolution in June 2021 and advice received from the Department of Planning and Environment in December 2021, further strategic planning work has been undertaken by Council officers. This report provides an update and outlines the next steps regarding the Planning Proposal for Auburn Town Centre.

Recommendation

That Council:

1. Note the status of the Planning Proposal for targeted sites in the Auburn Town Centre.

2. Endorse that a Council initiated Planning Proposal for the Gelibolu precinct not proceed at this time, with consideration of further strategic planning under a future work program.

3. Endorse that a Council initiated Planning Proposal for the Beatrice Street block not proceed.

4. Note that landowner initiated Planning Proposals may be received for these locations and would be assessed and reported to Council in accordance with statutory and policy requirements.

Report

Background

In July 2020, Council endorsed an updated Planning Proposal for the new Cumberland LEP to be forwarded to the Department of Planning, Industry and Environment (the Department) for legal drafting and finalisation. At the same time, Council endorsed the strategic planning work program for Cumberland City’s key centres and strategic corridors, as shown in Figure 1. As part of this decision, further consideration of planning controls for sites in the Auburn Town Centre (beyond what was included in the Cumberland LEP) would be undertaken as part of Council’s strategic planning work program (Stage 3). The boundaries of the Auburn Town Centre are shown in Figure 2.

Figure 1. Council’s Strategic Planning Work Program

In September 2020, Council considered several additional submissions received from local stakeholders on the draft Cumberland LEP, including site-specific proposals in Auburn. Whilst Council endorsed the proposals to be included in the Cumberland LEP, the Department of Planning and Environment indicated a separate process would be required to progress these proposals.

Figure 2. Auburn Town Centre

Following Council’s resolution of the strategic planning work program, Council officers then proceeded with the preparation of a Planning Proposal for the Auburn Town Centre. Early consultation on proposed planning controls for targeted sites in the Auburn Town Centre was undertaken in March and April 2021. This consultation enabled feedback from a broad range of stakeholders.

In June 2021, following a recommendation from the Cumberland Local Planning Panel, the draft Planning Proposal for targeted sites in the Auburn Town Centre and associated draft amended Development Control Plan for the Auburn Town Centre were reported to Council. At the meeting, Council resolved to omit the Gelibolu Precinct and the eastern part of Susan Street and Beatrice Street area from the Planning Proposal to undertake a detailed study for these areas, with the remaining area of the Planning Proposal for the Auburn Town Centre (Auburn Road between Beatrice Street and Helena Street) to be forwarded to the Department of Planning and Environment for a Gateway Determination.

Strategic Planning for the Gelibolu Precinct

Planning Approach

A strategic level planning review informed by technical studies and analysis has been undertaken of the Gelibolu precinct and its development capacity. In response to Council’s resolution of June 2021, consultants were engaged for a Traffic and Transport Study and Urban Design Study.

The planning approach for the Gelibolu precinct intended to understand appropriate and sustainable dwelling capacity within the Gelibolu precinct (between Station Road, Rawson Street, Percy Street, and Gelibolu Parade, Auburn (Figure 3).

Figure 3. Gelibolu precinct

Strategic Alignment

The precinct is generally consistent with the Greater Sydney Region Plan, Central City District Plan and Cumberland 2030: Our Local Strategic Planning Statement, given its close proximity to Auburn Centre, Auburn Train Station and Wyatt Park.

Technical Studies

In accordance with the resolution from the June 2021 Council meeting, further planning work has been undertaken for the Gelibolu precinct. This included the procurement of an Urban Design Study and Traffic and Transport Study.

Urban Design Study

Council engaged Olsson Architecture to undertake an Urban Design Study for the Gelibolu precinct. The study examined the issues, opportunities and constraints of the precinct to inform land use planning. Housing and commercial space growth were tested against the traffic capacity assessment undertaken in the Traffic and Transport Study and built form outcomes were created to be appropriate to the urban setting of the precinct.

Based on the detailed analysis undertaken, the Urban Design Study recommended that lots in the precinct could be rezoned from R2 Low Density to either B4 Mixed Use or R4 High Density (depending on the proximity to the Train Station), with associated complimentary Building Height and Floor Space Ratio changes. This would equate to a dwelling yield of between approximately 690 – 734 dwellings and a commercial floor area of approximately 5,582m².

Further information is also shown in Figures 4 to 7.

Figure 4. Proposed Built Form Plan

Figure 5. Proposed Zoning Map Figure 6. Proposed Floor Space Ratio Map

Figure 7. Proposed Height of Building Map

Traffic and Transport Analysis

Council engaged SCT Consulting to undertake a strategic level Traffic and Transport Study for the Gelibolu precinct. The study looked at key intersections and the impact the proposed development pattern identified in the Urban Design Study would have on the surrounding road network, as well as the opportunities to introduce bicycle lanes and improve pedestrian access.

The Traffic and Transport Study concluded that the surrounding road network has the capacity to absorb the proposed built form outlined in the Urban Design Study. However, there are known existing issues with access in and out of the Gelibolu precinct due to the existing traffic volumes along the classified regional road, Rawson Street, and the surrounding state road network. This would need to be further investigated in any future detailed traffic and transport study to support progressing the Gelibolu precinct.

The Traffic and Transport Study also concluded that the local road network in the Gelibolu Precinct is suitable for shared paths and dedicated cycle lanes without restricting two-way flows.

Next Steps

Council currently has an endorsed strategic planning work program which is underway, looking at a number of locations including the Woodville Road Corridor, Westmead, Merrylands and Granville. Whilst there is strategic merit in progressing the Gelibolu Precinct, it is recommended that priority be given to these centres already progressing and that the Gelibolu precinct form part of a future work program following completion of the current endorsed program.

Should Council resolve to progress further planning work for the Gelibolu Precinct, additional funding would be required to undertake more detailed studies.

Should a landowner initiated Planning Proposal be formally received by Council in this area, this would be assessed and reported to Council in accordance with statutory and policy requirements.

Strategic Planning for the Beatrice Street Block

Planning Approach

Based on the Department’s feedback, a merit assessment of a place-based study area (shown in Figure 7) against the Strategic Planning Framework has been undertaken to determine the suitability of further pursuing a Council initiated Planning Proposal. This included the area identified in the Council initiated Planning Proposal for targeted sites in the Auburn Town Centre (Auburn Road between Beatrice Street and Helena Street), as well as the area for further investigation in Council’s resolution for more detailed studies (eastern part of Susan Street and Beatrice Street area).

Figure 7. Beatrice Street block

Strategic Alignment

The Beatrice Street block has some inconsistencies with the Greater Sydney Region Plan, Central City District Plan and Cumberland 2030: Our Local Strategic Planning Statement. Whilst the Beatrice Street block is in close proximity to the Auburn Town Centre, the following strategic inconsistencies were found:

- Some parts of the Beatrice Street block are up to nearly 800m walking distance to open space, inconsistent with the 400m requirement or 200m for high density development

- Increased open space in the area would be required to support uplift in the Beatrice Street block

- Some parts of the Beatrice Street block are up to 1km walking distance to Auburn Train Station, whereas the benchmark seeks a maximum of 800m

- The proposed Beatrice Street block may remove some housing diversity from the area

Next Steps

It is recommended that the Beatrice Street block proposal not proceed as a Council initiated Planning Proposal based on the issues identified through the strategic assessment undertaken by Council officers.

Should owners of lots within the subject area wish to rezone their property, this can be progressed as a landowner initiated Planning Proposal and not part of Council’s strategic planning work program. Should a landowner initiated Planning Proposal be formally received by Council in this area, this would be assessed and reported to Council in accordance with statutory and policy requirements.

Community Engagement

Should Council resolve to proceed with a planning proposal at this location, further community consultation would be required.

Should the recommendations of this report be endorsed, those who lodged a submission in earlier rounds of consultation would be advised of the outcome.

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 the recommendations of this report. Should Council resolve to proceed with further planning work, a number of technical studies would need to be undertaken and require additional funding that is not available in the current operational budget.

CONCLUSION

Following Council’s resolution in June 2021 on the Planning Proposal for targeted sites in the Auburn Town Centre and advice from the Department of Planning Environment on the Planning Proposal in December 2021, this report provides an update on further planning work undertaken and next steps.

Attachments

1. Council Report - June 2021

2. Council Minutes - June 2021

3. Gelibolu Precinct Urban Design Study

4. Gelibolu Precinct Traffic and Transport Study

Council Meeting

2 November 2022

Item No: C11/22-192

Additional Funds to Undertake Road Repairs Following Recent Weather Events

Responsible Division: City Services

Officer: Director City Services

File Number: SC483

Community Strategic Plan Goal: Delivering Sustainable Infrastructure and Services

Summary

Cumberland LGA has experienced two high impact wet weather events: late February to early March 2022 and June 2022. To enable Council to understand and qualify the impacts of these two weather events, a road condition survey was undertaken during August and September 2022. In response to the findings of this survey, this report recommends that Council allocate $6.5M from the Infrastructure Reserve to undertake road pavement repairs.

Recommendation

That Council allocate $6.5M from Infrastructure Reserve to undertake road pavement repairs following recent weather events.

Report

Cumberland LGA has experienced two high impact wet weather events: late February to early March 2022 and June 2022. These two events within a short period of time have had a significant impact on the condition of Council’s road network, resulting in the formation of numerous potholes and pavement failures.

At its meeting on 6 April 2022, Council considered a report (C04/22-41) on the impact of the late February to early March 2022 wet weather event. As indicated in this report, Council officers were monitoring the road network for failures.

Since this initial Council report, Council has received a further $1M disaster relief grant from the Federal Government from the June 2022 wet weather event. The disaster relief grants are being managed by the Office of Local Government.

To enable Council to understand and quantify the impacts of these two wet weather events, a road condition survey was undertaken during August and September 2022. The survey was carried out by Council’s road services contractor utilising video capture technology fitted to a vehicle traversing the entire road network.

The contractor and Council officers have analysed the data collected and have advised that the audit revealed that in the short term approximately $6.5M would be required to undertake permanent pavement patching repairs, these being the isolated spots within a road section where failure exists.

Prior to these weather events, Council was aware, through the adoption of recent annual financial statements, of the requirement to improve the investment in its asset renewals over the 5-10 years to reduce its asset backlog. The asset backlog will get worse without allocation of additional funding.

The rapid deterioration of pavement due to these wet weather events pose a safety risk and a high cost to the road users. Without immediate intervention by undertaking additional road repairs, the cost to the community will only increase in future years. Further, the pothole repairs that have been undertaken in response to these events will likely open again. This will result in Council having to play constant catch-up to maintain roads in a safe state.

Due to the impact of the wet weather events Council’s road maintenance operational budget has been severely impacted this financial year, with over 55% of the budget spent to date. To account for this, maintenance funding for other assets is being assessed to determine if reductions are feasible, and if not, what avenues exist to ensure that Council can continue to make safe roads when potholes are reported.

To ensure that our residents have access to high quality infrastructure that is in satisfactory condition, it is recommended that Council allocation $6.5M from the Infrastructure Reserve to undertake road repairs following recent weather events. The focus of this funding allocation is on areas identified in the audit that require permanent pavement patching repairs.

Going forward, Council officers are currently working with Council’s road services contractor to review the future road network capital program to identify options in future financial years. These options will consider alternative surface treatments to the road network instead of resealing to prolong surface life, thus allowing the current Long Term Financial Plan allocation for the road network to be used across more of the network. In consideration and preparation of future capital works programs, Council will be consulted about funding levels above the Long Term Financial Plan for road assets.

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’s Infrastructure Reserve currently has a balance of $11M. It is recommended that Council allocate funding of $6.5M from the Infrastructure Reserve in this financial year towards permanent pavement patching repairs.

CONCLUSION

Recent wet weather events have deteriorated the Council’s road network and left Council inundated with repair requests and increased maintenance costs. Without additional funding, any future damage will place severe pressure on Council’s budget. The report recommends that Council allocate $6.5M from the Infrastructure Reserve to undertake road repairs.

Attachments

Nil

Council Meeting

2 November 2022

Item No: C11/22-193

Audit, Risk and Improvement Committee - Draft Minutes of Extraordinary Meeting Held on 12 October 2022

Responsible Division: General Manager

Officer: Executive Manager General Manager's Unit

File Number: HC-06-03-28

Community Strategic Plan Goal: Providing Local Leadership

Summary

This report presents the Draft Minutes of the Audit, Risk and Improvement Committee extraordinary meeting held on 12 October 2022 for Council’s information.

Recommendation

That Council receive the Draft Minutes of the Audit, Risk and Improvement Committee extraordinary meeting held on 12 October 2022.

Report

Council’s Audit, Risk and Improvement Committee recently held an extraordinary meeting on Wednesday, 12 October 2022.

The minutes of this meeting will be formally adopted at the next Ordinary Committee meeting being held on 7 November 2022.

Minutes of this extraordinary meeting are attached for Council’s information. The extraordinary meeting was called by the General Manager in response to a late adjustment to the Financial Statements, as determined by the External Auditors.

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 direct risks associated with this report. However, the presentation of the meeting minutes to Council provides transparent oversight of Council activities.

Financial Implications

The operations of the Audit, Risk and Improvement Committee are coordinated by the General Manager’s Unit within Council utilising existing allocated resources. There are no additional financial implications for Council associated with this report.

CONCLUSION

The minutes of the Audit, Risk and Improvement Committee meeting are provided to Council for information purposes and to ensure that the review mechanisms of Council operate in an open and transparent manner. It is recommended that Council receive this information.

Attachments

1. Draft ARIC Minutes - 12 October 2022