Agenda of Council Meeting

Council Meeting

12 June 2018

Item No: C0618 Item 1

Subject: Callan Park Regional Skate Park Project

Prepared By: Aaron Callaghan - Parks Planning and Engagement Manager

Authorised By: Cathy Edwards-Davis - Group Manager Trees, Parks and Sports Fields

SUMMARY

This report highlights recent verbal advice received from the Office of Environment and Heritage (OEH) on the proposed regional skate park at Callan Park. OEH have recently advised that the skate park proposal will not be supported by OEH in the revised location which Council has suggested.

OEH is currently developing a Landscape Structure Plan for Callan Park and has advised that specialist landscape architectural advice will be recommending that the skate park be located behind the Waterfront sporting ground. This site has poor visual surveillance and as such Council officers do not support this concept. The site being recommended by OEH’s principal architects appears to negate any prospect of a youth facility of this nature being developed in Callan park into the future.

The report also provides Council with a summary of other sites in the northern section of the LGA which have been assessed by Council officers as alternative locations for a skate park facility and the significant issues associated with any future planning and community engagements on these sites.

RECOMMENDATION

THAT Council:

1. Seek an urgent meeting with the NSW Minister for the Environment to advocate for support from the State Government for the development of a Regional skate park in Callan Park, adjacent to the NSW Ambulance Centre; and

2. Note the significant planning issues associated with developing a skate park at alternative park locations.

BACKGROUND

On 19 July 2011, after 18 months of community consultation, the former Leichhardt Council adopted the draft Callan Park Master Plan, along with the Conservation

Management Plan and Plan of Management for Callan Park.

Callan Park is owned by NSW Health and is under the stewardship of the Office of Environment and Heritage.

One of the key community projects in the draft Callan Park Master Plan is the development of a regional skate park. During the master planning work statistical community support for a skate park within Callan Park was well received, with 70% online responses in favor of such a development.

Specific recommendations to facilitate a skate park included:

· Removal of intrusive buildings to create the skate park site

· Regional skate park with minimal structure to be constructed above the existing ground level to reduce visual impact.

Regional Skate Park Planning Timeline

November 2011: Council submits draft Callan Park Master Plan, including a provision for a skate park, to the State Government.

December 2011-2018: The State Government has provided no formal response to the draft Callan Park Master Plan.
December 2014: Council completes design plans for Callan Park skate park (first location).
December 2015: Council given land owner’s consent from the State Government to lodge Development Application for the skate park (first location).
March 2016: Heritage Council refuses to support the Development Application for the skate park (first location). Development Application is withdrawn by Council.
January 2017: New site for the skate park (second location) identified in Callan Park, near Balmain Road, adjacent to the NSW Ambulance car park. Concept plans revised to fit new location. Informal in principal support from OEH staff and the NSW Heritage Council.
December 2017: Council receives confirmation that OEH will not support the new site for the skate park.

February 2018: OEH informs Council it will not support a skate park on the revised Balmain Road site and that a location for this type of facility may be considered as part of the Landscape Structure Planning programme of works.

Revised Site Location Proposed Regional skate park Facility Callan Park

The revised location which OEH is considering as part of its Landscape Structure Plan is the demolition of B496 Foundation House (into the future) and the possible location of a skate park in this area. This site has poor visual surveillance, which may allow anti-social behaviour to occur and as such Council officers do not support this concept. In addition any such development could be many years away.

Review of Other Potential Sites

As part of a desktop review Council officers have reviewed a number of park areas in the north of the local government area which could potentially support a regional skate park. Table 1.0 below highlights these sites and outlines planning issues which Council would need to resolve should it wish to pursue an alternative site to Callan Park. Photos of each of the sites listed as part of the desktop review can be viewed in Attachment 1.

Table 1.0 Alternative Park Sites.

Park	Area Reference	Existing POM	Positive Attributes	Areas for Concern	Recommended for Further Review
Shields PlaygroundDarley Road	Large Area of Passive Open Space adjacent to Darley Road light rail station	No	Located adjacent to the Hawthorne light rail station.	Likely to be community opposition - as was the case when the netball courts were proposed at this site.	No
King George Park	High ground in the northern section of the park (adjacent to Victoria Road)	No	Located adjacent to Victoria Road bus services. Good passive surveillance.	Site is very close to residential properties and there is likely to be community concerns associated with noise.	No
Hawthorne Canal Reserve	Southern section of the park which is a dedicated dog on-leash area.	No (Being considered as part of the Greenway Master Plan)	Located adjacent to the Hawthorne light rail station.	One tree would need to be removed. The majority of the facility would need to be above ground due to the low water table in this area. Likely to be opposition from dog walkers.	No
Bridgewater Park	Large area of flat open space currently used for passive recreation and a dog off-leash park	Yes	Located adjacent to Victoria Road bus services. Good passive surveillance. Large area of flat open space	Site is very close to residential properties and there is likely to be community concerns associated with noise and perceived loss of greenspace. The park is currently zoned off-leash.	No
Peace Grove (Leichhardt Park)	Linear section of passive open space adjacent to Le Montage in Leichhardt Park.	Yes	Good passive surveillance.	Site is very close to residential properties and there is likely to be community concerns associated with noise.	No
Leichhardt Park	Area between LPAC and Leichhardt Oval #2	Yes	Good passive surveillance. No residents are immediately adjacent.	The space available is too constrained for a skate park.	No

While it is may be possible for Council to construct the regional skate park at the sites listed in Table 1.0, each location presents areas of concern. From previous experience, opposition has often stemmed from perceived changes in use and a lack of acknowledgement of the wider community benefits that such facilities support.

Council has received representations from a resident suggesting the construction of micro skate parks in the Inner West. Similarly, to larger facilities, it is anticipated that smaller skate parks would receive considerable community concerns primarily associated with noise.

FINANCIAL IMPLICATIONS

Council has allocated a budget of $1,275,000 for the regional skate park facility in Callan Park.

OTHER STAFF COMMENTS

Nil

PUBLIC CONSULTATION

No consultation has been carried out on the alternative site being considered by OEH, to date.

Should Council consider any of the alternative sites viable then there would need to be detailed and robust community engagement undertaken to assess community support for an alternative location.

CONCLUSION

ATTACHMENTS

1.⇩

Attachment 1 -Alternative Site Locations

Council Meeting

12 June 2018

Item No: C0618 Item 2

Subject: Sydenham Green Landscape Interpretation

Prepared By: Morna Scott - Coordinator Landscape Design & Project Management

Authorised By: Cathy Edwards-Davis - Group Manager Trees, Parks and Sports Fields

SUMMARY

This report outlines the community engagement and designs for a landscape interpretation for the former Coptic Church site at Sydenham Green. Council completed demolition of the building in 2017 following lengthy consideration of expressions of interest to retain the building. Engagement for the interpretative memorial was undertaken with the community in 2015 and designs prepared. Since the demolition of the building, the Coptic Diocese have been further engaged on the design and a revised design has been prepared for Council’s endorsement for tender and construction.

RECOMMENDATION

THAT Council:

1. Endorse the revised Sydenham Green Landscape Interpretation design for tender and construction of Stage 1 works; and

2. Consider funding of Stage 2 works in future capital works programs.

BACKGROUND

On 14 March 2017 the Inner West Council Local Representative Advisory Committee (LRAC) considered a fifth expression of interest for reuse of the former church located at Sydenham Green by the Australian Coptic Heritage Community Service. It also considered community engagement and designs for a landscape interpretation of the social history of the site. The LRAC resolved as follows:

THAT LRAC:

1. Receive and note the report; and

2. Endorses the Coptic Church demolition, landscaping and memorial project to continue as resolved by the former Marrickville Council in August 2015.

The report to the LRAC is included as Attachment 1 . The report details the history of expressions of interest considered for the church.

As outlined in the report to the LRAC, a landscape interpretation design was prepared by Plummer and Smith Landscape Architects in 2016. The design featured a brick paved ‘tapestry’ circle of bricks salvaged from the building, tree planting, foundation stones and seating walls to represent social gathering, friendship, inclusion and connection. The landscape interpretation design was presented to the Coptic Diocese and community representatives for comment in 2016. No comments were received from the Diocese at that time.

Demolition of the building was completed in June 2017. Extent Heritage completed an archival photographic record of the former church on behalf of Council prior to demolition. The building foundation stones, and a substantial quantity of bricks were salvaged and stored for reuse in the interpretive works. The front fence, gates and plaque were retained on site.

In July 2017, after demolition of the building, Council provided a further presentation of the design to Coptic Diocese representatives and invited feedback. The church advised they had formed a committee to assist Council with the project and on 31 August 2017 church representatives presented a preferred approach for the interpretation to include a dome structure which is of particular significance to the Coptic community and was part of the internal structure of the church.

Discussion

Objectives developed for the interpretation project are to:

- provide an inclusive community place that celebrates the site’s history, significance and all past uses

- integrate the former building site into the Sydenham Green parkland

- minimise additional maintenance costs

- meet development consent conditions for demolition of the building dated 11 November 2015 that:

o The memorial plaque and front fence and the 2 foundation stones in the east elevation of the church be retained and incorporated in an interpretation strategy and landscape plan for the former Church, in accordance with the Sydenham Green Plan of Management;

o Prior to demolition of any buildings or structures on the site, an Archival Photographic Recording shall be undertaken

- meet the requirements of the Sydenham Green Plan of Management 2013 that:

o following the demolition of the former Coptic Church, interpretation of the former use of the site as a church be provided. The interpretation shall be discussed with and agreed upon by Council’s Heritage and Urban Design Advisor;

o the memorial plaque in the front fence and the two foundation stones in the east elevation of the church being salvaged and used in the interpretation.

A number of heritage reports have been prepared detailing the history and significance of the building. In June 2016 a Heritage Assessment report was commissioned by the Office of Environment and summarises the significance of the building as follows:

“The former St Mary and St Mina Coptic Orthodox church in Sydenham is a place of immense social significance for the Egyptian Coptic community. Although occupied by the Copts for only some 30 years the church was established in 1970 to service the increasing number of Copts leaving Egypt due to religious discrimination. As such it was their first church building in Australia and is thus possibly unique, as the founding building of most other faiths have not survived. The long absence of the Methodist congregation has eroded the Methodist connection to the site, nevertheless, the church has very strong associations with the establishment of the suburb of Sydenham as created by the 1881 subdivision. Construction of the church as part of the suburban development of the area occurred at a time when Sydney was largely Protestant or Catholic and every suburb had churches reflecting that situation. The church, as a relic, is a rare survivor of the early suburban development of Sydenham. “

Following the feedback from the Coptic diocese, a revised concept design was prepared by heritage landscape architects Phillips Marler. This involved further detailed engagement with the church community at their current church at Bexley along with consideration of the project objectives and long term use of the park by the general community.

The revised concept design is included as Attachment 2. The design includes a contemporary interpretation of the dome feature made of robust materials and a landscape seating area based on the former footprint of the church building and using the salvaged bricks. The design incorporates the building foundation stones and interpretive panels outlining both the Coptic, Methodist and social history of the site. A plaque to World War II veterans is also to be retained along with the original Church fencing on Railway Road on which it is mounted. Tree planting will include species of cultural significance along with Australian native species.

The Coptic Diocese has fully endorsed the revised concept design. The church has requested that grape vine and star motifs be considered in the detailed design of the feature to further reflect Coptic culture.

The Church advised that a significant event is being planned around 24^th January 2019 to mark the 50^th anniversary of the Church’s establishment in Australia. International visitors and Church dignitaries will attend. The Sydenham Green interpretative site would be included in the event proceedings. It is intended that construction of the feature be completed by December 2018 prior to the event.

The complete revised concept design for the project exceeds the project budget. Stage one works have been identified to provide the main interpretive feature elements and an accessible path from Park Lane. Stage two works would provide stepped terraced entry based on the lower church building footprint and an additional connection to Park Lane. A further connection to the corner of Railway Road and Henry Street corner could also be provided in the future to access adjoining recreation areas of Sydenham Green and public toilets.

The site is heavily affected by traffic and aircraft noise, being located on Railway Road, a four lane regional road and under the flight path of landing aircraft. While the park is valued by local residents and the former church congregation, this potentially limits the use of the site.

Maintenance of the feature would involve routine park, landscape, pavement and graffiti maintenance as well as tree management. The dome feature is proposed to be constructed of durable precast concrete and enamelled steel which is considered relatively low maintenance.

FINANCIAL IMPLICATIONS

The available funding for construction of the interpretation project is $166,873. Stage one of the interpretation design has been identified to be completed within the available funding. Completion of stage two will be considered in future capital budget planning.

The new work will result in additional maintenance and renewal costs. The design aims to limit maintenance requirements while providing good quality design.

OTHER STAFF COMMENTS

Council’s former Heritage and Urban Design Advisor commented in late 2017 that the prime consideration for the interpretation project is the acknowledgement of the history and social significance of the site and former church. Reference to significance statements and background information in the 2016 Heritage Assessment report was recommended (see above).

The Team Leader Heritage and Urban Design has commented that the proposed landscaping concept design provides an opportunity to interpret the significance of the former Coptic Church through the use of signage describing its history and social significance, and through landscape elements which delineate the form and location of the former building. The scheme is supported in heritage terms.

PUBLIC CONSULTATION

Public consultation for the project is outlined in Background above and has involved:

- Community engagement for the landscape interpretation design in 2015 and 2016; and

- Engagement with Coptic Diocese representatives in 2017 including endorsement of the revised concept design in April 2018.

It is intended that the interpretation design be notified on Council’s Your Say page for the project along with information on the construction time frame. Surrounding residents and park users will also be informed of the works prior to construction.

It is expected that a formal dedication event be held on completion of the interpretive memorial prior to or in coordination with the Church’s 50^th year celebrations in January 2019.

CONCLUSION

A contemporary interpretative memorial has been designed to acknowledge the significance of the site as the first Coptic Church outside Egypt and previously as a Methodist Church established during the early development of the Sydenham suburb. The feature has been designed with community input and has been endorsed by the Coptic Diocese.

Stage one of the interpretation design is planned to be completed late 2018 within existing funding. On Council’s endorsement detailed designs and tender documents will be prepared for construction.

ATTACHMENTS

1.⇩	Previous LRAC Report 14 March 2017
2.⇩	Sydenham Green Landscape Interpretation Concept Design

Council Meeting

12 June 2018

Item No: C0618 Item 3

Subject: Pride in the Inner West

Prepared By: Gabrielle Rennard - Community Wellbeing Manager

Authorised By: Erla Ronan - Group Manager Community Services and Culture

SUMMARY

In October 2017 Council resolved (C10117 Item 23), Pride in the Inner West that a further report be provided on how Council can instigate and support a range of programs and initiatives with the LGBTIQ communities. This included engaging a dedicated LGBTIQ Community Engagement Officer, establishing a Pride Centre, ensuring all Council facilities were inclusive, accessible and LGBTIQ safe spaces, training of staff, commissioning a gateway mural, lobbying for Fair Day at Camperdown Memorial Park, establishing an awards scheme and ensuring Council forms reflect ACON guidelines on the recognition of sex and gender. Each of these items have been responded to in the following report together with an assessment of resource impacts.

RECOMMENDATION

THAT Council:

1. Identify a funding source to fund a dedicated part time LGBTIQ Project Officer ($60,000 per annum for 2 years) and engage the Project Officer for the 2 year pilot period whilst establishing the Pride Centre;

2. Actively pursue engagement towards establishing the first phases of developing a Pride Centre in alignment with Council’s Land and Property Management Strategy;

3. Actively promote it’s subscription to the ACON Pride and Diversity Program and that all Council staff, Councillors and volunteers be provided with access to diversity and inclusion training;

4. Use the ACON guidelines (sexuality and gender indicators) where possible to progressively update Council forms and data collection information sources;

5. Note a mural installation on the Council property known as Newtown Neighbourhood Centre as part of the Perfect Match program. The intent of the installation would reinforce and embrace the Inner West as a safe, positive and friendly community; and

6. Seek to have all Council facilities engaged with the ACON, Welcome Here project to ensure they create and promote environments that are visibly welcoming and inclusive of Lesbian, Gay, Bi, Trans, Intersex and Queer (LGBTIQ) communities

BACKGROUND

The Notice of Motion (C10117 Item 23) tabled at the 12 October 2017 Council meeting moved:

That Council staff provide a report through the General Manager to Council on how the Inner Council will:

1. Support the work of the Inner West LGBTIQ Forum and strengthen its activities by dedicating an LGBTIQ Community Engagement Officer;

2. Identifying options to provide a Council facility for the purpose of establishing a Pride Centre in the Inner West, including options for potential funding partner/s to support the Centre;

3. Lobby the Sydney Gay and Lesbian Mardi Gras to keep Fair Day at Camperdown Memorial Rest Park;

4. Update Council forms to reflect the 2013 guidelines on the recognition of sex and gender;

5. Commission a gateway mural at a prime location reinforcing the Inner West as a safe, positive and friendly community;

6. Establish an awards scheme to recognise LGBTIQ-friendly businesses in each ward; and

7. Work towards making all Council facilities inclusive, accessible and LGBTIQ safe spaces, including training staff.

Social Profile

Australian Bureau of Statistics (ABS) 2016 Census shows that the Inner West has had an increase in people identifying as being in a same sex relationship and living together. This is up by 13% (from 3,217 to 3,636 people) since the 2011 Census. It is important to note that there is currently nowhere on the Census form for people to identify as a same sex attracted person unless they identified as a same-sex couple who were living together at the time of the census. Therefore it may be reasonable to note that the overall figures of people identifying as LGBTIQ will be seemingly higher.

The 2016 Census counted just under 46,800 same-sex couples living together in Australia, with over 35 percent of people in same sex couples living in New South Wales. The top ten (10) suburbs with the highest proportion of same-sex couples in 2016 included Newtown, Enmore, St Peters and Tempe.

Resolution Item 1 - LGBTIQ Community Engagement Officer

Inner West Council continues to support the LGBTIQ community through established activities such as Feel the Love, the Rainbow Roundtable (LGBTIQ Forum) and the LGBTIQ Working party. The LGBTIQ Working Party is a group of local inner west residents who have been working in a consultative manner with Council staff to actively assist with the design and delivery of a diverse range of wellbeing programs, partnerships and initiatives to engage, support, celebrate and progress the needs of the LGBTIQ community of the Inner West.

To date this has included delivery of local Mardi Gras events including Feel the Love, Rainbow Flag Raising and the Rainbow Roundtable. Their advice and insights have been invaluable in advising Council of critical issues and trends impacting the local LGBTIQ community including the Marriage Equality Campaign, installation of Pride Seats, Gender and Diverse Aquatic and Recreation Programs, and prioritising actions and strategies to improve the health and wellbeing of LGBTIQ communities in the Inner West as identified through the Roundtable.

Council's Community Wellbeing staff currently deliver these functions/activities through multiple positions and dedicate specific time and resources to major initiatives when required. It is proposed that additional resources are required to fulfill the resolution as existing staff cannot absorb the significant planning, programming and implementation required to deliver this leading practice initiative.

Council allocate the necessary resources to engage a dedicated full time LGBTIQ officer to this role for a pilot period of two years. The role would be responsible for consultation and engagement with the LGBTIQ Working Party and interested members of the community regarding the establishment and use of a Pride Centre; establishing the governance model for the Pride Centre; sourcing potential partners, tenants, funding opportunities and sponsors of the Centre; activating the Pride Centre with a mix of community and cultural development initiatives to improve health and wellbeing; consider longer term vision, community engagement and ongoing support for the Centre.

The role would also be a resource for LGBTIQ community activation and engage Council, the community and key stakeholders in embedding equity and inclusion practices across the inner west.

Resolution Item 2 - Pride Centre

Worldwide there are a number of Pride Centre models such as the Pride Centre of Edmonton, Canada, Pelangi Pride Centre, Singapore with the San Francisco LGBT Centre, in particular demonstrating successful outcomes for their local community. In Australia, the Victorian government has allocated $15 million to the development of a purpose built Victorian Pride Centre in St. Kilda which is due to open in 2020.

According to population demographics the inner west would appear to be a logical location for the establishment of a Pride Centre in NSW and could facilitate many positive outcomes for the LGBTIQ community and the broader community.

Direct feedback from the Rainbow Roundtable forum, August 2017 prioritised the need for diverse wellbeing and health support programs and services for LGBTIQ communities to help address issues of social isolation, bullying, harassment and access to services including mental health services for example to support people transitioning. A co-location model where support services in conjunction with wellbeing programs based in the same building could be one way of facilitating this necessary access to support and social connections.

Inner West Council has been approached by key stakeholders such as The Gender Centre and ACON who are interested in contributing to the development of a Pride Centre. The establishment process is critical and requires careful consideration as to the purpose, functions, operational model to identify key organisational partners and funding sources. Council is wanting to undertake comprehensive community engagement to ensure diverse representation and input from the broader LGBTIQ community and key stakeholders in order to establish an effective business case, governance framework and operational model that will be credible and inspiring to potential service and funding partners.

A dedicated Officer would facilitate the following phases for the successful development of a Pride Centre in the inner west:-

- Scope the Pride Centre project

- Undertake engagement with community and key stakeholders

- Determine centre purpose and vision (short and long term)

- Further research successful Pride Centre models

- Identify potential sites for a Pride Centre in alignment with Council’s Land and Property Management Strategy

- Undertake centre feasibility and cost analysis to determine business case

- Develop governance structure and centre operational framework

- Activate a Pride Centre in the inner west

Resources are allocated on 3 days per week by a suitably qualified Community Development Specialist over a 2-year period to undertake these actions.

Table: Inner West Council - Potential Pride Centre locations to be considered in conjunction with Council’s Land and Property Management Strategy.

Proposal is to pilot the establishment of a LGBTIQ Pride Centre– establish Centre’s purpose, governance model, functions, partners and operational framework. Initial premise considerations include:

Venue

Description

Status

Recommendation

Rainbow Room

Newtown Neighbourhood Centre

1 Bedford St, Newtown

This building is currently leased by Newtown Neighbourhood Centre who are a long term tenant providing a diverse range of programs and services to the community including people experiencing homelessness, boarding house tenants, seniors, people with a disability and carers.

Upstairs carpeted meeting room

9m x 8m.

Natural light catering for max 50 people. Access to small kitchen

Newtown neighbourhood Centre are a long term tenant of the premises. They hire out the Rainbow room as part of existing lease agreement.

Not viable option.

Rainbow room limited capacity to deliver vision of a Pride Centre.

Newtown Neighbourhood Centre and Rainbow Room already well activated.

St Peters Town Hall

39 Unwins Bridge Road, Sydenham

3 decent size rooms downstairs including a kitchen

Upstairs small hall with kitchen and large meeting room with natural light and lino floors. Further carpeted meeting room with natural light and windows opening to Unwins Bridge Rd.

Independent access to external area.

Facility requiring significant capital work to create welcoming accessible space and to attract potential partners, co-located tenants for a Pride Centre.

Suitable for individuals or groups for multipurpose arts uses including performances, music, dance and holding workshops.

Further potential to have additional artist spaces on grounds external of building.

Disability access to upstairs to be installed June 2019.

Downstairs occupied by library.

Not preferred option for Pride Centre

More suitable to deliver Council resolution to deliver a further 6-10 artist residencies.

Excellent location close to transport and community activities - Sydenham Creative Hub.

Marrickville Town Hall

303 Marrickville Rd, Marrickville

The Centre contains a large hall, kitchen and toilet amenities available for hire by the community

The facility currently provides office space for Council’s library services on ground floor and first floor

Ground floor - 2 meeting rooms / office space

First floor - 4 large carpeted meeting rooms including kitchen & toilet amenities

Space could be immediately activated upon Council Library staff vacating premises

Potential co-location spaces for Pride Centre partners / tenants

Capacity to host diversity of health and wellbeing events, activities, programs and workshops.

Would not alter the existing use of hall facility and the premises by the community

Disability access to first floor to be installed by June 2019

Preferred location to establish Pride Centre

Excellent location close to public transport, on a busy high street, night time economy and community activities. In the heart of the LGBTIQ community of the inner west

Would retain community use of the town hall

Resolution Item 3 - Fair Day

Fair Day is a family friendly event that attracts over 80,000 people and is one of the many events organised by Sydney Gay and Lesbian Mardi Gras (SGLMG), a non-profit community based organisation, which also organise the annual Sydney Gay and Lesbian Mardi Gras Parade and program. Fair Day 2017 was moved to Camperdown Memorial Rest Park because improvement works rendered the usual Victoria Park venue unavailable. In 2018 Fair Day was again returned to be held at Victoria Park and it is understood that staff at SGLMG would like for this arrangement to continue in 2019.

Resolution Item 4 - Council Forms

ACON in consultation with Parliament, the LGBTIQ communities and Primary Health services have developed the following sexuality and gender indicators to standardise the collection of information captured. This information can build a data set to support LGBTIQ health and community needs and grant applications. These standards are being used by health, LGBTIQ and other organisations. For further details see: http://www.acon.org.au/what-we-are-here-for/policy-research/#recommended-sexuality-and-gender-indicators

Inner West Council will endeavour to use the ACON guidelines where possible and appropriate to progressively update Council forms and data collection information sources.

Resolution Item 5 - Gateway mural

As part of EDGE and the Perfect Match program, Council have investigated a mural to be installed in the prime location opposite Newtown Train Station and on the Council property known as Newtown Neighbourhood Centre. The intent of the installation would reinforce and embrace the Inner West as a safe, positive and friendly community. It is envisaged that this installation would align with the Newtown Neighbourhoods 40th anniversary of Newtown Festival in November with no additional funds required for this installation.

Resolution Item 6 - Business Awards

Please note that a separate report will be presented to Council over coming weeks which will respond to a Council resolution regarding Harmonising Inner West Council Awards Programs.

The existing Inner West Business Environment Awards has a category, Community Leadership, encourages businesses to take leadership on community and social issues, one of which could be supporting LGBTIQ communities.

It would be important in any LGBTIQ-friendly business award scheme/category, that all staff had undergone appropriate diversity and inclusion training as the critical factor in receiving an award, would be to ensure the longevity and accuracy of the award as staff change. It would be important for businesses to incorporate regular training as part of their induction and professional development programs. This can be supported through the Rainbow Tick program.

There is a national register of LGBTIQ accredited organisations, with these organisations demonstrating their commitment to pride, diversity and inclusion. The Rainbow Tick standards are applicable to any organisation regardless of industry and could be used by private businesses, sporting clubs, gyms as well as health and community organisations and government. Uniting, for example, was the first faith-based organisation to receive Rainbow Tick accreditation in 2015. ACON can support organisations become accreditation ready through their training program. More information is available at these links, http://www.prideinclusionprograms.com.au/rainbow-tick-readiness/ and http://www.qip.com.au/standards/rainbow-tick-standards/

Resolution Item 7 - Inclusive facilities

Inner West Council is a member of the Pride in Diversity program delivered by ACON. This program provides employers with the experience, expertise, support and advice to assist their staff with all aspects of LGBTIQ inclusion through training and other resources. One of the issues raised at the Rainbow Roundtable was the need for pride and diversity training for all frontline staff including child care centres, libraries, aged care services and aquatic centres.

Council staff have been investigating opportunities to ensure all Council facilities are LGBTIQ inclusive, friendly and accessible. Additionally Council can actively participate in ACON’s recently launched Welcome Here program, a mechanism for businesses and facilities to identify that they are operating in a safe and inclusive manner. No cost is incurred for this program.

To join the Welcome Here project Council venues and facilities prioritized to join this project would need to:

· Display the ‘Welcome Here’ sticker and charter at each nominated site, continuously in highly visible places.

· Pledge that LGBTIQ customers/clients/patrons will be welcomed, included, and treated with respect and dignity every time they visit us.

· Conduct a staff survey to assess staff's level of understanding and experience of being welcoming and inclusive of diversity (ACON provide the survey).

· Complete an online survey each year for project evaluation.

· Celebrate 15 Diversity Days per annum https://www.welcomehere.org.au/diversitydays ACON provide resources for these including posters and social media.

· Provide LGBTIQ diversity inclusion training for our staff to be able to join the project with integrity.

Active engagement in this program would be supported by the proposed dedicated LGBTIQ Community Project Officer role. It also has potential opportunity for staff diversity champions or staff LGBTIQ inclusion working party to run some of the Diversity Day activities.

More about the program is available at: https://www.welcomehere.org.au/

FINANCIAL IMPLICATIONS

Council has used existing budget allocation in Human Resources to join membership to the ACON Pride and Diversity program – membership levels range $3,500 - $10,000 + GST

The proposal for a temporary 2 year engagement officer for 3 days per week will cost Council approximately $60,000 per annum. This has not been included in the current or draft budget currently on exhibition. Council will need to identify a project to not continue with in the 2018/19 year of equivalent value or a funding source to fund such position. Further costs of the Pride centre will be made available to Council upon commissioning of the project.

The proposed Gateway mural will be funded through existing resources under the Perfect Match program.

The costs to undertake community engagement for the development of a Pride Centre will be attributed to the proposed LGBTIQ Project Officer role and existing resources in the Community Engagement team.

A further report will be provided to Council following the community and stakeholder engagement process and in alignment with the outcomes of Council’s Land and Property Management Strategy. It is expected that this report will outline the proposed costs, business case and suggested governance structure for the development and implementation of a Pride Centre.

OTHER STAFF COMMENTS

Consultation with Property, Major Projects and Facilities; Library and History Services; Community Services and Culture have informed this report.

PUBLIC CONSULTATION

Council staff continue to actively engage and consult with the LGBTIQ Working Party to involve the broader LGBTIQ community in the inner west to ensure meaningful outcomes. The Rainbow Roundtable forum outcomes have provided an invaluable resource and action plan for the working party.

CONCLUSION

Council's strong commitment to LGBTIQ, access, equity and wellbeing would be strengthened by dedicated program resources, additional funds of $60,000p.a. would need to be identified to implement Resolution C10117 and engage Council, the community and key stakeholders in bedding equity and inclusion practices across the inner west.

ATTACHMENTS

Nil.

Council Meeting

12 June 2018

Item No: C0618 Item 4

Subject: Council Support for WestConnex Dilapidation Reporting

Prepared By: Kendall Banfield - Manager WestConnex Unit

Authorised By: David Birds - Group Manager Strategic Planning

SUMMARY

At its 24 April 2018 meeting Council considered a report - Council Support for WestConnex Dilapidation Reporting - and resolved to request a report back on establishing a Council service for providing independent dilapidation reports to property owners affected by WestConnex.

This report presents three options for establishing such a service:

· Option 1: Council uses an existing compliance staff member who does not have a place in the new structure to undertake reporting;

· Option 2: Council employs a new temporary staff member with appropriate skills to undertake reporting; or

· Option 3: Council commissions consultant(s) to undertake reporting.

This report recommends Option 1, primarily on the basis that it would utilise existing staff resources, would initially come at no financial cost to Council and would allow for reporting to be undertaken without charging property owners. This report also recommends that Council’s service include appropriate disclaimers - noting that even with these disclaimers, Council could be exposed to liability. At this stage the existing staff member would operate on a part-time basis. Should demand for the service exceed the capacity of this staff member, it is recommended that a report back to Council be provided on further options, which would likely have budget implications. Finally, it is recommended that the new service be supported by relevant written advice on Council’s website.

RECOMMENDATION

THAT Council:

1. Implements an independent WestConnex dilapidation reporting service at no cost to eligible property owners by way of Option 1 described in this report;

2. Includes as part of this service appropriate disclaimers - noting that even with these disclaimers, Council could be exposed to liability;

3. Considers a report back to Council on further options should the demand for the service exceed the resources available by way of Option 1; and

4. Supports this service by providing written advice on Council’s website on the dilapidation reporting service.

BACKGROUND

At its 24 April 2018 meeting Council considered a report - Council Support for WestConnex Dilapidation Reporting - and resolved “THAT Council:

1. Establish an internal service to provide independent dilapidation reports for local property owners affected by tunneling and construction for the WestConnex project. The service is to be offered for a period of 12 months and restricted to the employment of a single officer to undertake reports; and

2. Prepare a report for adoption at Council (prior to the final adoption of the 2018/19 Budget) including:

(a) Options for charging a modest fee for the service that can recover some costs;

(b) Identifying how the position can be funded including the potential to fund it through already identified savings in the 2018/19 Budget;

(c) Ensuring that existing liability and risk management processes which apply to Council’s development assessment and regulatory unit are applied to the position; and

(d) Criteria for prioritisation of requests for service.”

This report responds to this resolution. The report to Council’s 24 April 2018 meeting had included general background information on dilapidation reporting processes for WestConnex.

Options for establishing an internal service to provide independent dilapidation reports

Although the resolution states that the service should be restricted to the employment of a single officer to undertake reports for a 12-month period, the following three options are presented to allow for a comparison of the costs and benefits of each one:

· Option 1: Council uses available compliance staff resources to undertake reporting;

· Option 2: Council employs a new temporary staff member with appropriate skills to undertake reporting; or

· Option 3: Council commissions consultant(s) to undertake reporting.

Each of these options is discussed as follows, based on a 12-month period of operation.

Option 1: Council uses available compliance staff to undertake reporting

Relevant Council managers have advised that there is an existing compliance staff member, who does not have a place in the new structure, who would be currently available to undertake reporting on a part-time basis. The main advantage of this option is that existing Council resources would be utilised and there would be no financial cost to Council.

The main disadvantage of this option is that whilst this staff member has relevant qualifications, he/she is not experienced in dilapidation reporting as this kind of reporting has not traditionally been a part of Council’s core business. Training would be required to ensure the staff member is appropriately skilled. Though there would be a cost involved in this training, the cost would be sufficiently modest to be covered by existing Council budgets.

A further disadvantage of this option (along with Option 2) is that it raises potential legal liability issues for Council (considered below). It should also be noted that there would be an ‘opportunity cost’ to Council, as any staff devoted to this activity would not be available to undertake alternative activities.

Option 2: Council employs a new temporary staff member with appropriate skills to undertake reporting

As with Option 3 below, the main advantage of this option is that such a staff member would be appropriately qualified, experienced and certified to immediately undertake this task.

As with Option 3, the main disadvantage is the financial cost to Council. It is estimated that a full-time salary of around $150,000 for the 12-month period would need to be offered by Council to attract a suitable candidate. On-costs (i.e. administrative support and workplace equipment costs) would also need to be added – estimated to be around $20,000. This would take the total cost of this option to around $170,000. If this staff member were to be employed part-time, the cost would be reduced accordingly, e.g. of the order of $85,000 if employed half-time. Although these financial costs to Council are significant, they would not be as high as for Option 3 (consultant).

A further disadvantage of this option (along with Option 1) is that it raises potential legal liability issues for Council (considered below). There is also a possibility that the process may not result in a successful appointment. This is particularly as the position is a temporary one and the skills required are in high demand at present due to the extent of construction work underway in Sydney.

Option 3: Council commissions an appropriately-skilled consultant to undertake reporting

The main advantage of this option is that the consultant would be appropriately qualified, experienced and certified to immediately undertake this task, and would have their own administrative support, equipment and risk-management processes in place.

The main disadvantage of this option is that there would be a financial cost to Council. The significance of this cost would depend on the number of reports which would need to be undertaken over the 12-month period, which is largely dependent on the takeup from property owners of Council’s offer.

Relevant WestConnex project staff from WestConnex have advised that the takeup rate for pre-construction dilapidation reports offered by the project has been around 50% for both Stages 1 and 2. It is estimated that the takeup rate for Council’s service would be less than this – of the order of 30% - noting that it is inherently difficult to estimate this figure with accuracy.

Council staff estimate that the number of properties eligible for reports from WestConnex Stage 3 – i.e. properties within 50m of construction sites and tunnel alignments - is around 3,000. At a takeup rate of 30%, the number of reports that Council would need to undertake or commission would be around 900.

An examination of information provided by a sample of consultants shows that dilapidation reports for residential properties cost around $500, with costs increasing according to the size of the dwelling. The cost for commercial properties is more, depending on the size and nature of the commercial property.

Based on the above, the estimated cost of consultant reports, if this option is selected, would be 900 properties x $500 per report = $450,000. The cost to Council could be offset by charging property owners a percentage of the cost – (say) 50%, bringing the total cost to Council down to $225,000. Charging property owners in this way would also act to moderately reduce the takeup rate.

A further disadvantage of this option is that it would take time (2 months) to undertake a competitive tender process to commission the consultant – although once appointed, the consultant would commence work immediately.

Potential liability issues raised by Options 1 & 2

Options 1 and 2 potentially raise liability issues for Council. There is firstly the possibility that any Council staff member who has undertaken dilapidation reporting would need to be involved in disputes (including court cases) between the property owner and the WestConnex proponent. This would impose a further time cost on Council staff, and in any court proceedings, the qualifications and experience of relevant Council staff could be questioned.

Secondly, property owners could commence legal proceedings against Council if they were dissatisfied with an aspect of Council’s reporting process or the quality of the report prepared by Council. Accordingly, this report recommends that appropriate disclaimers be applied, with wording specified by Council’s legal staff and Council’s insurers.

Australian Consumer Law usually does not apply to councils as they are not traders. It is however possible that Consumer Law could apply if it was seen that Council’s dilapidation reporting service was been carried out as a business, not a community service. If that was the case, then Council as an organisation could have exposure to liability regardless of the disclaimers.

Council’s insurers have been requested to confirm whether Council’s professional indemnity policy covers Council should there be a claim under Australian Consumer Law or at common law. The response from the insurers is that if a claim comes in to Council citing a negligent act or omission by Council staff when carrying out their duties, it will be taken to be a professional indemnity claim regardless of what law the claimant is citing. The focus is on financial loss suffered as a result of Council staff that allows it to be managed and defended as a public indemnity claim. All of Council’s individual members of staff are covered by Council’s professional indemnity insurance. This is however contingent upon staff carrying out duties that reasonably within their job specifications.

Council’s insurer has confirmed that if Council is undertaking an additional type of work that wasn't undertaken previously, it would be covered under the current professional indemnity policy without further advice to the insurer, provided the work is within Council’s and the employee’s scope of work, i.e. the work is carried out by staff who are trained and qualified to carry out that work, and the work is carried out at the request of, and knowledge of, Council. These two are normally (implicitly or otherwise) covered by the employee's job description, either as it exists or as modified. Accordingly there is no insurance-related action that is triggered or needs to occur if this dilapidation reporting service is commenced.

Assessment of resources allocated compared to number of reports to be completed

The extent of resources required to deliver this service cannot be estimated with accuracy. Staff or consultant resources required would depend on the number of eligible properties, the percentage of owners who choose to take advantage of Council’s service, the average number of reports that could be completed each working day and the number of consultant or staff working days available to undertake reporting over a 12-month period.

Other factors include the percentage of owners who qualify for the Council’s reporting service (if Council chose to apply qualification criteria) and a fee charged for full or partial cost recovery. It is recommended that at this stage, these criteria not be applied, i.e. the service is available to all affected property owners at no charge.

On the basis of the calculation under Option 3 on take-up that there could be requests for up to 900 reports, the following coverage would be provided by each of the three options:

· Option 1 (existing staff) – existing staff resources available currently appear to be capable of preparing up to about 400 reports over 12 months. The capacity of the resource and the potential to increase it at no cost to Council would be monitored and, as recommended in this report, if take up appears to indicate that demand is likely to exceed available capacity, a report would be made back to Council on options to increase reporting capacity;

· Option 2 (new staff member) - a new temporary full-time staff member could complete 900 reports over 12 months; or

· Option 3 (consultant(s)) – consultants could complete 900 reports over 12 months.

Relevant information on Council’s website

In addition to the staffing options outlined above, it is recommended that a brief description of the dilapidation reporting process and reasons why reports are undertaken are included on Council’s website. This information is intended to encourage property owners to firstly take up the proponent’s offer of a report and supplement this by undertaking or commissioning their own independent assessment. Secondly, it is to make property owners aware of Council’s offer of an independent assessment.

This action would be undertaken by the resources outlined in the three options described above. It could be undertaken within 2-3 months without financial cost to Council. For the case of internal staff, it is estimated that around 15 days of staff time would be needed to undertake research and establish the web information. It should be noted that this would result in a reduced capacity of staff to respond to other issues arising. If a consultant was to be used (Option 3), this task would be included in the consultant’s brief.

Recommended option for providing the service

Although there are costs and benefits for each of the three options assessed, Option 1 is recommended primarily because existing staff resources would be utilised, there would be no financial cost to Council and there would be no need to charge property owners for the assessment. This report also recommends that the service be provided with appropriate disclaimers - noting that even with these disclaimers, Council could be exposed to liability. Should the demand for the service exceed the resources available by way of Option 1, a report back to Council would be provided on further options necessary to meet demand. These would be likely to involve consideration of Options 2 and 3. The service would be supported by written advice on Council’s website on the dilapidation reporting process and the availability of Council’s reporting service.

FINANCIAL IMPLICATIONS

Advice has been sought from Council’s finance and risk management staff in the drafting of this report. Options 2 and 3 would have direct financial implications, but are not recommended in this report. Should the demand for the service exceed the resources available by way of Option 1, a report back to Council would be provided on further options necessary to meet demand. These further options are likely to involve Options 2 and 3 and would therefore have financial implications for Council.

OTHER STAFF COMMENTS

Advice from other relevant Council staff has been obtained in drafting this report.

PUBLIC CONSULTATION

Not applicable.

ATTACHMENTS

Nil.

Council Meeting

12 June 2018

Item No: C0618 Item 5

Subject: Joining the Committee for Sydney

Prepared By: John Warburton - Deputy General Manager Community and Engagement

Authorised By: Rik Hart - Interim General Manager

SUMMARY

Joining the Committee for Sydney will give the Inner West Council and greater voice in relation to key strategic and planning issues of importance to the Inner West Community. In addition it will provide a forum for the Inner West Council to collaborate with key stakeholders and access a wide range of expertise across industry sectors to manage the numerous urban challenges the Inner West faces.

RECOMMENDATION

THAT Council becomes a member of the Committee for Sydney.

BACKGROUND

The Committee for Sydney is an independent not for profit organisation with the aim of enhancing the, “economic, social, cultural and environmental conditions that make Sydney a vibrant, competitive and creative global city.” It acts as a forum for collaboration but more importantly is a powerful voice at state and federal level advocating for a range of policy outcomes that support local government and the improvement Sydney. They have a membership of over a hundred organisations with the overall stated aim of taking a holistic approach to making Sydney the most liveable global city it can be. Local government members include Canterbury Bankstown Council, City of Sydney Council, Parramatta City Council and LG NSW.

Why Should the Inner West become a member of the Committee for Sydney?

The Inner West Council should become a member of the Committee for Sydney, joining peer councils, City of Sydney, Canterbury Bankstown and Parramatta City Council. A full outline of the benefits to Committee for Sydney members is in Attachment 1.

Advocacy

The Committee for Sydney through its board, network and in-house research team has become a powerful voice to improve the state of planning for Sydney as a global city. For example the Committee for Sydney championed the approach of a centralized planning commission which predated the creation of the Greater Sydney Commission (GSC) in 2015. The current Chief Commissioner of the GSC is Lucy Turnbull who was the Chair of the Committee for Sydney from 2012 to 2015.

The Committee for Sydney currently has five key policy areas that are consistent with council’s strategic direction expressed in the draft Community Strategic Plan. A full outline of the Committee for Sydney’s priorities and key focus areas are in Attachment 2.

1. An inclusive city managing Sydney’s growth and prosperity.

Key focus areas include: high quality urban design; supporting stronger local government; national funding for infrastructure; healthy communities; working with the GSC; and, affordable and social housing.

These themes link closely to council’s CSP Strategic Direction 2: unique, liveable and networked neighbourhoods. In particular ensuring development is designed to make life better for the community and ensuring that everyone has a “roof over their head and a suitable place to call home”. This also links to Strategic Direction 4: Caring, happy and healthy communities which includes ensuring that the community is healthy and people have access to services and facilities at all stages of life.

2. A smarter data driven city.

Key focus areas include: Sydney as a smart city using technology to enhance citizen’s lives; using innovation in procurement to find better ways to solve urban challenges; and, supporting the sharing economy.

The use of technology to improve the lives of citizens is woven through all of council’s strategic documents. There are many areas where managing the impacts of technology are becoming crucial and council will be developing strategic documents in the coming 12 months in response.

These themes are particularly relevant to councils CSP Strategic Direction 5: Progressive local leadership. In particular the requirement that government makes responsible decisions to manage finite resources in the best interests of current and future communities.

3. Driving Sydney’s productivity and competitiveness.

Key focus areas include: an economic strategy for the whole of Sydney and including Newcastle and Wollongong; digital disruption of the economy and how this impacts planning for the city; promoting women in business. These themes link closely to council’s CSP Strategic Direction 3: Creative communities and a strong economy. In particular ensuring that the local economy is thriving and that mainstreets and villages are thriving places.

4. Keeping Sydney Moving.

Key focus areas include: future transport technologies and how they affect city planning; Value capture and transport networks; growing Sydney’s rail network and supporting public transport; improving appraisal of infrastructure; and, promoting active transport networks for walking and cycling. These themes link closely to CSP Strategic Direction 1; an ecologically sustainable Inner West, particularly that the people and infrastructure of the Inner West contribute positively to the environment. CSP Strategic Direction 2: Unique liveable networked neighbourhoods. In particular that public transport is improved and connected and that people are walking and cycling around their Inner West neighbourhoods.

5. Protecting and enhancing Sydney’s appeal.

Key focus areas include: promoting and improving Sydney’s night time economy; promoting access to Sydney’s cultural and arts attractions; and, protecting all aspects of Sydney’s environment including increasing green spaces and combatting pollution.
These themes link closely to CSP Strategic Direction 1: an ecologically sustainable Inner West. Strategic Direction 3: Creative communities and a strong economy. In particular growing the Inner West as a cultural and creative hub and promoting main streets by day and night.

The Committee for Sydney has five taskforces which develop policy linked to the above directions:

· the Smart Cities Taskforce

· the Planning Taskforce

· the Transport Taskforce

· the Liveability and Loveability Taskforce

· the Professional and Business Services Taskforce.

It would be highly advantageous to the Inner West Council to have input into the deliberations and policy process of the Committee for Sydney to amplify its existing voice.

Take its place among key bodies as part of a network

The Committee for Sydney sits at the centre of most key organisations that have relevance to the planning direction of Sydney. These organisations include private sector contractors, developers, planners and suppliers. They also include financial institutions, architectural firms and government entities. Having access to this network connects council with key stakeholders with the support of the Committee for Sydney.

Access to a range of expertise across industry sectors.

As a larger council the Inner West now has greater capability in a range of areas however having access to the expertise represented in the Committee for Sydney network would take council’s access to expertise to a higher level. This would be particularly helpful in urban planning, smart cities and the digital economy, transport planning and economic development.

Free attendance to all Committee for Sydney events

The Committee for Sydney runs networking, information and advocacy events throughout the year and representatives from the Inner West, including councillors could attend any or all such events for no cost.

FINANCIAL IMPLICATIONS

The cost of Membership is $15,000 per annum. This can be funded through.

PUBLIC CONSULTATION

Not applicable

CONCLUSION

Joining the Committee for Sydney is a highly cost effective way of amplifying the voice of the Inner West Council to achieve key policy outcomes that will be beneficial to the Inner West Community.

ATTACHMENTS

1.⇩	Committee for Sydney outline of benefits for members
2.⇩	Committee for Sydney outline of strategic priorities and key focus areas

Council Meeting

12 June 2018

Item No: C0618 Item 6

Subject: Proposed New SSROC Governance Structure

Prepared By: Ian Naylor - Manager Civic and Executive Support

Authorised By: Nellette Kettle - Group Manager Integration Customer Service & Business Excellence

SUMMARY

At the Southern Sydney Regional Organisation of Councils (SSROC) meeting held on 15

February 2018 it was agreed that consultation be undertaken with member councils to seek

their input into proposed changes to the current business structure, which will see the establishment of a strategic organisational model. The purpose of this report is to outline these changes and also advise of preliminary discussions Council has held with councils in the Eastern Economic Corridor.

RECOMMENDATION

THAT Council give consideration to it’s position on the proposed new SSROC Governance structure.

BACKGROUND

SSROC has been giving consideration to its governance structure and preferred business model since 2017. As an outcome of the amalgamation of councils the membership of SSROC has decreased from sixteen to eleven councils. That reform process provided an opportunity for SSROC to examine its governance and structure.

In March 2017, SSROC representatives agreed to the establishment of a Council of Mayors, however consideration and implementation of this proposal was subject to the appointment of delegates to SSROC once elected representatives were appointed to the amalgamated councils in the region.

The proposed model would see the replacement of the existing structure with a Council of Mayors, supported by a new General Managers Committee. The intention being to create a powerful strategic voice for southern Sydney which would have sufficient influence to merit regular meetings with the Premier to address key objectives of the metropolitan plan, regional issues and policy development.

In addition to this proposed change, SSROC, on advice received from NSW Fair Trading is required to change its corporation status. The attached report, SSROC Council of Mayors and Incorporation (December 2017), provides further background information in regard to the implications of both of these changes. The essential changes include the requirement for one voting delegate per council in the future (being the Mayor) and an alternate delegate being nominated by the Mayor. It is considered that the alternate delegate should be the Deputy Mayor rather than being nominated at the discretion of the Mayor. The document also details a recommended approach to establish the proposed Council of Mayors and the implementation of a more suitable business model.

At the same time as SSROC has been revisiting its governance and business model, officers have also been involved in preliminary discussions with a number of councils represented in the Eastern Economic Corridor (City of Sydney, Randwick, Bayside, North Sydney, Lane Cove, Ryde and Willoughby) in relation to forming a strategic alliance to jointly further the councils’ interests in a range of areas and in particular for key State policies and projects that are impacting the Inner West in the short, medium and long term.

The Eastern Economic Corridor has been identified by the Greater Sydney Commission as the State’s greatest economic asset, requiring ongoing investment to create new businesses opportunities and ensure long-term growth. As of June 2017, this corridor employs more than 900,000 people and generates $224,000,000 or 10% of Australian, 33% of NSW and 50% of Sydney’s GDP making it the most significant corridor in the Australian economy. Its key sectors are business and finance, ICT, education, health, retail, hospitality and tourism. The economic output of this corridor is expected to grow 30% over the next 20 years. The corridor is home to 1.1 million people and is projected to house up to 1.45 million by 2036.

Council could achieve the following benefits of forming such a strategic alliance;

· Shared Infrastructure planning;

· Regional planning initiatives within the Greater Sydney District boundaries;

· Resource sharing for major projects;

· Potential for additional Federal and State funding;

· Sharing of economic data and analysis; and

· Shared economic studies.

In March this year, the Federal and State Governments together with eight western Sydney councils signed the Western Sydney City Deal. The City Deal is a 20 year agreement between the three levels of government to deliver a once-in-a-generation transformation of Sydney’s outer west – creating the ‘Western Parkland City’. City Deals are a new approach in Australia, bringing together the three levels of government, the community and private enterprise to create place-based partnerships. Given, the economic significance of the Eastern Economic Corridor, there is the potential for a city deal to be arranged in the near future.

Whilst discussions are in the early stages, both the Committee for Sydney and the Greater Sydney Commission have shown interest in working with such a group aligned to the Eastern Economic Corridor in the future. As such, it may prove to be more beneficial to Inner West interests to develop closer strategic alliances with these councils, rather than the traditional SSROC grouping in the longer term.

FINANCIAL IMPLICATIONS

Since the amalgamation, the cost of SSROC membership fees has decreased. In 2014/15, expenditure was $203,704, in 2015/16 expenditure was $208,593, in 2016/17 expenditure was $212,347 and with the amalgamation of councils and one membership, expenditure in 2017/18 was only $104,500. With the changes to the proposed governance structure and a reduction in the number of member councils, staff have made an allocation of $160,000 for the 2018/19 Budget.

OTHER STAFF COMMENTS

Nil.

PUBLIC CONSULTATION

Nil.

CONCLUSION

SSROC has requested that each member council give consideration and respond to the new proposed governance structure for SSROC. In addition to this, Council has also commenced preliminary discussions with councils in the Eastern Economic Corridor to investigate the potential of working with the Committee of Sydney to present a strong, strategic voice to the State Government for this corridor.

ATTACHMENTS

1.⇩

SSROC Council of Mayors Proposed Structure

Council Meeting

12 June 2018

Item No: C0618 Item 7

Subject: 2017/18 Third Quarter Budget Review

Prepared By: Daryl Jackson - Financial Partnering and Analytics Manager

Authorised By: Pav Kuzmanovski - Group Manager Finance

SUMMARY

Clause 203 of the Local Government (General) Regulations 2005 requires that a quarterly budget review be considered by Council, which shows revised estimates for income and expenditure for the financial year indicating whether Council’s financial position is satisfactory and makes recommendations for remedial action where needed.

The Quarterly Budget Review Statement (QBRS) are prepared in accordance with the requirements of the Code of Accounting Practice and Financial Reporting. This report provides a comprehensive high level overview of Council’s financial position as at 31 March 2018 in accordance with the Code, together with supplementary information. Any forecast results are projections as at 30 June 2018.

RECOMMENDATION

THAT:

1. The report be received and noted; and

2. Council approves the budget adjustments required.

DISCUSSION

This report provides an overview of Council’s quarterly financial position as at 31 March 2018. The QBRS report is prepared in accordance with the Code of Accounting Practice and Financial Reporting. It includes information on Council’s Operating, Capital and Net Budget Position as at 31 March 2018.

During the quarter, a detailed review of both the operating and capital budgets were undertaken to reconfirm the budget projections for the current financial year. A number of adjustments have been made (detailed below) which includes the rephrasing of revenue and expenditure into future years, the change of project deliverables due to staffing levels and the closing of the Ashfield Aquatics Centre on 15 April 2018.

Council has updated its projected budget result to $4.7 million including capital revenue against that reported in the 31 December 2017 QBRS of $4.6 million, an improvement of $93k. Excluding capital revenue, a deficit of $6.4 million has been projected against 31 December 2017 QBRS of ($6.2 million).This is primarily due to the expenditure of grants received and accounted for in prior years and expended in the current financial year.

The Capital Budget will be reviewed through the remainder of the financial year on an ongoing basis with the capital works managers.

Cash Flow forecasts of major projects will be monitored ensuring the expenditure remains in line with the budget. March 2018 year to date capital expenditure totals approximately $27.8 million.

Executive Summary of Budget Movements.

The following are key movements with a brief explanation and impact on Council’s budget:

- Decrease in Capital Expenditure of $5.6m predominantly funded by working capital

· Transportation Capital Projects - $1.8m (refer to Item 6 below)

· ICT Capital Projects - $1.9m (refer to Item 11 below)

· Property Capital Projects - $1.2m (refer to Item 12 below)

· Trees, Parks and Sportsfields Capital Projects - $0.7m (refer to Item 13)

- Forecast decrease in revenue relating to closure of Ashfield Aquatics Centre - $0.5m

- Forecast decrease in revenue relating to the reduction in operating hours of parking meters - $0.15m

- One off operating savings with in Trees, Parks and Sportsfields - $0.7m

Further details can be found in the March 2018 QBRS Movements section of this report.

Report by the Responsible Accounting Officer of Council

Section 203(2) of the Local Government (General) Regulation 2005 requires a report by Council’s responsible accounting officer regarding the Council’s financial position at the end of each quarter.

The responsible accounting officer is of the opinion that the Quarterly Budget Review Statement for the Inner West Council for the quarter ended 31 March 2018 indicates that Council’s projected financial position at 30 June 2018 will be satisfactory.

FINANCIAL IMPLICATIONS

The proposed budget adjustments will see a net decrease in Council working funds of $5.7m. Any projects that have required a budget adjustment for current works, rephased from the 2016/17 financial year into 2017/18 will be completed during this financial year.

Other Staff Comments

All relevant staff have been consulted during the budget adjustment process.

Public Consultation

Nil

1) Primary Financial Statement

2) March 2018 QBRS Movements

Item 1 – Ashfield Aquatics Centre

Decreased User Fees & Charges $374k

Decreased Other Income $143k

This decrease in forecast revenue is due to the closure of the Ashfield Aquatics Centre (15 April 2018) for redevelopment. This includes hall hire and leases associated with the Bastable Street & Cadigal Room and aquatics revenue. The net impact of this is call upon working funds of $517k and will be offset against other savings made in the budget.

Item 2 – Trees, Parks and Sportsfield

Decreased User Fees & Charges $252k

Decreased Employee Costs and Benefits $239k

Decreased Materials & Contracts $777k

Increased Other Expenses $60k

The forecast revenue for outdoor venues hire has been reduced due to a decline in bookings for the winter period. This has been offset by reduced one off expenditure savings in the Trees, Parks and Sportsfield’s budget. The net impact of this is a contribution to working funds of $704k and will be used to offset against calls on working funds.

Item 3 – Reduction in Parking Meters hours of operation

Decreased User Fees & Charges $90k

Decreased Other Income $60k

This reduction is associated with switching off Leichhardt main street parking meters from 7pm for the last quarter of 2017/18. We need to fund $150k of expenses that were previously funded by revenue from other sources which means we either find savings or reprioritize something else that was funded.

Item 4 – Fleet Management & Operations reforecast

Decreased net Gain on disposal $237k

Increase Materials & Contracts $118k

Increase Other Expenditure $10k

Decreased Capital Expenditure $365k

This adjustment is for the reforecast of Plant Purchases for the current financial year based on operational requirements. There will be no net impact on working funds for this adjustment.

Item 5 – Cycleway Projects

Increase Operating Grants $315k

Increase Capital Grants & Contributions $225k

Increase Capital Expenditure $540k

Upon further review after the close of the Q3 review, this grant was recognized in 2016/17 and funds received in 2017/18. This entry will be reversed part of the next budget review.

Item 6 – Transportation Capital Projects

Increase Operating Grants $94k

Increase Capital Grants & Contributions $300k

Decrease Capital Expenditure $1,798k

Decrease Working Capital Drawdown $2,192k

This adjustment is to account for a number of renewal projects that will be rephased into future years via the quarterly budget review process. The projects include Roads, storm water and footpath projects that were unable to be delivered during the financial year. There will be no net impact on working funds for this adjustment. Projects are –

· Ashfield Town Centre upgrade – contractual extension of time due to latent conditions. Completion expected September 2018.

· Whytes Creek Trunk Drainage Design Contribution – the delay is mainly due to Sydney Water who are experiencing delays.

· Chester Street Footbridge replacement – the delay is mainly due to construction commencement delayed pending resolution of work method in proximity to high pressure gas main and utility approval.

· Blackmore Oval Wetland, due to an increase in OEH Grant with the acquittal likely to be in 2018/19.

Item 7 – Pavement Markings & Signs

Increase Operating Grants $125k

Increase Materials and Contractors $125k

This adjustment is to account for the increased operating grant received for Pavement marking and signs form the Roads and Maritimes Services. There will be no net impact on working funds for this adjustment.

Item 8 – Greenway Capital Budget

Decrease Capital Grants & Contributions $25k

Increase Capital Expenditure $250k

Increase Net Working Capital Drawdown $275k

This adjustment is to reflect a matching funding agreement with the Roads and Maritimes Services related to the Greenway Project. There will be no net impact on working funds for this adjustment.

Item 9 – Stronger Communities Grants Program Reclassification

Decrease Material and Contractors $350k

Increase Other Expenses $350k

This adjustment is to reflect the reclassification of expenditure between within the reporting class for the Stronger Communities Funds project. There will be no net impact on working funds for this adjustment.

Item 10 - Urban Amenity Improvement Program Reclassification

Increase Material and Contractors $440k

Decrease Capital Expenditure $440k

This adjustment is to reflect the reclassification of expenditure between within the reporting class for the Urban Amenity Improvement Program. There will be no net impact on working funds for this adjustment.

Item 11 - ICT Capital Projects

Decrease Capital Expenditure $1,949k

Decrease Net Working Capital Drawdown $1,949k

This adjustment is to account for ICT projects that will be rephased into future years via the quarterly budget review process. There will be no net impact on working funds for this adjustment.

Technology One –

· HR Payroll due to unexpected integration problems of three payroll systems into CHRIS21.

· Property & Rating (CRM) commencement has been delayed to August 2018 due to delay in finalisation of the business area configuration.

Item 12 - Property Capital Projects

Decrease Capital Expenditure $1,176k

Decrease Net Working Capital Drawdown $1,176k

This adjustment is to account for a number of capital projects that will be rephased into future years via the quarterly budget review process. Rephased projects are –

· Telstra Site – 366C Darling Street, Balmain which is on hold pending Council’s decision.

· Dawn Fraser Pool upgrade work due to a change in scope. Previously it was planned to refurbish the pool, now the scope is to demolish and rebuild above the high water level.

· Jarvie Park Youth Centre renewal works – the roof work has been completed with elevation work in progress. The budget has been realistically been rolled over into 2018/19 when work is scheduled to be completed.

Item 13 - Trees, Parks and Sportsfields Capital Projects

Decrease Capital Expenditure $672k

Decrease Net Working Capital Drawdown $672k

This adjustment is to account for a number of capital projects that will be rephased into future years via the quarterly budget review process. The projects include –

· Mort Bay project mainly due to resourcing and the contract to be awarded in June.

· Yurulbin Park restoration, contract to be awarded in June.

· Balmain Rowers club project due to Council waiting on a S96 approval.

· Richard Murden Reserve fencing renewal and upgrade which is contingent on the Greenway masterplan being on public exhibition in May.

There will be no net impact on working funds for this adjustment.

Item 14 - Visy Recycling Contract Education Contribution – Ashfield

Increase Material and Contractors $47k

Increase Net Working Capital Drawdown $47k

This adjustment is to account for restricted grants received in last financial year but spent in this financial year. There will be no net impact on working funds for this adjustment.

Item 15 - Transfer of Surplus Funds to Working Funds

Decrease Net Working Capital Drawdown $37k

This adjustment is to account surplus funds identified in this quarterly budget review. Workings fund will be increased by $37K as a result of this quarterly budget review.

3) Summary Profit & Loss Statement

4) Service Unit P&L Summary

5) Capital Expenditure Statement

Capital projects are reviewed on a monthly basis with a view to aligning cash flow budgets with deliverables.

6) Cash & Investments – Restricted Held

Council’s cash position sees an unrestricted balance of $56.5 million as at 31 March 2018. The unrestricted balance will continue to diminish as Council expends it on operational expenses and capital projects during the financial year. The funds have been invested in accordance with Council’s investment portfolio which saw Council’s non fossil fuel investment at approximately $164.8m or 73% of its total portfolio as at the end of March 2018.

7) Contract Listing

Above is a listing of contracts Council entered into during the period 1 January to 31 March 2018.

8) Consultancy & Legal Expenses

A consultant is a person or organisation engaged under contract on a temporary basis to provide recommendations or high level specialist or professional advice to assist decision making by management. Generally it is the advisory nature of the work that differentiates a consultant from other contractors.

Where any expenses for Consultancy or Legal Fees (including Code of Conduct expenses) have not been budgeted for, an explanation is to be given. Report on external expenses only (not internal expenses).

ATTACHMENTS

Nil.

Council Meeting

12 June 2018

Item No: C0618 Item 14

Subject: Notice of Motion: Protocols for Council-Approved Public Meetings

From: Councillor John Stamolis

Motion:

THAT:

1. Council establish protocols for Council approved public meetings; and

2. A report come back to the August Ordinary Council meeting.

Background

Council-approved public meetings are an important function of Council. Councillors approve these meetings including the facilities used, the funding and use of staff resources (i.e. advertising, research and setting up the venue). As such, these meetings must satisfy principles of public interest and accountability.

There was comment from attendees at the recent Council approved public meeting (jointly convened by Council and the Rozelle Public School) that this meeting did not allow for public participation or Q&A and that ward Councillors and other elected representatives who were at the meeting did not have any opportunity to participate or contribute.

There was also comment that the meeting did not reinforce Councils’ long held and clearly stated opposition to the Westconnex while some key action groups said that they had not been advised of the meeting. This Notice of Motion seeks to establish practices that Council should follow for its public meetings:

1. A Council-approved public meeting (whether or not jointly convened) is the responsibility of Council and should uphold the fundamentals of community engagement and inclusiveness.

2. Council-approved public meetings must allow for Councillors (at minimum ward Councillors) to speak. Length of meeting must not be used as a reason to exclude Councillor participation.

3. The Chair or MC of a Council-approved public meeting should, in the first instance, be the Mayor. Otherwise, consultation with Councillors should take place to select the Chair or MC.

4. Any existing position of Council should be reinforced by the Chair or MC.

5. Council-approved public meetings should include Q&A. Length of meeting should not be used as a reason to exclude or limit community participation.

6. Council must protect public meetings from being, or appearing to be, party political.

7. Councillors (at minimum ward Councillors) should be invited to have input on the content of Council-approved public meetings and to contact and work with community groups if the meeting is a joint meeting.

8. Council should ensure that key action groups are contacted and advised of the public meetings.

Officer’s Comments:

Comment from Group Manager Communication, Engagement and Events:

Draft Council public meeting protocols are in development and could be included along with the Community Engagement Framework amendments resulting from the Local Democracy report to go back to Council.

These protocols cover:

· Purpose of meeting

· Notification and promotion

· Chair or MC

· Format including Q&A

· Best practice

A suggested draft format for public meetings is:

· Housekeeping (emergency evacuation information, toilet location, notification of filming, mobile phones silent) – Council officer

· Official welcome including acknowledgement of Country – Chair/MC

· Speakers

o Council presentation – Council officer

o Scheduled speakers where relevant (e.g. community group representative, expert, local member)

o Ward Councillors

· Community Question and Answer session – Chair/MC or delegated to Council officer

· Official close – Chair/MC

It is recommended that the following amendments be made to these items to assist Council staff in fulfilling their operational duties:

3. The Chair or MC of a Council-approved public meeting should, in the first instance, be the Mayor. Otherwise, consultation with Councillors should take place to select the Chair or MC.

The Chair or MC of a Council-run public meeting is the Mayor or General Manager in their role as Council’s official spokespeople. At their discretion and in line with this role, the Mayor and General Manager can nominate other Council officials to act as Council spokesperson/Chair/MC, such as Councillors or senior staff.

The content of the Council officer’s presentation is considered an operational matter. Ward Councillors should be allocated a short speaking spot as part of the official proceedings.

8. Council should ensure that key action groups are contacted and advised of the public meetings.

Council may resolve to invite community groups, experts, or state or federal members to a short speaking spot in the agenda. Council may also invite representatives of community groups to participate in the public meeting by hosting display tables where space is available.

ATTACHMENTS

Nil.

Council Meeting

12 June 2018

Item No: C0618 Item 15

Subject: Question on Notice: Staffing Matters

From: Councillor Rochelle Porteous

Comment by the General Manager:

A response to all questions will be provided by June 2018.

Questions:

Staff employments before and after the forced amalgamation:

What was the effective full time staff number at Leichhardt Council at the time of amalgamation?

Answer:

388 permanent and temporary staff.

What was the effective full time staff number at Marrickville Council at the time of amalgamation?

Answer:

551 permanent and temporary staff.

What was the effective full time staff number at Ashfield Council at the time of amalgamation?

Answer:

150 permanent and temporary staff.

What was the staff headcount at Leichhardt Council at the time of amalgamation?

Answer:

424 permanent and temporary staff.

What was the staff headcount at Marrickville Council at the time of amalgamation?

Answer:

601 permanent and temporary staff

What was the staff headcount at Ashfield Council at the time of amalgamation?

Answer:

162 permanent and temporary staff

Outdoor staff:

What was the outdoor staff headcount at Leichhardt Council at the time of amalgamation?

Answer:

136 permanent and temporary staff

What was the outdoor staff headcount at Marrickville Council at the time of amalgamation?

Answer:

127 permanent and temporary staff

What was the outdoor staff headcount at Ashfield Council at the time of amalgamation?

Answer:

52 permanent and temporary staff

How many of the current outdoor staff at the Inner West Council are casual?

Answer:

Council has 247 casual outdoor staff on it’s books.

How many of the current outdoor staff at Inner West Council are on fixed contracts?

Redundancies and resignations:

How many staff have left their employment through early retirement, resignation or redundancy in the Inner West Council since May 12 2016?

Answer:

There is no data available on early retirement as staff are not required to state their reasons for resignation. There have been no forced redundancies since 12 May 2016 and forty (40) staff have taken voluntary redundancy from 12 May 2016 to 31 March 2018. Data on total resignations will be provided at the next Council meeting.

Consultants and Labor Hire firms:

Does the IWC use a labour hire company or more than one?

Answer

Yes, across all service areas Council has used 28 labour hire firms this financial year.

If so how many staff are currently working for Council from a labor hire company?

Answer

138 staff are currently attached to labour hire firms. This includes both short term (days) and longer term placements (weeks or months). Over half of these staff are in three service units – Roads and Footpaths, Children’s Services and Environment and Sustainability, with significant service delivery operations to the community that require regular backfilling for staff absences.

ATTACHMENTS

Nil.