|
AGENDA R |
Council Meeting
TUESDAY 23 SEPTEMBER 2025
6:30 PM
|
|
Council Meeting 23 September 2025 |
Live Streaming of Council Meeting
In the spirit of open, accessible and transparent government, this meeting of the Inner West Council is being streamed live on Council’s website. By speaking at a Council meeting, members of the public agree to being recorded and must ensure their speech to the Council is respectful and use appropriate language. A person who uses defamatory, discriminatory or offensive language may be exposed to liability for which Council takes no responsibility. Any part of this meeting that is held in closed session will not be recorded.
Council meetings are streamed live on Council’s website. This allows our community greater access to Council proceedings, decisions and debate.
Pre-Registration to Speak at Council Meetings
Members of the public must register by 2pm of the day of the Meeting to speak at Council Meetings. If you wish to register to speak please fill in a Register to Speak Form, available from the Inner West Council website, including:
Are there any rules for speaking at a Council Meeting?
The following rules apply when addressing a Council meeting:
What happens after I submit the form?
You will be contacted by Governance Staff to confirm your registration. If you indicated that you will speak online, you will be provided with a link to the online meeting. Your request will then be added to a list that is shown to the Chairperson on the night of the meeting.
Where Items are deferred, Council reserves the right to defer speakers until that Item is heard on the next occasion.
Accessibility
Inner West Council is committed to ensuring people with a disability have equal opportunity to take part in Council and Committee Meetings. At the Council Chambers at Ashfield, there is a hearing loop service available to assist persons with a hearing impairment. If you have any other access or disability related participation needs and wish to know more, call 9392 5536.
Persons in the public gallery are advised that under the Local Government Act 1993, a person may NOT record a Council meeting without the permission of Council.
Any persons found recording without authority will be expelled from the meeting.
“Record” includes the use of any form of audio, video and still camera equipment or mobile phone capable of recording speech.
An audio recording of this meeting will be taken for the purpose of verifying the accuracy of the minutes.
Statement of Ethical Obligations
The Mayor and Councillors are bound by the Oath/ Affirmation of Office made at the start of the Council term to undertake their civic duties in the best interests of the people of the Inner West Council and to faithfully and impartially carry out the functions, powers, authorities and discretions vested in them under the Local Government Act or any other Act, to the best of their skill and judgement.
It is also a requirement that the Mayor and Councillors disclose conflicts of interest in relation to items listed for consideration on the Agenda or which are considered at this meeting in accordance with Council’s Code of Conduct and Code of Meeting Practice.
|
|
Council Meeting 23 September 2025 |
|
AGENDA |
1 Acknowledgement of Country
2 Apologies and Request for Remote Attendance
3 Notice of Webcasting
4 Statement of Ethical Obligations
5 Disclosures of Interest (Part 4 (Pecuniary Interests) and Part 5 (non-pecuniary conflicts of interest) of Council’s Code of Conduct)
6 Moment
of Quiet Contemplation
7 Confirmation of Minutes Page
Minutes
of 19 August 2025 Council 7
8 Public Forum – Hearing from All Registered Speakers
Note: Items not considered and deferred from previous Council meetings will not form part of the Public Forum session.
9 Condolence Motions
Nil at the time of printing.
10 Mayoral Minutes
Nil at the time of printing.
11 Reports for Council Decision
ITEM Page
C0925(1) Item 1 Election of Deputy Mayor 33
C0925(1) Item 2 Aboriginal and Torres Strait Islander Community Hub 48
C0925(1) Item 3 Local Traffic Committee Meetings - 16 June 2025 and 21 July 2025 68
C0925(1) Item 4 Post Exhibition - Draft Media and Social Media Policy 103
C0925(1) Item 5 Financially Sustainable Service Delivery Program 121
C0925(1) Item 6 Post Exhibition - Blackmore Park Plan of Management 126
C0925(1) Item 7 Public Exhibition - Code of Meeting Practice 225
C0925(1) Item 8 Flood Management Advisory Committee Meeting - 27 August 2025 293
C0925(1) Item 9 Local Transport Forum Meetings - 18 August 2025 and 1 September 2025 303
C0925(1) Item 10 Update on Inner West e-Bike Strategy and Policy and shared e-bike parking bays 320
C0925(1) Item 11 Princes Highway between Cooks River and Railway Road, Sydenham 325
C0925(1) Item 12 Supply of Waste Collection Vehicles 342
C0925(1) Item 13 Automated Waste Systems 345
C0925(1) Item 14 Events and Engagements at the Inner West Sustainability Hub 386
C0925(1) Item 15 2025 Inner West Council Annual Grant Program 392
C0925(1) Item 16 Councillor Representation on Committees 435
12 Reports for Noting
ITEM Page
C0925(1) Item 17 Reconciliation Action Plan Update and Engagement 443
C0925(1) Item 18 Birchgrove Oval Floodlighting Upgrade 448
C0925(1) Item 19 Internal Ombudsman Shared Service review of Customer Service Improvements 451
C0925(1) Item 20 Internal Ombudsman Shared Service review of Customer Service Improvements - Supplementary Report 457
C0925(1) Item 21 Investment Report at 31 August 2025 463
C0925(1) Item 22 Update on Major Residential Development Panel and progress of housing delivery 518
C0925(1) Item 23 Mandatory Reporting to Council of report received from Fire & Rescue NSW - 59-61 Kensington Road Summer Hill and 2A Brown Street Ashfield 527
C0925(1) Item 24 AR Bluett Memorial Award, Stephen Ward Scholarship 547
C0925(1) Item 25 Utilisation of Council Venues 550
C0925(1) Item 26 Leichhardt Oval Refurbishment - Monthly Project Update 558
C0925(1) Item 27 Leichhardt Park Aquatic Centre Upgrade - Monthly Project Update 562
C0925(1) Item 28 Leichhardt Park Wharf and Pontoon 566
13 Notices of Motion
ITEM Page
C0925(1) Item 29 Notice of Motion: Car share spots 594
C0925(1) Item 30 Notice of Motion: Tree Removal at 54 Thornley Street Leichhardt 596
C0925(1) Item 31 Notice of Motion: Cooks River Lighting 637
C0925(1) Item 32 Notice of Motion: School Road Safety Audit 639
C0925(1) Item 33 Notice of Motion: Vietnamese Refugee Memorial 641
C0925(1) Item 34 Notice of Motion: Support for Inner West Tech + Start Up and AI Procurement 643
C0925(1) Item 35 Notice of Motion: Rights to Protest 644
C0925(1) Item 36 Notice of Motion: Gambling Harm Minimisation in Children 645
C0925(1) Item 37 Notice of Motion: Delivering new homes in the Parramatta Road Corridor 647
C0925(1) Item 38 Notice of Motion: Early Childhood Education Reforms 648
C0925(1) Item 39 Notice of Motion: Music event at Henson Park 651
C0925(1) Item 40 Notice of Motion: Improving community resilience - embedding Social Workers in the Inner West Library System 653
C0925(1) Item 41 Notice of Motion: 'I Have a Dream' Mural Newtown - State Heritage Listing 655
C0925(1) Item 42 Notice of Motion: Stanmore Village Business Support 657
C0925(1) Item 43 Notice of Motion: Traffic Management Study - Dulwich Hill 658
C0925(1) Item 44 Notice of Motion: FOGO in Early Childhood Education 660
C0925(1) Item 45 Notice of Motion: St Peters Interchange Parkland 661
C0925(1) Item 46 Notice of Motion: Review of Pedestrian Crossing - Livingstone Road, Marrickville 662
C0925(1) Item 47 Notice of Motion: Inner West Landmark Playground 663
C0925(1) Item 48 Notice of Motion: Footpath to Hawthorne Light Rail station 667
C0925(1) Item 49 Notice of Motion: Safety on Livingstone Road 668
C0925(1) Item 50 Notice of Motion: Enmore Road Business Engagement 669
14 Questions From Councillors
ITEM Page
C0925(1) Item 51 Question on Notice: Tree Removals 670
C0925(1) Item 52 Question on Notice: Callan Park 684
15 Reports with Confidential Information
Reports appearing in this section of the Business Paper are confidential in their entirety or contain confidential information in attachments.
The confidential information has been circulated separately.
ITEM Page
C0925(1) Item 53 Together2: Social Enterprise Cafe for disability employment 686
C0925(1) Item 54 Domestic Violence Hubs 727
C0925(1) Item 55 Lambert Park Sporting Ground - APIA Lease Conditions 728
C0925(1) Item 56 Public Exhibition - Voluntary Planning Agreement - 67-75 Lords Road, Leichhardt 729
C0925(1) Item 57 Quarterly Strategic Investment Property Report 731
C0925(1) Item 58 RFT 48-24 Stormwater Drainage Pit and Pipeline Condition Survey 2025 735
C0925(1) Item 59 Renewal of Microsoft Enterprise Agreement 737
C0925(1) Item 60 Appointment of Independent Audit, Risk and Improvement Committee (ARIC) Member, Minutes and ARIC Annual Report 2024-25 738
|
|
Council Meeting 23 September 2025 |
Minutes of Ordinary Council Meeting held on 19 August 2025 at Ashfield Service Centre
Meeting commenced at 6.30pm
|
Present: |
|
|
Darcy Byrne Mat Howard Izabella Antoniou Liz Atkins Olivia Barlow Andrew Blake Jo Carlisle Vicki Clay Jessica D’Arienzo Kerrie Fergusson Victor Macri Vittoria Raciti Philippa Scott Chloe Smith Ismet Tastan Simone Plummer |
Mayor Deputy Mayor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor General Manager Director Planning |
|
Ryann Midei |
Director Property and Major Projects |
|
Ruth Callaghan Peter Shields Sharon Bowman Julian Sakarai Matthew Pearce Gunika Singh Manod Wickramasinghe Scott Mullen |
Director Community Director Engineering Director Corporate Senior Manager Governance and Risk General Counsel Team Leader Planning Operations Traffic and Transport Planning Manager Strategic Investments and Property Manager |
|
George Georgakis Katherine Paixao Akelo Costa |
Administration Manager Business Paper Coordinator Acting Business Paper Officer |
APOLOGIES AND REQUEST FOR REMOTE PARTICIPATION:
Nil.
DISCLOSURES OF INTEREST:
Councillor Raciti declared a significant, pecuniary interest in relation to Item 66 - Lambert Park Sporting Ground - APIA Lease Conditions as her husband is the President of the Leichhardt Tigers, and her son is on the board. She will leave the meeting during discussion and voting on the matter.
Councillor Barlow declared a non-significant, non-pecuniary interest in Item 16 - Local Traffic Committee Meetings - 16 June 2025 and 21 July 2025 as she works in the Office of Kobi Shetty MP, who in her capacity as the member for Balmain, has a representative on the Traffic Committee. She will remain in the meeting during discussion and voting on the matter as the vote is exercised through a representative.
Councillor Blake declared a significant pecuniary interest in relation to Item 30 - Reconciliation Action Plan Update and Engagement as the item references the Anti-Racism bystander training. His wife is part of the Western Sydney University combatting Racism program who is delivering this training. He will leave the meeting during voting and discussion on the matter.
Councillor Blake declared a non-significant, non-pecuniary interest in relation to Item 40 - 54 Thornley Street Leichhardt - Tree Removal as he received and has tabled a petition by residents opposed to this item. He will remain in the chamber during voting and discussion.
Councillor Scott declared a non-significant, non-pecuniary interest in relation to Item 31 - Together2: Social Enterprise Cafe for disability employment as her son works there. She will leave the meeting during discussion and voting on the matter.
Councillor Scott declared a significant, pecuniary interest in relation to Item 66 - Lambert Park Sporting Ground - APIA Lease Conditions as she lives in close proximity to Lambert Park. She will leave the meeting during discussion and voting on the matter.
Motion: (D’Arienzo/Atkins)
That Council note the disclosures of interest.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
CONFIRMATION OF MINUTES
|
That the Minutes of the Council held on Tuesday, 17 June 2025 be confirmed as a correct record.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
PUBLIC FORUM
The registered speakers were asked to address the meeting. The list of speakers is available on the last page of these minutes.
Councillor D'Arienzo left the Meeting at 7:21 pm.
Councillor D'Arienzo returned to the Meeting at 7:24 pm.
The Mayor, Councillor Byrne left the Meeting at 7:36 pm. The Mayor vacated the chair and the Deputy Mayor, Councillor Howard assumed the chair.
Councillor Carlisle left the Meeting at 7:42 pm.
Councillor Carlisle returned to the Meeting at 7:44 pm.
The Mayor, Councillor Byrne returned to the Meeting at 7:50 pm. The Deputy Mayor, Councillor Howard vacated the chair and the Mayor, Councillor Byrne assumed the chair.
Councillor Fergusson left the Meeting at 8:20 pm.
Councillor Howard left the Meeting at 8:25 pm.
Councillor Howard returned to the Meeting at 8:26 pm.
Councillor Fergusson returned to the Meeting at 8:33 pm.
Procedural Motion (Atkins/Fergusson)
That the meeting be adjourned for 10 minutes.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
The meeting was adjourned at 8:33 pm
The meeting recommenced at 8:52 pm
|
1. That Council record our sadness at the passing of Sue Short and writes to the family expressing our condolences.
2. That Council recognise on behalf of the Balmain community the contribution Sue has made to the community and propose an appropriate recognition of her service to the community and considers planting a tree, in consultation with the family.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
Procedural Motion (Howard/Atkins)
1. Item 6 - Tourism Plan Bi-Monthly Report - Updated Advertising Strategy
2. Item 9 - Inner West Choral Festival
3. Item 14 - Leichhardt Park Aquatic Centre Upgrade - Monthly Project Update
4. Item 20 - Post Exhibition - Lobbying Policy
5. Item 21 - Statutory Review of Delegations
6. Item 22 - Audit, Risk and Improvement Committee Meeting 21 May 2025 Minutes
7. Item 23 - Quarter Four - Progress Report on the Delivery Program 2022 - 26
8. Item 24 - Investment Report at 30 June 2025
9. Item 25 - Investment Report at 31 July 2025
10. Item 28 - Biodegradable dog waste bags main street trial - Balmain-Rozelle
11. Item 29 - State Emergency Services access to Inner West Council Aquatic Facilities
12. Item 32 - Progress Update - Parking and Land Dedication in Jubilee Place, Balmain
13. Item 33 - Inner West Shifting Gears Forum
14. Item 35 - Leichhardt Oval Refurbishment - Monthly Project Update
15. Item 36 - Clontarf Cottage Refurbishment Update
16. Item 37 - Marrickville Town Hall – Expression of Interest process for the use of the basement
17. Item 38 - Councillor Expenses for 1 July 2024 to 30 June 2025
18. Item 39 - Local Government NSW Annual Conference 2025
19. Item 40 - 54 Thornley Street Leichhardt - Tree Removal
20. Item 43 - Notice of Motion: Amy Street Pathway
21. Item 45 - Notice of Motion: Illawarra Road Business Support
22. Item 46 - Notice of Motion: Youth Voice Summit
23. Item 49 - Notice of Motion: Steel Park Illawarra Road Pedestrian Crossing
24. Item 51 - Notice of Motion: Parking on Easter Street, Leichhardt
25. Item 53 - Notice of Motion: Audit of 'No Stopping' Zones for Potential Conversion to Shared e-Bike Parking
26. Item 54 - Notice of Motion: Crystal Street Business Support
27. Item 55 - Notice of Motion: Advertising Disability Access in Council Street Infrastructure
28. Item 61 - Major Capital Projects Committee and Project Summary Report
29. Item 65 - Camperdown Commons - Lease Assignment
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
Procedural Motion (Howard/Atkins)
That the following items be moved in globo and the recommendations contained within the report be adopted:
1. Item 6 - Tourism Plan Bi-Monthly Report - Updated Advertising Strategy
2. Item 9 - Inner West Choral Festival
3. Item 14 - Leichhardt Park Aquatic Centre Upgrade - Monthly Project Update
4. Item 20 - Post Exhibition - Lobbying Policy
5. Item 21 - Statutory Review of Delegations
6. Item 22 - Audit, Risk and Improvement Committee Meeting 21 May 2025 Minutes
7. Item 23 - Quarter Four - Progress Report on the Delivery Program 2022 - 26
8. Item 24 - Investment Report at 30 June 2025
9. Item 25 - Investment Report at 31 July 2025
10. Item 28 - Biodegradable dog waste bags main street trial - Balmain-Rozelle
11. Item 29 - State Emergency Services access to Inner West Council Aquatic Facilities
12. Item 32 - Progress Update - Parking and Land Dedication in Jubilee Place, Balmain
13. Item 33 - Inner West Shifting Gears Forum
14. Item 35 - Leichhardt Oval Refurbishment - Monthly Project Update
15. Item 36 - Clontarf Cottage Refurbishment Update
16. Item 37 - Marrickville Town Hall – Expression of Interest process for the use of the basement
17. Item 38 - Councillor Expenses for 1 July 2024 to 30 June 2025
18. Item 39 - Local Government NSW Annual Conference 2025
19. Item 40 - 54 Thornley Street Leichhardt - Tree Removal
20. Item 43 - Notice of Motion: Amy Street Pathway
21. Item 45 - Notice of Motion: Illawarra Road Business Support
22. Item 46 - Notice of Motion: Youth Voice Summit
23. Item 49 - Notice of Motion: Steel Park Illawarra Road Pedestrian Crossing
24. Item 51 - Notice of Motion: Parking on Easter Street, Leichhardt
25. Item 53 - Notice of Motion: Audit of 'No Stopping' Zones for Potential Conversion to Shared e-Bike Parking
26. Item 54 - Notice of Motion: Crystal Street Business Support
27. Item 55 - Notice of Motion: Advertising Disability Access in Council Street Infrastructure
28. Item 61 - Major Capital Projects Committee and Project Summary Report
29. Item 65 - Camperdown Commons - Lease Assignment
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
|
C0825(1) Item 6 Tourism Plan Bi-Monthly Report - Updated Advertising Strategy |
|
That Council adopt the amended Advertising Strategy as outlined in Table 1 of this report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council endorse the proposal to deliver the inaugural Inner West Choral Festival at White Bay Power Station in August 2026 as outlined in this report.
2. That funding of $100,000 form part of the 2026/27 budget consideration.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council adopt the Lobbying Policy.
2. That Council update the Policy Register and publish, as applicable, internally and externally the adopted Lobbying Policy.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council increases the General Manager’s delegated financial authority to enter into a contract, agreement, or memorandum of understanding to $2 million (excluding GST)/$2.2m (including GST), subject to the limitations and exclusions specified in the attached Instrument of Delegation to the General Manager.
2. That Council delegates to the General Manager, or to the person acting in the position of General Manager, all the powers and functions of the Council that it may lawfully delegate, subject to the limitations and exclusions specified in the attached Instrument of Delegation to the General Manager.
3. That Council re-affirms its delegations to the Mayor and delegates to the Mayor, or any person acting in that role, all the powers and functions specified in the attached Instrument of Delegation to the Mayor, subject to the limitations and exclusions specified in the attached Instrument of Delegation to the General Manager.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
That Council receive and note the report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
That Council receive and note the report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
That Council receive and note the report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
That Council receive and note the report
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council note that at the Council meeting on 9 August 2022, Council resolved to amend the Plan of Management for Henson Park, and that this included retaining the pathway known as the “Amy Street Pathway” connecting Amy Street and Centennial Street, Marrickville.
2. That Council notes this is a vital pedestrian thoroughfare connecting the north and south communities of Marrickville.
3. That Council notes the pathway is currently closed while construction is underway as part of Stage 2 of the Henson Park upgrades.
4. That Council upgrades the pathway before reopening it later this year, including: a) Resurfacing the pathway; b) Removing the barbed wire fences and replacing fences on both sides of the pathway, incorporating artistic elements that reflect the sporting, industrial and natural history of the precinct and other elements that ensure the pathway is aesthetically pleasing, safe and accessible; and c) Incorporating interpretative signage.
5. That Council investigate naming the pathway in commemoration of the late Carla Stacey AO in accordance with the Inner West Naming Policy, to be reported at an upcoming meeting of the Council and with sufficient time to incorporate recognition prior to the pathway’s reopening.
6. That should the pathway be nominated for renaming in honour of Carla Stacey AO, consultation be undertaken with her family regarding the recognition to take place.
7. That Council fund the upgrades to the pathway through the second quarter budget review.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council resolve to hold a Youth Voice Summit as part of the development of the Children and Youth Strategy, involving young people from across the Inner West and organisations that service youth.
2. That Council hold the Youth Voice Summit in the 2025-2026 financial year, with costs funded through the existing Communities Budget.
3. That Council involve the Young Leaders local democracy group and other young people in the development of the program.
4. That Council include as a key outcome of the Youth Voice Summit a communique that captures the discussion, outcomes and aspirations of participants and which specifically addresses opportunities for Council to improve engagement with and services for young people.
5. That Council report back to Council in November 2025 with a timeline, program of events, and other information, regarding the planned Youth Voice Summit, as well as further details on the Child and Youth Strategy.
6. That Council consider including the following elements in the Summit: a) A survey or other engagement prior to the event capturing young people’s views of the Inner West, and specifically on service provision from Inner West Council and ways to meaningfully engage and serve young people; b) A stakeholder roundtable, including service representatives and young clients from organisations servicing and supporting young people across the local government area; c) Additional engagement with organisations and young people from marginalised communities, including Aboriginal and Torres Strait Islander, LGBTIQA+, disability and culturally and linguistically diverse communities; d) A plenary session featuring young leaders from the Inner West focused on youth engagement and empowerment; e) A listening, learning and engagement session for student leaders and representatives from local primary and secondary schools, and youth representatives from other local organisations with Federal, State, and Local elected representatives; and f) Other engagements, activities and events as determined by staff.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
C0825(1)
Item 55 Notice of Motion: Advancing
Disability Access in Council Street |
|
Motion: (Howard/Atkins)
1. That Council acknowledges the fundamental importance of accessible street infrastructure in ensuring people with disability and low physical mobility can fully participate in community life and exercise their right to equal access to public spaces.
2. That Council notes: a) Council's strong commitment to inclusivity and accessibility for people with disability; b) The increasing awareness of accessibility barriers in our streetscapes requires systematic and ongoing improvement of pedestrian infrastructure; c) Investment in accessible footpaths, kerb ramps, and pedestrian crossings is essential for the mobility and independence of people with disability, older residents, parents with prams, and other community members with mobility needs; d) The Disability Inclusion Action Plan (DIAP) Action Area 4 specifically commits Council to "improve the accessibility of local infrastructure, venues, parks, and facilities"; e) Creating truly accessible infrastructure sometimes requires difficult decisions, including the potential removal and replacement of street trees where root systems or placement significantly impact footpath accessibility; and f) While such decisions must balance environmental and accessibility considerations, Council's commitment to inclusive infrastructure remains paramount.
3. That Council resolves to: a) Reaffirm its commitment to accessibility throughout our communities, including Council venues, streetscapes, and open spaces, as articulated in the DIAP; b) Prioritise the implementation of DIAP Action 4.5 regarding investment in annual footpath renewal and Pedestrian Access and Mobility Plan priorities; c) Ensure the priority works program for accessibility improvements is completed by the end of the 2025/26 financial year, including: i. Ongoing footpath and pedestrian crossing maintenance to accessibility standards; ii. Installation of new raised pedestrian crossings where feasible; iii. New and upgraded kerb ramps as standalone projects; and iv. Integration of kerb ramp improvements with scheduled footpath renewal works; d) Maintain accessibility as a key consideration in all infrastructure planning, budgeting, and implementation decisions; and e) Provide a report back to Council within six months on the progress of accessibility improvements in street infrastructure, including completion timelines for priority works.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council as Crown land manager of Camperdown Park (R8205) and (D.500444 resolves to approve the Assignment of Lease from Camperdown Project Pty Ltd (Outgoing Lessee) to Intedie Pty Ltd (Incoming Lessee) for the Premises known as Camperdown Commons situated at part-Camperdown Park, Camperdown.
2. That Council as Crown land manager of Camperdown Park (R8205) and (D.500444 authorises the General Manager or nominated delegate to negotiate, finalise terms and formally execute the assignment of lease documentation including completion of all necessary legal and lease registration requirements.
3. That Council as Crown land manager of Camperdown Park (R8205) and (D.500444 notes that in accordance with Lease Clause 16.8, Council cannot unreasonably withhold consent to a request to assign the lease.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
Procedural Motion (Howard/Atkins)
That Council Suspend Standing Orders to bring forward Item 57 - Notice of Motion: Amendments to Inner West Local Environmental Plan and Item 17 Public Exhibition - Draft Parking Strategy & Public Domain Parking Policy to be dealt with after Item 4 - Update on 'Fairer Future for the Inner West Plan' - Council led alternate planning approach for new housing.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
Procedural Motion (Byrne/Smith)
That Council allow Clr D’Arienzo to speak for 3 additional minutes on Item 4.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
Procedural Motion (Howard/Carlisle)
That Council allow Clr Clay to speak for 1 additional minute on the Atkins/Antoniou amendment in Item 4.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
|
C0825(1) Item 57 Notice
of Motion: Amendments to Inner West Local |
Procedural Motion (Howard/Scott)
That Council Suspend Standing Orders to bring forward Items 63 and 64 and enter into Confidential Session. At the conclusion of resolving the above two items in Confidential Session, Council deal with Items 11, 12, 13, 19, 26, 27 and 50.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
Confidential Session
That in accordance with Section 10A(1) of the Local Government Act 1993, the following matters be considered in Closed Session of Council for the reasons provided:
C0825(1) Item 63 RFT 18-25 Leichhardt Oval Refurbishment – Project Management Services (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business; AND commercial information of a confidential nature (Section 10A(2)(d)(i) of the Local Government Act 1993) that would, if disclosed prejudice the commercial position of the person who supplied it.
C0825(1) Item 64 RFT 17-25 Leichhardt Oval Refurbishment - Architect and Principal Design Consultant Services (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business; AND commercial information of a confidential nature (Section 10A(2)(d)(i) of the Local Government Act 1993) that would, if disclosed prejudice the commercial position of the person who supplied it.
Procedural Motion (Byrne/Howard)
That Council move back into the Open Session of the Council Meeting.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
resolutions passed during closed session
|
C0825(1) Item 64 RFT
17-25 Leichhardt Oval Refurbishment - Architect and |
|
1. That Council accepts Cox Architecture tender submission for RFT 17-25 Leichhardt Oval Refurbishment for Architect and Principal Design Consultant services in the amount of $1,625,000.00 ex GST ($1,787,500.00 Inc GST).
2. That Council delegate authority to the General Manager to execute an agreement with Cox Architecture for RFT 17-25 Leichhardt Oval Refurbishment – Architect and Principal Design Consultant services and authorise variations which may arise.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council approve allocation of $150,000 for collaboration with SXSW Sydney to deliver the Fest by Inner West program.
2. That Council provide funding in the amount of $150,000 to be allocated as part of the first quarterly budget review.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
The Mayor, Councillor Byrne left the Meeting at 10:31 pm and vacated the chair. The Deputy Mayor, Councillor Howard assumed the chair.
|
1. That Council adopt the Code of Meeting Practice.
2. That Council update the Policy Register and publish, as applicable, internally and externally the adopted Code of Meeting Practice.
3. That Council receives a further report after the Office of Local Government releases the new Model Code of Meeting Practice.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil Absent: Cr Byrne
Amendment (Atkins/Barlow)
That point 1 be amended to:
1. That Council adopt the Code of Meeting Practice subject to the following amendments: a) Add a new item to clause 19.2 to ensure that a foreshadowed motion which lapses is recorded in the minutes of the proceedings of the Council with the name of the councillor who foreshadowed the motion, and a notation that it lapsed. b) Amend clause 10.22 to replace “2 minutes” with “3 minutes”.
Motion Tied For Motion: Crs Carlisle, Clay, D'Arienzo, Fergusson, Howard, Scott and Smith Against Motion: Crs Antoniou, Atkins, Barlow, Blake, Macri, Raciti and Tastan Absent: Cr Byrne
The Chairperson, Deputy Mayor, Councillor Howard used his Casting Vote against the MOTION and the MOTION was lost. |
Councillor Raciti left the Meeting at 10:37 pm.
Councillor Raciti returned to the Meeting at 10:39 pm.
Councillor Smith left the Meeting at 10:38 pm.
Councillor Smith returned to the Meeting at 10:41 pm.
|
1. That Council amend the sporting fields renovation schedule so that Centenary Park is upgraded in 2027/2028 at the same time as the inclusive playground construction already scheduled for Centenary Park, with planning to be completed in 2026/2027. All designs remain under consideration.
2. That Council bring forward the planned renovation of Ashfield Park to be upgraded in 2026/2027 with planning to be completed in 2025/2026.
3. That Council commence new consultation on the Centenary Park upgrade with stakeholders including Ashfield Cricket Club, Burwood Football Club, Western Suburbs District Cricket Club, Super Six-a-side Soccer, park users, and Croydon residents, and keep the Mayor and General Manager informed about the consultation and the recommendation for upgrade before it comes to Council.
4. That Council approve that this new schedule and new consultation will supersede the report deferred for consideration at the March 2025 Council meeting, which should not be brought back to Council.
Motion Carried For Motion: Crs Atkins, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott and Smith Against Motion: Crs Antoniou, Barlow and Tastan Absent: Cr Byrne
Amendment (Blake/Antoniou)
That the renewed consultation on the Centenary Park upgrade contains an explicit option with exclusively natural turf and upgraded drainage for comment by the community.
Motion Lost For Motion: Crs Antoniou, Atkins, Barlow, Blake and Tastan Against Motion: Crs Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott and Smith Absent: Cr Byrne |
The Mayor, Councillor Byrne returned to the Meeting at 10:54 pm. The Deputy Mayor, Councillor Howard vacated the chair and the Mayor, Councillor Byrne assumed the chair.
|
1. That Council endorse the development of the “Option A” site in Stanmore-Damun Ward, and identify a site for delivery in Ashfield-Djarrawunang Ward within the next 12 months, to be reported back to Council.
2. That Council investigate the budget and maintenance implications of the other listed alternative sites in Stanmore-Damun, Ashfield-Djarrawunang, and Marrickville-Midjuburi Wards to progress in future years.
3. That Council endorse an update to Council’s Environment and Sustainability and Urban Forest webpage(s) to include current information about the locations and benefits of microforests for Inner West residents, include a feature on Council’s microforests trial in a future edition of the newsletter and on social media channels, and explore installing signage and information on microforests at each site.
4. That Council continue liaising with local environmental volunteers on opportunities to involve volunteers in the care, maintenance, and promotion of microforests.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council approve the provision of a trans solidarity crossing along the footpath outside the Pride Hub in Camdenville Park subject to agreement from Trans Pride Australia.
2. That funding in the amount of $17,000 be allocated as part of the first quarterly budget review.
3. That a further meeting be held on site with Trans Pride Australia, the Sydney Rangers, Flying Bats and other local sporting teams with a demonstrated interest and commitment to LGBTIQA+ inclusive sport such as the Sydney Women’s’ Baseball League.
4. That Council staff work with Trans Pride Australia to nominate a day to celebrate the opening of the solidarity crossing - potentially International Day of Trans Visibility in March 2026 if not earlier - and that the crossing be included in an upcoming edition of the Inner West Community News.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
|
1. That Council approve the program and budget proposed in this report to deliver the Town Hall Open Day program.
2. That Council provide funding of $105,000 to be allocated as part of the first quarterly budget review.
3. That funding of $105,000 form part of the 2026/27 budget consideration.
4. That Council receive a report to the October 2025 Council meeting outlining how the Open Day Festivals will engage local creative networks and the community to showcase the success of the Creative Town Halls Program.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan Against Motion: Nil |
Procedural motion (Byrne/Howard)
That Council defer Items 15, 16, 18, 30, 31, 34, 41, 42, 44, 47, 48, 52, 56, 62 and 66 to the next Ordinary Council meeting on 23 September 2025.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Byrne, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Raciti, Scott, Smith and Tastan
Against Motion: Nil
Meeting closed at 11:00 pm.
Public Speakers:
|
Item #
|
Speaker |
Suburb |
|
Item 4: |
Eddie Ma Alyce Umback Edward Finn Dann Caterina Pacialeo Doodie Herman Tim Austin Michael Carey Justin Simon John Stamolis Loretta Picone Dan Conway Clara da Costa-Reidel Hall Greenland Stuart Gibson |
Marrickville Marrickville Enmore Dulwich Hill Leichhardt Ashfield Marrickville Summer Hill Balmain Balmain Marrickville Balmain Leichhardt Newtown |
|
Item 8: |
Warner Ward Jen Peden |
Marrickville Petersham |
|
Item 16: |
James Buckman Doug Rosser Kathryn Welch |
Enmore Enmore Enmore |
|
Item 17: |
Margo Cashman |
Dulwich Hill |
|
Item 40: |
Jo Blackman |
Dulwich Hill |
|
Item 41: |
Rebecca Fernandez |
Balmain |
|
Item 42: |
Simon Skelton Vincent Buret |
Leichhardt Leichhardt |
|
Item 50: |
Louise Appel |
Lilyfield |
|
Item 52: |
Isheeta Gupta Ben King Mat Wilk |
Annandale Balmain Rozelle |
|
Item 56: |
Jessica Bineth |
Summer Hill |
|
Item 57: |
Timothy Flett Louise Appel Eddie Ma John Stamolis |
North Willoughby Lilyfield Marrickville Balmain |
|
Item 66: |
Rick Montrone |
Russell Lea |
Unconfirmed minutes from the Ordinary Council meeting held on 19 August 2025.
|
|
Council Meeting 23 September 2025 |
Subject: Election of Deputy Mayor
Prepared By: Julian Sakarai - Senior Manager Governance and Risk
Authorised By: Sharon Bowman - Director Corporate
|
RECOMMENDATION
1. That Council determine to elect a Deputy Mayor, and if agreed, determine the length of term for the Deputy Mayor (traditionally until September the following year); and
2. That Council determine the method of voting for the election of the Deputy Mayor (if more than one nomination is received).
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
This report has been prepared to conduct the election of Deputy Mayor (if Council determines to appoint a Deputy Mayor). The decision to have a Deputy Mayor is a decision for the Council and is recommended in this report based on the current practice of Council.
The method of voting used at the election of Deputy Mayor must be determined at the meeting at which the election is being held. The options open to Council are open voting, ordinary ballot, and preferential ballot. Traditionally, Council conducts elections for the Mayor and Deputy Mayor by open voting. It is the most transparent and least bureaucratic method of voting and reflects normal Council voting methods. It is also the method of voting that can most easily accommodate any Councillors attending remotely. If a Councillor is attending remotely, and Council resolves to conduct the election by preferential or ordinary ballot, this will require all Councillors, whether in person or attending remotely, to use an online voting system to ensure secrecy. However, this is not recommended as Council has not used the system before, and there is a risk of technical issues.
BACKGROUND
Council at its meeting on 8 October 2024 conducted an election for Deputy Mayor and Councillor Howard was elected Deputy Mayor until September 2025.
The decision to have a Deputy Mayor is a decision for the Council. It is recommended in this report based on the historical practice of Council, and to ensure Council has sufficient capacity in the event the Mayor is unable to exercise the Mayoral functions.
If Council resolves to appoint a Deputy Mayor, Council has previously resolved to pay the Deputy Mayor a fee of $10,000 per annum. The Local Government Act 1993 requires that any fee set for the Deputy Mayor is taken from the annual fee payable to the Mayor. It is at Council’s discretion to determine the fee payable to the Deputy Mayor, if any.
DISCUSSION
Under section 231(3) of the Local Government Act 1993, the Deputy Mayor may exercise any function of the Mayor for any of the following reasons:
1. At the request of the Mayor
2. If the Mayor is prevented by illness, absence or otherwise from exercising the function
3. If there is a casual vacancy in the office of the Mayor.
If Councillors do not proceed with the election of a Deputy Mayor for the ensuing year, they may elect a Deputy Mayor at another time if the Mayor is prevented – by illness, absence or otherwise – from exercising their role.
In the event that the Deputy Mayor is prevented by illness, absence or otherwise from exercising their role, the Councillors may elect another Councillor to act as the Deputy Mayor.
Under section 3(3) of Schedule 7 of the Local Government (General) Regulation 2021 (Regulation) (Attachment 1), the method of voting used at mayoral (or deputy mayor) elections must be determined at the meeting at which the election is being held. The options open to Council are open voting, ordinary ballot, and preferential ballot. Procedures for each method are detailed below.
Traditionally, Council conducts elections for the Mayor and Deputy Mayor by open voting. It is the most transparent and least bureaucratic method of voting and reflects normal Council voting methods. It is also the method of voting that can most easily accommodate Councillors attending remotely. If a Councillor is attending remotely, and Council resolves to conduct the election by preferential or ordinary ballot, this will require all Councillors, whether in person or attending remotely, to use an online voting system to ensure secrecy. However, this is not recommended as Council has not used such a system before, and there is a risk of technical issues.
Nomination Process
The election of the Deputy Mayor is governed by the Regulation, which provides that the general manager is the returning officer for the election.
Nominations for the position of Deputy Mayor must be in writing and signed by two or more Councillors, one of whom may be the nominee.
A standard nomination form has been prepared for this purpose and provided to all Councillors (Attachment 2).
Each nominee must confirm their consent to the nomination in writing.
Nominations are to be provided to the Returning Officer before or at the meeting of Council at which the election is scheduled to be conducted. The Returning Officer will announce details of the nominations at that meeting. If there is only one nominee, they are to be declared elected.
If there is more than one nominee, Council is to determine the preferred method of voting and proceed accordingly.
Procedures for Deputy Mayoral Election
1. The Chair of the meeting will announce the item of business being the election of the Deputy Mayor, and request that the General Manager conducts the election. The General Manager in their capacity as the Returning Officer will proceed to conduct the election of the Deputy Mayor.
2. The Returning Officer reads out the names of the nominees and seeks confirmation that the nominee has accepted the nomination. If only one Councillor has been nominated for the position of the Deputy Mayor, the nominee is elected.
3. If more than one candidate has been nominated, Council must determine by resolution the method of voting to be used for the election of the Deputy Mayor by way of one of the following methods:
a) Open voting – i.e., by show of hands
b) Ordinary ballot – i.e., a secret ballot (place an “X” against the candidate of their choice)
c) Preferential ballot – i.e., place 1, 2, 3 etc. against each candidate
4. The Returning Officer must ask for a motion to be put to the meeting by one of the Councillors on the preferred method of voting for the election of a Deputy Mayor.
Method of Voting – Open voting
1. Each Councillor is entitled to vote for only one candidate in each round of voting. Nominations will be recorded on the tally sheet in the order in which they were received.
2. When all candidates’ names have been written on a tally sheet, the Returning Officer announces the names of the candidates and starts the voting for each candidate and asks Councillors to raise their hands for the candidate they are voting for.
3. The Returning Officer announces the number of votes received for each candidate. The minute taker also records the vote for each candidate.
4. The Returning Officer checks with the minute taker that each Councillor has voted. If a Councillor has not voted it should be confirmed that they are abstaining (an informal vote).
5. If there are only two candidates for the position of Deputy Mayor and the voting is higher for one candidate than another (number of formal votes recorded on the tally sheet), the Returning Officer then announces the result. If there are only two candidates for the position of Deputy Mayor and the votes are tied, the Deputy Mayor will be chosen by lot, in accordance with section 12 of Schedule 7 of the Regulation. The Returning Officer will write the names of the candidates on similar slips of paper, fold them and place them in a hat to be chosen by lot and request a staff member to shake the hat. The Returning Officer will then draw a name out of the hat. The candidate whose name is drawn out will be declared Deputy Mayor.
6. If there are three or more candidates for the position of Deputy Mayor, the candidate with the lowest number of votes for the position of Deputy Mayor is excluded. If three or more candidates remain, a further vote is taken of these candidates and the one with the lowest number of votes is excluded. This process continues until only two candidates are left. A further vote is then taken of the two remaining candidates, and the candidate with the highest number of votes elected.
7. If there are three or more candidates for the position of Deputy Mayor, and two or more candidates with the lowest number of votes are tied, one of these candidates will be excluded by lot in accordance with section 11(2) of the Regulation. The Returning Officer will write the names of the candidates with the tied lowest number of votes on similar slips of paper, fold them and place them in a hat to be chosen by lot and request a staff member to shake the hat. The Returning Officer will then draw a name out of the hat. The candidate whose name is drawn out will be excluded.
Method of Voting – Ordinary ballot
1. The Returning Officer announces the names of the candidates and records the nominations on the ballot paper in the order in which the nominations were received.
2. The Returning Officer writes the names on one set of the ballot papers and initials the front of each ballot paper. A staff member distributes the ballot papers and collects them when completed and gives them to the Returning Officer who counts the votes and records them on the tally sheet. The Returning Officer announces the results.
3. In the event that the lowest number of votes are tied, in accordance with section 11(2) of the Regulation, the Returning Officer will write the names of the candidates on similar slips of paper, fold them and place them in a hat to be chosen by lot and request a staff member to shake the hat. The Returning Officer will then draw a name out of the hat. The candidate whose name is drawn out will be excluded.
4. The Returning Officer writes the names of the remaining candidates on a further set of the ballot papers and initials the front of each ballot paper. A staff member distributes ballot papers listing the remaining candidates and collects them when completed and gives them to the Returning Officer who again counts the votes and records them on the tally sheet and announces the results. The process continues until two candidates remain where a final vote takes place.
5. In the event of a tied vote between the two remaining candidates, in accordance with section 12 of Schedule 7 of the Regulation, the Returning Officer will write the names of the candidates on similar slips of paper, fold them and place them in a hat to be chosen by lot and requests a staff member to shake the hat. The Returning Officer will then draw a name out of the hat. The candidate whose name is drawn out will be declared Deputy Mayor.
Method of Voting – Preferential ballot
1. The Returning Officer announces the names of the candidates and records the nominations on the ballot paper in the order in which the nominations were received.
2. The Returning Officer writes the names of candidates on the ballot papers and initials the front of each ballot paper. This method of voting requires only one set of ballot papers. A staff member distributes the ballot papers and collects them when completed and gives them to the Returning Officer who counts the first preference votes and records them on the tally sheet. If a candidate has an absolute majority of first preference votes (more than half), the Returning Officer declares the outcome.
3. If no candidate has the absolute majority of first preference votes, the Returning Officer excludes the candidate with the lowest number of first preference votes. The preferences from the excluded candidate are distributed. This process continues until one candidate has received an absolute majority of votes, at which time the Returning Officer announces the result.
4. In the event of a tied vote where there are only two candidates remaining in the election, in accordance with section 12 of Schedule 7 of the Regulation, the Returning Officer will write the names of the candidates on similar slips of paper, fold them and place them in a hat to be chosen by lot and request a staff member to shake the hat. The Returning Officer will then draw a name out of the hat. The candidate whose name is drawn out will be declared Deputy Mayor.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Local Government (General) Regulation 2021 (NSW) Schedule 7 Election of mayor by councillors |
|
2.⇩ |
Deputy Mayor nomination form |
|
3.⇩ |
OLG Fact Sheet - Election of Mayor and Deputy Mayor by Councillors |
|
Council Meeting 23 September 2025 |
Subject: Aboriginal and Torres Strait Islander Community Hub
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
Prepared By: Michael Craven - Projects Delivery Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
1. That Council notes the Aboriginal and Torres Strait Islander Democracy Group’s endorsement at its meeting on 15 July 2025 of the building located adjacent to 24A Australia Street in Camperdown Park, as the preferred site for the proposed Aboriginal and Torres Strait Islander Community Hub.
2. That Council endorse the building located adjacent to 24A Australia Street in Camperdown Park, as the site for the proposed Aboriginal and Torres Strait Islander Community Hub.
3. That Council endorse proceeding with the commencement of concept designs and cost estimates for the Aboriginal and Torres Strait Islander Community Hub at Camperdown Park.
4. That Council endorse the demolition of the former Tempe Jets Club building in Tempe Reserve in line with the Tempe Reserve Plan of Management, and demolition of the adjacent remote control racetrack.
5. That Council provides funding of $500,000 to be allocated as part of the first quarterly 2025/26 budget review for the demolition of the former Tempe Jets Club building and adjacent remote control racetrack.
|
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
4: Healthy, resilient and caring communities |
|
|
EXECUTIVE SUMMARY
The purpose of this report is to provide an update on the Aboriginal and Torres Strait Islander Community Hub project and seek Council’s endorsement to proceed with an alternative site and demolish the former Tempe Jets Club building and Racetrack in Tempe Reserve.
Council’s Reconciliation Action Plan contains a commitment to explore opportunities for an Aboriginal and Torres Strait Islander Community Hub.
Council initially explored the potential of a site in Tempe Reserve, but the condition of that building meant that demolition and a new building would be required. Costings for a new building were prepared, that turned out to be more costly than anticipated.
Subsequently, a desktop review of similar facilities in other areas was undertaken, leading to a stocktake of potential Council own buildings and a shortlist of nine potential sites that were considered in detail. Upon completion of this review, the following sites have been identified for further consideration:
· Camperdown Park (Australia Street, Camperdown)
· Jimmy Little Community Centre (Lilyfield)
Members of Council’s Aboriginal and Torres Strait Islander Local Democracy Group inspected both sites. The unanimous view of the Elders and members is that the most suitable site is the Australia Street, Camperdown Park location due to its larger space, outdoor cultural potential, better connectivity, and proximity to local amenities and cultural facilities.
The Camperdown Park building is in good condition, vacant, and requires only minor remedial works and upgrades. The surrounding setting is culturally respectful and well connected by public transport. The adjacent Damun Inclusive Playground, nearby recreational facilities, Chrissie Cotter Gallery, and Camperdown Commons enhance opportunities for integrated cultural, community, and intergenerational programming.
It is estimated to cost $1,539,850 to create the Aboriginal and Torres Strait Islander Community Hub at Camperdown Park, with funds available within current capital budgets.
It is recommended that Council endorse the building located adjacent to 24A Australia Street in Camperdown Park, as the site for the proposed Aboriginal and Torres Strait Islander Community Hub.
Pending Council endorsement, officers will:
· Engage a specialist architect and quantity surveyor
· Prepare concept designs and cost estimates
· Update the Camperdown Park Plan of Management (PoM)
· Lodge a Development Application post PoM approval (mid-2026)
· Commence construction in 2027 for completion in early 2028.
It is also recommended to proceed with the demolition of the former Tempe Jets building in accordance with the Tempe Reserve Plan of Management and Masterplan adopted by Council in 2020. The existing structure is in a state of disrepair due to termite infestation and structural deterioration, contains hazardous materials, and poses safety risks to both the public and unauthorised visitors.
Given that there is no significant community interest in the retention of the adjacent remote control racetrack, it is also recommended that this item be removed along with the building to allow for future community recreational facilities that provide greater benefit to the community, including tennis courts as detailed in the Plan of Management.
BACKGROUND
Inner West Council is committed to working in partnership with local Aboriginal and Torres Strait Islander communities to promote cultural heritage, address disadvantage, and support culturally appropriate services. A key commitment in Council’s Reconciliation Action Plan is to explore opportunities for an Aboriginal and Torres Strait Islander Community Hub.
Detailed investigations were conducted at the former Tempe Jets Club, in Tempe Reserve, to assist with determining the feasibility of establishing the Community Hub at this location.
Officers collaborated with multiple building consultants and the project architect to develop a concept design (Option 1) centred on refurbishing the existing structure. The initial cost estimate provided by the quantity surveyor was $5,357,886. However, subsequent investigations revealed that extensive remedial works were necessary due to significant termite damage effecting more that 50% of the structural members, the building's age, substantial water damage and the presence of hazardous materials. Accordingly, the revised cost estimate increased to $8,561,464, incorporating these additional requirements as well as allowances for professional services and contingencies.
In December 2024, this development was reported to Council, along with a recommendation to explore a complete knock-down and rebuild option at the Tempe site to deliver a new purpose-built Community Hub.
At the Council meeting held on 3 December 2024, Council resolved the following:
1. That Council receive and note the report.
2. That Council officers report back to Council no later than March 2025 on options to rebuild a new purpose-built facility, potential funding sources, procurement strategies, and possible temporary alternative locations that might be accessed while work is underway or in the event the former Jets Club is not a viable location.
Officers subsequently explored Option 2, which involved demolishing both the existing structure and the racetrack in order to construct a new facility closer to the Cooks River. While the overarching design intent was preserved, this approach enabled a more compact and cost-efficient layout unrestrained by the footprint of the current building. The estimated cost for this option was $8,314,909, inclusive of professional services and contingencies.
As such, officers began assessing alternative locations within the funding envelope.
This report outlines progress since the December Council Resolution and seeks Council’s endorsement to proceed with an alternative site.
DISCUSSION
A desktop review was conducted to establish a baseline of recently opened Aboriginal and Torres Strait Islander community centres in Sydney to understand their offerings and floor area. Representative examples include:
Aboriginal knowledge and Culture Centre - 19 Redfern Street, Redfern – City of Sydney
Opened in May 2024, this centre provides a dedicated gathering place for Aboriginal and Torres Strait Islander communities. Operated by the City of Sydney, the facility supports cultural events, services, shared knowledge and community programs. It includes:
· Multipurpose Space – For workshops, courses, and cultural events. Includes a kitchen and seating.
· Performance Space – Suitable for performances, presentations, exhibitions.
· Tea Room – Used for cultural and family events.
· Family Room – Supports meetings and family history research.
· There are no apparent external spaces however the spaces on offer are broadly comparable to potential sites under consideration
Kurranulla Aboriginal Corporation - 15 Jannali Ave, Jannali
Kurranulla is a not-for-profit organisation serving Aboriginal and Torres Strait Islander communities in the Sutherland and Georges River Local Government Areas. Their services focus on culturally safe practices and long-term community outcomes. Programs include:
· Education – Art, dance, storytelling, and cultural artefact engagement.
· Community & Youth Support – Yarning circles, bush foods, mentoring, workshops, men’s and women’s groups.
· This building’s footprint appears broadly comparable to potential sites under consideration.
First Nations Cultural Hub and Resource Centre - 7 West Terrace, Bankstown – Canterbury Bankstown Council
Opened in June 2024, this cultural hub aims to connect First Nations and non-Indigenous communities. It hosts a broad range of services and events including:
· Cultural awareness and training sessions
· Educational and art programs
· Movie screenings and social activities
· Health and community service support
· This facility appears to be larger than the sites being assessed by Council.
A thorough assessment of properties under Council ownership was subsequently conducted to ascertain the most suitable alternative locations for conversion into a Community Hub. The following sites were identified and shortlisted for further evaluation:
· Camperdown Park, adjacent to 24A Australia Street
· Jimmy Little Community Centre – 19 Cecily Street, Lilyfield
· Seaview Street Hall – 12-14 Seaview Street, Dulwich Hill
· Enmore Resource Centre – Enmore Park, Marrickville
· Former ESP Gallery – 228 Illawarra Road, Marrickville
· Steel Park PCYC – Steel Park, Marrickville
· Stone Villa – 19 Railway Street, Sydenham
· SHARE Building – 135 Smith Street, Summer Hill
· Herb Greedy Hall – 79 Petersham Road, Marrickville
The venues were reviewed by internal stakeholders against the following criteria:
· Location and setting
· Suitability of the building/site for use as the Community Hub
· Accessibility and proximity to public transport and parking
· Building age, condition and estimated remaining life
· Floor space (internal and external)
· Internal configuration/layout
· Current use
· Lease/Licence status
· Risks
· Relevant Plan of Management if located within a park
After this assessment, Camperdown Park and Jimmy Little Community Centre were shortlisted for further evaluation.
Analysis of the proposed sites
1. Camperdown Park (Adjacent to 24A Australia Street, Camperdown)
The building is located adjacent to 24A Australia Street, within Camperdown Park, Camperdown. Within Attachment 1, Figure 1 shows the site’s location within the LGA, and Figure 2 presents the building’s position in Camperdown Park. Photos 1 and 2 depict the building in its park context, and Figure 3 provides a 2013 floor plan.
Situated beneath mature fig trees, the site offers a quiet, culturally respectful setting with strong links to Country. It is immediately adjacent to the future Damun Inclusive Playground (Photo 3), which will incorporate Aboriginal cultural elements into its design. The location is also close to Camperdown Commons, local cafés, and the Chrissie Cotter Gallery, enhancing its potential for cultural programming and events. A variety of nearby recreational amenities, including multi-purpose courts, tennis and basketball courts, open space, fitness stations, and other sporting facilities, provide further opportunities for wellbeing programs and community events.
Camperdown Park is within walking distance of major bus routes along Parramatta Road and Salisbury Road, providing convenient access by public transport. On-street parking is available around the park, including adjacent to the Chrissie Cotter Gallery. The site is also located close to the Royal Prince Alfred Hospital.
The building has been vacant since mid-2022, following the completion of roof repairs and the installation of a new red metal roof. It is in good condition and presents an immediate opportunity for repurposing to the Hub, with no major building works or tenant relocations required to activate the space.
The building provides approximately 185 square metres of internal floor space with a layout that supports a range of uses. The northern end includes two studio spaces, a foyer, and an accessible toilet. The central hall features an exposed beam ceiling, timber floor, kitchenette, general-purpose toilets, and storage cupboards. The southern end comprises an open-plan area, one office, a toilet, and additional storage. All internal areas open onto a landscaped outdoor space of approximately 100 square metres, forming a small, rectangular courtyard within Camperdown Park. This courtyard offers potential as a dedicated outdoor gathering space suitable for yarning circles and informal cultural activities. Due to the presence of significant Morton Bay fig tree roots, any construction in this area may require sensitive design treatments such as timber decking or permeable surfaces, along with decorative screening to enhance privacy and amenity.
The building is well-integrated into the surrounding park, supported by accessible paths of travel. Step-free entry is provided via a concrete ramp from Australia Street, with additional level pathways from the east and southeast connecting the site to the broader Camperdown Park precinct. There is one fully accessible bathroom located in the northern wing. However, an internal step within the central hall would need to be reconstructed to ensure full accessibility throughout the facility.
The building requires minor remedial works to bring it to a functional base condition, including repainting, and upgrades to accessibility and services. The total works are estimated at $1.54 million. Existing capital budgets from two projects (Australia Street Hall and the Aboriginal Community Hub – Tempe) could be combined to fully fund this proposal.
Camperdown Park is zoned RE1 Public Recreation and is situated on Crown Land for which Council is appointed Crown Land Manager. Creating the Community Hub at this location will require:
· An amendment to the Camperdown Park Plan of Management
· A Development Application, as the building’s use as a community facility is not currently exempt or complying development.
2. The Jimmy Little Centre
The Jimmy Little Community Centre is located at 19 Cecily Street, Lilyfield, in a quiet residential setting. Attachment 1, Figure 4 illustrates the site’s position within the local government area (LGA), while Figure 5 details the centres specific location in Lilyfield. Photographs 4, 5, and 6 provide both exterior and interior views of the facility. Figure 6 presents the survey floor plan.
The facility is a single-storey brick building with a metal roof and a combination of concrete and plasterboard internal walls. The flooring consists of vinyl, carpet, and timber finishes, supporting a range of community uses.
The Jimmy Little Community Centre is currently a hireable community venue featuring a hall, stage, storerooms, kitchen, quiet room, office, ceramic room, meeting room, a covered paved area and external playground/landscaped area with an accessible parking space. The Main Hall is suitable for exercise, dance classes, social gatherings, meetings, parties, music events and performances and the meeting room can be used for any number of purposes.
The building could be repurposed into a multi-functional space to provide the Hub. There is also an outdoor covered paved area and a playground/landscaped area, although it is situated in a residential area with limited privacy for the external spaces.
The building is situated approximately 300 metres from Balmain Road, with a notable incline that may present accessibility challenges between the Centre and Balmain Road. Additionally, parking availability in the vicinity is limited and bus stops are not nearby. To ensure the building meets required standards, remedial works would include a complete roof replacement, repairs to damaged ceilings, window replacements, structural timber restoration, internal painting, and enhancement of external landscaping.
While there is one accessible parking space and bathroom, the building has some accessibility challenges, including steep access from street level and within the building (for example the stage is not accessible, and a ramp has been retrofitted to access the bathroom).
Should the site be selected for the Hub, regular weekly hirers would need to be re-accommodated including Einsteinz Music Group, Playback Theatre, Inner West Council Recreation (Mums get Active), The Yoga Workshop, and AA Lilyfield 12 Steps.
There is future capital budget allocated to this site to the value of $370,000. The remaining budget from the Aboriginal Community Hub – Tempe project could be transferred to complete the repurposing works.
The site is classified as Operational Land, allowing Council flexibility to repurpose and lease or license as needed. There is no Plan of Management associated with the building as it is not located within a park. A Development Application for building works would likely be required.
Engagement with the Aboriginal and Torres Strait Islander peoples
Members of Council’s Aboriginal and Torres Strait Islander Local Democracy Group inspected both Camperdown Park and the Jimmy Little Centre on 15 July 2025 and subsequently discussed their recommendation at their regular meeting. The minutes for this meeting can be found in the Attachments.
The Group’s view on the Australia Street site included:
· There is more space for the building to be used by multiple community members and organisations simultaneously
· The building is more connected to the outside and space for community, kids and Elders to get together
· There is better parking, however, might need to apply for accessible parking spots in Australia Street.
The Group’s view on Jimmy Little Centre included:
· Pity it is so small, as the name is good
· Public transport is an issue here
· No real outdoor space at this centre.
From the meeting and conversations, the unanimous view of the Elders and members is that the most suitable site is the Australia Street, Camperdown Park location. The group particularly noted that there are multiple spaces that might be used simultaneously by community, that it’s located in an active participation and recreation precinct, that Chrissie Cotter Gallery is nearby, and that Council is about to redevelop the adjacent playground to inclusive standards, and with a new Aboriginal name and cultural identity.
Recommended Site – Australia Street, Camperdown
Following comprehensive investigation and analysis, it is recommended that the Australia Street site in Camperdown Park be endorsed as the site for the Aboriginal and Torres Strait Islander Community Hub due to its accessibility by public transport, and proximity to community, cultural, and recreational facilities. The building is structurally sound, currently vacant, requires minimal works, and offers immediate repurposing opportunities. Its setting supports cultural activities and community engagement, and it is well linked with nearby amenities and playgrounds, encouraging collaboration and intergenerational participation.
Next Steps
Should Council proceed as recommended, Council officers will initiate the engagement of a project architect with substantial experience collaborating with Aboriginal and Torres Strait Islander communities to lead the concept design process for the proposed Community Hub within the available budget detailed in the financial implications of this report. Officers will incorporate previous feedback gathered from Aboriginal and Torres Strait Islander stakeholders regarding their needs, and coordinate with the appointed architects to develop concept designs that optimise both the building and its external spaces. The intention is to realise a contemporary Community Hub that meaningfully celebrates Aboriginal and Torres Strait Islander culture. Additionally, a quantity surveyor will be engaged to provide cost estimates.
The concept designs will undergo initial consultation with the Aboriginal and Torres Strait Islander Local Democracy Group, and then wider Aboriginal and Torres Strait Islander stakeholder consultation before being tabled to Council.
The Camperdown Park Plan of Management (PoM) will require updating to accommodate the Community Hub. This review presents an opportunity to revise land use categorisations, ensuring alignment with evolving community needs and enabling a broader range of activities, including the granting of leases and licences for community purposes such as the Community Hub. Once the revised PoM is prepared, it will be submitted to Council for endorsement and subsequently to Crown Lands for adoption.
A Development Application will be required to repurpose the building to the Aboriginal and Torres Strait Islander Hub which would be tabled at the Local Planning Panel.
The proposed project program is:
|
Task |
Estimated Start Date |
Estimated Completion Date |
|
· August Council Meeting · Consideration to proceed with alternative site |
- |
August 2025 |
|
· Camperdown Park PoM Submission · Allow 6 months for Crown Approval · Plan for community engagement · 42 days public exhibition · Prepare Engagement Outcomes Report · PoM required to be adopted by Council · PoM to Crown for adoption |
September 2025 |
July 2026 |
|
· Concept Design and QS Cost Estimate · Engage Architect · Prepare Concept Designs · Prepare Concept Cost Estimates · Quality Assurance and Design Reviews · Consultation |
September 2025 |
February 2026 |
|
· Report Concept and QS Cost Estimate to March 2026 Council Meeting |
March 2026 |
March 2026 |
|
· Prepare DA documentation |
April 2026 |
July 2026 |
|
· Planning Approval · allow 6 months approval process through Local Planning Panel |
August 2026 |
February 2027 |
|
Finalise Design and Cost Estimates |
February 2027 |
March 2027 |
|
Construction Procurement |
March 2027 |
May 2027 |
|
Award Contract |
June 2027 |
June 2027 |
|
Obtain Construction Certificate |
June 2027 |
June 2027 |
|
Construction Period including obtaining Occupation Certificate |
July 2027 |
February 2028 |
Former Tempe Jets Building at Tempe Reserve
It is recommended to proceed with the demolition of the former Tempe Jets building in accordance with the Tempe Reserve Plan of Management and Masterplan adopted by Council in 2020. In this regard, the existing structure is in a state of disrepair due to termite infestation and structural deterioration, contains hazardous materials, and poses safety risks to both the public and unauthorised visitors.
Under the Masterplan, it’s worth noting that the area where the former Tempe Jets Building now occupies calls for:
· The existing remote control racetrack infrastructure being retained with the boundary fence removed to allow for open public use.
· Relocation of the temporary dog off leash areas and the future construction of new tennis courts.
· Dedicated public space.
Given that there is no significant community interest in the retention of the remote control racetrack, it is also recommended that this item be removed along with the building to allow for future community recreational facilities that provide greater benefit to the community, including tennis courts as detailed in the Plan of Management for the parkland.
Council officers are presently developing master planning options for the Sydney Gateway site, situated at the northern end of the Tempe Lands. This planning process includes provisions for the re-establishment of a fully enclosed off-leash area for dogs.
Once the building and remove control racetrack have been demolished, the area can be reinstated with turf for use as public open space before a future project in line with the Plan of Management.
FINANCIAL IMPLICATIONS
It is estimated to cost $1,539,850 to undertake building remedial repairs and upgrades to create the Aboriginal and Torres Strait Islander Community Hub at Camperdown Park:
The following funding allocations are available to create the Aboriginal and Torres Strait Islander Community Hub at Camperdown Park
|
Project |
Financial Year |
Total |
|
302657 - Aboriginal Community Hub - Tempe |
FY24/25 $1,067,000 |
$1,067,000 |
|
302613 – Australia Street Hall |
FY26/27 $400,000 FY27/28 $400,000 |
$800,000 |
|
|
Total |
$1,867,000 |
As such, there are adequate funds to proceed as recommended.
The associated budget consolidations as noted in the above table can be completed in the first quarterly budget review and will be included in the preparation of the 2026/27 4-year Operational Budget and Long-Term Financial Plan.
Tempe Jets Building in Tempe Reserve
The estimated cost to complete the demolition of the existing Tempe Jets Club Building and the adjacent racetrack is in the amount of $500,000 and is unfunded in the current 2025/26 budget. The required budget will be considered in the first quarterly 2025/26 budget review as part of the capital program of works.
|
1.⇩ |
Location Maps, Site Photos and Plans |
|
2.⇩ |
LDG Agenda and Meeting Minutes 15 July 2025 |
|
Council Meeting 23 September 2025 |
Subject: Local Traffic Committee Meetings - 16 June 2025 and 21 July 2025
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
Prepared By: Manod Wickramasinghe - Traffic and Transport Planning Manager
Authorised By: Peter Shields - Director Engineering
|
RECOMMENDATION
That Council receive and adopt the recommendations of the Local Traffic Committee meetings held on 16 June 2025 and 21 July 2025. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport |
|
|
EXECUTIVE SUMMARY
The Local Traffic Committee meetings were held at the Ashfield Service Centre and have made recommendations for Council’s consideration and adoption.
DISCUSSION
The June and July 2025 meetings of the Local Traffic Committee were held at the Ashfield Service Centre. The minutes of the meeting are shown in Attachment 1 and Attachment 2.
ITEMS BY WARD – JUNE
|
Ward |
Item |
|
Baludarri (Balmain)
|
Beattie Street, Balmain – Proposed line marking changes between Elliott Street and Evans Street |
|
Darling Street, Balmain - Global TMP for Balmain Street |
|
|
Darling Street, Balmain - Proposed motor bike parking restriction |
|
|
Elliott Street, Balmain - Proposed Resident Parking Scheme |
|
|
Gulgadya (Leichhardt)
|
Nil. |
|
Midjuburi (Marrickville)
|
Richardson's Crescent, Marrickville - Traffic treatments at the intersection of Richardson's Crescent and Carrington Road |
|
Shepherd Street and Chapel Street, Marrickville – Proposed two raised pedestrian crossings and kerb extensions - Design Plan 10339 |
|
|
Camdenville Park, St Peters - Proposed parking changes to the Camdenville Park carpark at Council Street, St Peters |
|
|
Holbeach Avenue, Tempe – Temporary Full Road Closure for MS Sydney to the Gong Bike Ride on Sunday 2 November 2025 |
|
|
Djarrawunang (Ashfield)
|
Holborow Street (at Liverpool Road), Croydon - Proposed new landscaped kerb blister and extension re-alignment of the intersection of Holborow Street and Liverpool Road |
|
Gower Street, Ashfield - Proposed Resident Parking Scheme at Gower Street between Liverpool Road and Ormond Street |
|
|
Damun (Stanmore) |
McGill Street, Lewisham - Proposed Shared Zone |
|
All Wards |
Inner West LGA - Proposal for Flexicar Car Share Parking Spaces |
ITEMS BY WARD – JULY
|
Ward |
Item |
|
Baludarri (Balmain)
|
Railway Parade, Annandale - Proposed Road and Streetscape Upgrade |
|
Carrington Street, Lilyfield - Temporary full road closure and associated construction Traffic Management Plan |
|
|
College Street, Balmain - Proposed One Way Restriction |
|
|
Gulgadya (Leichhardt)
|
Anthony Street, Croydon - Proposed installation of statutory 'No Stopping' restrictions at the junction of the unnamed laneway and Anthony Street between Robinson Street and Edwin Street, Croydon |
|
Allen Street, Leichhardt - Safety at Driveway of 141-143 Allen Street |
|
|
Midjuburi (Marrickville)
|
Tempe Station - Proposed shared path |
|
Renwick Street at Illawarra Road, Marrickville - Proposed raised pedestrian crossing |
|
|
Woodland Street, Holmesdale Street and Centennial Street, Marrickville – Temporary Road Closures for up to eight (8) separate weekend days to hold AFLW matches at Henson Park |
|
|
Burrows Avenue, Sydenham - Proposed installation of 'No Parking' restrictions to provide one drop-off space on the southern side opposite Sydenham Station |
|
|
Permit Plug Play Project – Global TMPs - Temporary Full Time Road Closures for community events - up to six Sunday events per year at three locations |
|
|
Djarrawunang (Ashfield)
|
Permit Plug Play Project – Global TMPs - Temporary Full Time Road Closures for community events - up to six Sunday events per year at three locations |
|
Victoria Street, Ashfield - Installation of a 'Keep Clear' zone at the front of Ashfield Fire Station |
|
|
Damun (Stanmore) |
Percival Road and Temple Street, Stanmore – Temporary full road closure for Stanmore Music Festival – Saturday 15 November 2025 |
|
London Street and Simmons Street, Enmore - Updated Report for the Proposed Temporary Road Closure and Part Road Closure |
|
|
Salisbury Road, Stanmore - Request for a residential parking scheme |
|
|
Baltic and Bedford Streets, Newtown- Proposed 'No Stopping' restrictions |
|
|
All Wards |
Nil. |
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report. Projects proposed for implementation are funded within existing budget allocations.
|
1.⇩ |
Local Traffic Committee minutes - 16 June 2025 |
|
2.⇩ |
Local Traffic Committee minutes - 21 July 2025 |
|
Council Meeting 23 September 2025 |
Subject: Post Exhibition - Draft Media and Social Media Policy
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
Prepared By: Jonny Browne - Strategic and Corporate Communications Manager
Authorised By: Peter Gainsford - General Manager
|
RECOMMENDATION
1. That Council adopt the Media and Social Media Policy.
2. The Council update the Policy Register and publish, as applicable, internally, and externally the adopted Media and Social Media Policy.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
Council’s Media Policy is due for review. As reported to the 29 April 2025 Council meeting, officers have taken the opportunity to also review the Social Media Policy and consolidate these two policies into a single draft Media and Social Policy. The Draft Media and Social Media Policy was approved for public exhibition. Three submissions were received during the exhibition period.
It is recommended that Council adopt the policy that was placed on public exhibition, with no changes.
BACKGROUND
At the Council meeting held on the 29 April 2025, Council resolved the following:
1. That Council publicly exhibit the draft Media and Social Media Policy for a period of 28 days and seek community feedback on the proposed Policy.
2. That following the conclusion of the exhibition period, the draft Media and Social Media Policy be brought back to Council for consideration for adoption.
The purpose of the draft Policy is to set out a framework to assist Councillors with media relations and outline processes relating to media and social media engagement.
The draft Policy consolidates Council’s Media Policy and Social Media Policy, given the closely related subject matter of those two policies. It incorporates certain sections of the Councillor Expenses and Facilities Policy that deal with the provision of communications support to Councillors. It also includes certain additional policy considerations and obligations from the Model Media Policy and Model Social Media Policy produced by the Office of Local Government (OLG).
The draft Policy does not depart from any of the established policy settings in any of the current Media, Social Media, or Councillor Expenses and Facilities Policies. In respect of the OLG’s Model Media and Social Media Policies, the draft Policy does not replicate all of the content from the OLG’s model policies. This is to avoid duplication with Council’s current Media and Social Media Policies, which already contain a significant amount of content addressed by the OLG’s polices.
The Draft Policy was placed on public exhibition on 12 May 2025 with comments invited until 10 June 2025.
DISCUSSION
There were 261 visits to the ‘Have Your Say Inner West’ project page and 56 downloads of the draft Policy during the public exhibition period.
Three submissions were received and these are outlined below along with an Officer comment:
|
Support (Yes or No) |
Public Exhibition Comment/Explanation |
IWC Comment |
|
Unsure |
“I strongly believe that council should make a statement by boycotting X(Twitter).”
|
It is important to note that Council does not post on X (formerly twitter) but maintains an account for the purposes of monitoring.
|
|
No |
“Too much use of Facebook, Insta etc. by councillors. need to use hard copy into letterboxes or on community noticeboards as many in community are not able to access the aforementioned so are ignorant of what council is doing”
|
Council does not rely solely on digital and social media but makes extensive use of printed communications including the monthly Newsletter that goes to every residence in the Inner West as well as leaflets and information booklets in Libraries and service centres and community noticeboards.
|
|
Yes |
“I welcome the block and remove approach to disrespectful comments but recommend strengthening it with an explicit "zero-tolerance" stance on identity-based hate speech”
|
The policy as exhibited contains a clause 6.2 that gives guidance on why and when Councillors can block comments and users on social media 6. 2 Councillors are responsible for the administration and moderation of their own social media accounts, and the preparation, posting and management of their own content on social media channels. Councillors may block users and remove comments at their discretion, having regard to the importance of respectful democratic discussion and debate.
|
Conclusion
As none of the three submissions called for any substantive changes to the policy, it is recommended that Council adopt the Media and Social Media Policy as exhibited (Attachment 1).
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Draft Media and Social Media Policy |
|
Council Meeting 23 September 2025 |
Subject: Financially Sustainable Service Delivery Program
Prepared By: Sharon Bowman - Director Corporate
Authorised By: Peter Gainsford - General Manager
|
RECOMMENDATION
1. That Council endorse the Financially Sustainable Service Delivery Program. The program will entail a comprehensive review of all expenditure, revenue, and service levels.
2. That Council receive a report at the February 2026 Council meeting with the outcome of the Financially Sustainable Service Delivery Program.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
Whilst Council has worked hard to improve its long-term financial sustainability, Council has recently reported small deficits, and the long-term financial plan projects only modest surpluses. Councillors have indicated a priority during the term of Council that there will be no rate rises above government indexation. Therefore, Council needs to plan against future budget shocks, increasing community expectations, growing population and changes in council priorities.
Inner West Council delivers 39 services and has an operating expenditure of approximately $310M. A 1.5% improvement in Council’s financial performance could deliver $4.5M in recurrent savings for Council.
To ensure long-term sustainability, the Council will undertake a comprehensive internal review of all service areas, focusing on expenditure, revenue, and service delivery standards. This review will apply the Australian Business Excellence Framework to drive continuous improvement and identify efficiencies, savings, and revenue opportunities. The findings will inform budget planning for the 2026/27 financial year and beyond, with a final report to be presented at the February 2026 Council Meeting.
BACKGROUND
Financial sustainability is arguably the greatest challenge facing Local Government in Australia. The interim report from a 2025 Federal Parliamentary inquiry confirmed that the role of Councils has evolved and expanded over time, which has put significant pressure on local government budgets. And a 2024 NSW Parliamentary inquiry heard that cost pressures experienced in recent years have impacted councils’ ability to reliably and affordably provide the services communities rely on.
Like other organisations, councils have experienced significant cost escalations across a range of vital inputs, including infrastructure construction and maintenance costs, insurance costs, and employee costs (due to award and superannuation increases).
Councils have also been left with large infrastructure backlogs, due to historical underinvestment in building and maintaining vital community infrastructure. This is compounded by the requirement on many Councils to increase housing supply, which significantly increases the requirement for local infrastructure, often beyond the funding provided by developer local infrastructure contributions.
Increasing community expectations have also increased the cost base of local governments, for example responding to climate adaptation challenges and pursuing climate resilience, increasing sustainability measures, and increasing community services.
Furthermore, Councils have faced significant cost-shifting from other tiers of government. Successive Federal and State governments have placed increasing expectations onto Local Government, without concurrent increases in funding.
LGNSW released a Cost Shifting Report in July 2025. Analysis by independent consultants Morrison Low found a total cost shift to NSW councils of $1.5 billion in 2023-24, and $11.31 billion over the past decade. This essentially means that in 2023/24, each NSW ratepayer had nearly $500 of their rates payments to council eaten by costs imposed on councils by other tiers of government (primarily State).
The Top Five cost shifts identified were:
1. Rate exemptions – Councils are required to exempt State owned corporations and other organisations from paying rates, even though they benefit from local services and infrastructure
2. Waste levy – this is an invisible NSW Government tax on ratepayers. This levy is paid by council waste facilities to the NSW Government and recovered via waste collection fees.
3. Development Assessment and regulatory functions – increased regulatory responsibilities not fully funded by fees and charges. Most significantly, the assessment of development applications have fees set by the NSW Government at a level below the cost of providing this function. Councils are also asked to provide written feedback on State Significant Development, without any cost recovery mechanism.
4. Emergency Service Contribution – Councils are required to fund 11.7 per cent of the cost of NSW Government’s emergency services, in addition to other financial obligations. From 2024/25, the rate peg changed to allow for an emergency services levy factor which will partly address cost shifting concerns. However, this is still a ‘hidden’ cost being passed on to ratepayers.
5. Library funding - many programs announced by State or Federal Governments are required to be delivered by Councils but may be only partially funded or have funding removed over time. For example, originally the NSW government funded up to 50% of the cost of many libraries. This has now reduced to just 6% of the costs, leaving councils to fund a significant shortfall.
It should be noted that SGS Economics and Planning’s research into local government sustainability found that Councils are good with money. The per capita growth in local government expenditure lags that of other tiers of government, and in fact has lagged inflation over the past decade. That is, Councils now spend less in real terms than they did in 2015.
Prior to 2023/24 financial year, the rate peg determined by IPART did not meet the CPI for the year and as a result, councils were unable to increase rates at the same pace as expenses were increasing. While the rate peg methodology has been amended, there were a number of years of Council absorbing the cost increases, which has ongoing budget impacts.
As a direct result of the Inner West merger, over the past nine years, Council has harmonised a range of services and functions, developed and refined business processes, and identified and implemented efficiency gains. This resulted in a range of financial or service improvements including:
· Revenue limitation
o Rates revenue increases have been limited to annual rate pegs determined by IPART, which were lower than the rising cost base
o Provided additional concession rebate to pensioners living in the same property for over 10 years, providing free domestic waste and stormwater levy charges.
· Improved resource utilisation
o Reduction in employee numbers by 130 FTE from June 2016 to June 2025, primarily through consolidation of back-office functions and implementation of shared services
o Increase in productivity through resource specialisation
· Improved governance
o The Audit, Risk and Improvement Committee improved focus on financial reporting, risk management, internal controls, governance and audit
o Harmonised approach to risk management
· Increased services
o New and expanded services to meet community demand, such as the Ashfield Aquatic Centre redevelopment and Marrickville Library
o Online customer services, including parking permits, certificates and requests, with tracking capabilities
o Online booking system for community venues, waste and parks
o DA processing times reduced (by 29% compared to former Marrickville Council)
o Installation of new technologies across the library network, including a floating collection
o Service uplift to some parts of the LGA to harmonise service delivery, e.g., extension of verge mowing, provision of small bins, and companion animal services
· Reduced costs through economies of scale
o Purchasing power and value for money
o Tighter contract management
· Scale and capacity
o Partnerships and representation with NSW Government, Commonwealth agencies and regional networks
o Support for neighbours and the sector generally
o Projects and initiatives that benefit the community
Over the same period, Council has been able to improve its financial position by:
· Purchase of commercial investment properties in Liverpool and Warrawong, which provide superior returns to other investments.
· Successfully applying for grants to reduce Council’s contribution to significant capital projects, including Leichhardt Oval, Leichhardt Aquatic Centre, the GreenWay and Callan Park Swim Site.
· Partnering with NSW AFL with grant funding from Federal and State Government for the redevelopment of Henson Park Grandstand.
· Installation of LED’s across Council’s streetlights, providing a reduction in cost to operate and energy efficiency.
· Generating greater returns on Council’s reserves while remaining fully invested in non-fossil fuel, socially responsible and green investments.
DISCUSSION
Inner West Council has been on a continuous improvement journey over the past four years. Initially, there was a strong focus on customer experience, leadership and people.
In May 2024 Council launched the Australian Business Excellence Framework (ABEF) for Inner West to guide the next stage of continuous improvement. The ABEF offers a structured approach to improving organisational performance across the following seven key categories.
1. Leadership
2. Strategy and Planning
3. Customers and Stakeholders
4. People
5. Information and knowledge
6. Process management
7. Results and sustainable performance
For Inner West Council, applying this framework can support continuous improvement, better service delivery, and stronger community outcomes. As part of this work, each service area owner prepares a business plan each year that identifies organisational improvements across a number of the business excellence categories.
Whilst Council has worked hard to improve its long-term financial sustainability, Council has recently reported small deficits, and the long-term financial plan (LTFP) includes only modest surpluses. Councillors have indicated a priority during the term of Council that there will be no rate rises above government indexation. Therefore, Council needs to plan against future budget shocks, increasing community expectations, growing population and a change in council priorities.
Inner West Council delivers 39 services and has an operating expenditure of approximately $310M. A 1.5% improvement in Council’s financial performance could deliver $4.5M in recurrent savings for Council.
It is proposed to internally review each of the service areas with a detailed resourcing and expenditure review and revenue analysis over the past three financial years.
For each of the service areas the following will be undertaken:
1. Breakdown the service area into component services included within scope, and for each component service/activity:
a) Identify whether it is required by legislation
b) Undertake detailed financial analysis of the revenue and costs
c) Review resourcing
d) Identify key patterns over time
2. Review performance against service standards and targets, achievements, trends in community satisfaction and any customer sentiment analysis, and any available benchmarking
3. Identify opportunities to drive financial sustainability by improving the service delivery, saving costs, or generating revenue
4. Confirm priorities for the service area over the term of council
The review will identify improvements, savings and revenue opportunities for the 2026/27 financial year and beyond. Following endorsement of the program, an Outcomes report will be presented to the February 2026 Ordinary Council Meeting.
FINANCIAL IMPLICATIONS
The outcome of the review will form part of the budget consideration for the 2026/27 financial year.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Post Exhibition - Blackmore Park Plan of Management
Prepared By: Aaron Callaghan - Parks and Public Domain Planning Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
1: An ecologically sustainable Inner West 2: Liveable, connected neighbourhoods and transport 3: Creative communities and a strong economy 5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
This report presents the ten-year Draft Plan of Management and Master Plan for Blackmore Park, offering a clear framework to guide its vision, planning, and stewardship. Developed by Council through comprehensive community and stakeholder consultation, the plan outlines recommendations to ensure Blackmore Park remains an accessible, vibrant, and inclusive space.
Blackmore Oval is home to the Leichhardt Wanderers Rugby League and Cricket Club, one of Australia’s oldest junior rugby league organisations. The sports ground experiences substantial usage throughout the year, supporting both training and competitive games for the clubs it serves. This is complemented by regular use from the public, commercial fitness trainers, and local schools.
The sports ground experiences ongoing deterioration due to the effects of dogs on the playing surface. Regular digging and disturbance of turf leave the field uneven and less suitable for sporting activities. Despite dedicated maintenance efforts, these ongoing issues persist, impacting both the quality and safety of the grounds and presenting a significant operational challenge for the park. Additionally, concerns have been raised by the community regarding issues with dog waste in the park.
Key proposals of the Masterplan include the creation of modern amenities, enhancing park entrances and restoring damaged facilities. In addition, given the substantial usage of the sports ground throughout the year and the operational challenges caused by off-leash dogs, it is recommended that the park be designated as an on-leash area for dogs. This change is further supported by the availability of a dedicated off-leash space at the nearby Hawthorne Canal Reserve.
The Leichhardt Wanderers Rugby League Club and the Leichhardt Wanders Cricket Club have written to Council supporting a change in the status of the park to that of an on-leash park.
BACKGROUND
A Park Plan of Management (POM) is a guiding framework which directs the future vision, planning, management and use of the park. It will be used to inform the development of the park over the next ten years. The associated Master Plan is a design report outlining the actions required for improvement, intended to guide the physical upgrade of the parkland over the next ten years. It does this by suggesting how the strategies set out in the Plan of Management can be translated into site specific improvement opportunities for use and enjoyment of the park. Council officers have undertaken an extensive review of the draft Plan of Management and are presenting the plan to Council for endorsement for further community engagement with an exhibition period of 42 days.
At the Council meeting held on 9 May 2023 meeting, Council resolved the following:
That Council as land manager of Blackmore Park endorse the Draft Plan of Management (Lot 649 DP 729259) and refer this to the Minister for Crown Land and Waters for owners’ consent and putting the Plan on public exhibition for 42 days before reporting the outcome back to Council”.
Council has completed the development of a 10 year draft plan of management and master plan for Blackmore Park as detailed in Attachment 1.
DISCUSSION
Blackmore Park in Leichhardt is accessible via Canal Road and spans 1.56 hectares. The park features a dedicated sports ground marked for rugby league and summer cricket, along with a former caretaker’s cottage, public amenities building, a small storage shed, and both a retention basin and stormwater channel.
Blackmore Oval is home to the Leichhardt Wanderers Rugby League and Cricket Club, one of Australia’s oldest junior rugby league organisations. The sports ground experiences substantial usage throughout the year, supporting both training and competitive games for the clubs it serves. This is complemented by regular use from the public, commercial fitness trainers, and local schools.
Blackmore Park currently has an off-leash dog exercise area which is set aside for companion exercise when the sports ground is not in active sport use. In addition, the park has travel paths around its permitter which are intertwined with fitness stations for outdoor exercise.
Location Map 1 Blackmore Park
Blackmore Park is made up of a number of land titles with the largest portion of the parkland owned by the Crown (State of NSW) and is set aside as Crown Land Reserve which is managed by Council as the land manager on behalf of the NSW Government. Crown Land Reserves managed by Council have been set aside for a particular public purpose. In the case of Blackmore Park, the primary purpose is that of the sporting ground. As defined by the Local Government Act 1993 the core objectives for management of community land categorised as a sportsground are:
a) To encourage, promote and facilitate recreational pursuits in the community involving organised and informal sporting activities and games; and
b) To ensure that such activities are managed having regard to any adverse impact on nearby residences.
Community Engagement
Council undertook extensive community engagement as part of the development of the draft plan of management and master plan. The purpose of the community engagement has been to listen to community views and understand the key issues expressed in relation to management and use of the park, including those features of the parkland which are high valued. This included on site engagements on 20 and 27 August 2022. In addition, the community engagement outcomes have assisted with the preparation of a draft landscape master plan for the park as well as documenting key opportunities which can enhance community recreational use into the future. Throughout the engagement process contributors have been encouraged to include ideas, comments and suggestions to assist in prioritising the focus of key strategies and outcomes for the future.
Both community engagement sessions were well attended with excellent representation from a range of stakeholders. Figure 1 illustrates the number of the responses received at the two drop in events.
Figure 1 Have Your Say Display Boards- Blackmore Park
Following the Council resolution, the community was invited to provide feedback from 17 April to 29 May 2024 on the draft Plan of Management (PoM) and Master Plan for Blackmore Park.
During the engagement period 1,073 people visited the Your Say Inner West project web page and downloaded the draft documents 168 times.
A total of 187 respondents provided feedback including 151 responses to the online survey, 35 emails and one letter.
The majority of respondents - 63%, did not support the draft PoM and Master Plan, 30% did support and 7% were unsure.
For those in support, key themes included support for the proposal for dogs to be kept on leash and upgrades to the lighting.
For those not in support, the key theme was disagreement with the proposal for dogs to be kept on leash. This item is discussed below.
The full community engagement report on the outcomes of community engagement and exhibition to date can be found in Attachment 2.
Plan of Management and Master Plan Proposals (Developed from Stage Engagement).
The ten-year park master plan for Blackmore Park can be viewed on Page 47 and 48 of Attachment 1. In summary, based on the community engagement outcomes and site analysis to date, the following opportunities in Table 1 are recommended in relation to future community parkland upgrades:
Table 1 Blackmore Park Master Plan -Proposed Community Parkland Upgrades Priority Table (10 Year Plan)
|
Priority Item |
Project |
Parks Planning Comment |
|
1 |
Development of New Amenities in the former men’s shed to support sporting use –Safe and inclusive facilities.
*Note the Leichhardt men’s shed relocated to Callan Park (former Electrical store) in November 20024
|
A significant priority which is required in relation to supporting enhanced girls and women’s sporting activities within the Sporting Precinct of the parkland. |
|
2 |
Relocation of Leichhardt Men's Shed to facilitate new female friendly amenities and a small-scale sporting club gym
|
Required to support priority action 1 and enable the redevelopment of the existing facilities.
|
|
3 |
Upgraded entrances from Canal Road (North and South)
|
Current entrance spaces appear privatised. Public domain improvements are required to ensure the park is welcoming and in inclusive for all. |
|
4 |
Demolish and rebuild damaged area of the SES building
|
Significant damage due to subsidence as a result of WestConnex tunnelling works. Remedial repairs are currently being planned which will make the building operational. |
|
5 |
Change in Companion Animal Regulations. Off leash status of park revoked. New Dogs on Leash at all times management regime introduced. Noting that there is a full time dedicated off leash park at Hawthorne Canal Reserve (450m walking distance).
|
Change in the off-leash status to on leash at all times is supported noting that there is a significant off leash space located within a 450m radius of the parkland at the Hawthorne Canal Reserve (location of Café Bones). |
Future Companion Animal Access Arrangements
Council officers are recommending a change in operational management for Blackmore Park, proposing that the park’s off-leash status (previously allowed when sports games and training were not occurring) be updated to a full-time on-leash policy. This recommendation is the result of community consultation with local sporting clubs that use the park, as well as discussions with Council staff responsible for sports ground maintenance.
In this regard, the sports ground experiences ongoing deterioration due to the effects of dogs on the playing surface. Regular digging and disturbance of turf leave the field uneven and less suitable for sporting activities. Despite dedicated maintenance efforts, these ongoing issues persist, impacting both the quality and safety of the grounds and presenting a significant operational challenge for the park. Additionally, concerns have been raised by the community regarding issues with dog waste in the park.
It is important to highlight that nearby Blackmore Park, the Hawthorne Canal Reserve offers a dedicated, full-time off-leash area for companion animals. This arrangement, as illustrated in Image 1, ensures that community needs for off-leash access are met nearby.
Image 1 Map of Current Companion Animal Access Arrangements- Hawthorne Canal Reserve and Blackmore Park.
The Leichhardt Wanderers Rugby League Club and the Leichhardt Wanders Cricket Club have written to Council supporting a change in the status of the park to that of an on-leash park. Their letter of support to the operational change can be found in Attachment 3 and 4.
Given the substantial usage of the sports ground throughout the year and the operational challenges caused by off-leash dogs, it is recommended that the park be designated as an on-leash area for dogs.
FINANCIAL IMPLICATIONS
The final plan of management for Blackmore Park includes a full analysis of all future costings associated with proposed park upgrades and capital work improvements valued at $5.5 Million over the lifespan of the Plan of Management. The proposed upgrades are unfunded and will be the consideration of future budget planning process.
|
1.⇩ |
Plan of Management Blackmore Park |
|
2.⇩ |
Engagement Outcomes Report |
|
3.⇩ |
Letter of Support - LW |
|
4.⇩ |
Letter of Support - LW Cricket |
|
|
Council Meeting 23 September 2025 |
Subject: Public Exhibition - Code of Meeting Practice
Prepared By: Julian Sakarai - Senior Manager Governance and Risk
Authorised By: Sharon Bowman - Director Corporate
|
RECOMMENDATION
1. That Council publicly exhibit the draft Code of Meeting Practice for a period of 28 days and seek community feedback on the proposed Policy for 42 days.
2. That following the conclusion of the exhibition period, the draft Code of Meeting Practice be brought back to Council for consideration for adoption.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
The Office of Local Government (OLG) released the new Model Code of Meeting Practice (Model Code) on 29 August 2025, and advised that councils must adopt a Code of Meeting Practice that incorporates the mandatory provisions in the Model Code by no later than 31 December 2025.
The Model Code contains both mandatory and non-mandatory provisions, and when adopting their own individual codes, councils are not able to change any of the mandatory provisions. Officer comments have been made in this report in relation to the non-mandatory provisions of the Model Code.
Officers recommend that the draft Code of Meeting Practice attached to this report be placed on public exhibition with a further report to be submitted to the 2 December 2025 Council Meeting to consider submissions and adopt a new Code of Meeting Practice.
Officers also note that there has been significant sectoral feedback opposing many of the provisions proposed in the OLG’s discussion paper Councillor conduct and meeting practices – A new framework released in September 2024 (Discussion Paper), and the Consultation Draft of the Model Code released in December 2024 (Consultation Draft). Despite this feedback, including the submissions lodged by Inner West Council following Ordinary Council Meetings in November 2024 and February 2025, there has been little change between the Consultation Draft and the new Model Code, and little explanation for how the over 180 submissions in respect of the Consultation Draft were considered prior to issuing the new Model Code.
In particular, as noted in Council’s previous submissions, Officers remain concerned with the ban on pre-meeting briefings contained in the new Model Code, as pre-meeting briefings provide elected representatives an opportunity to ask questions of staff and make more informed decisions.
Despite the ban, Officers will continue to provide information to Councillors through established channels, including through workshops to assist Councillors understand the functions, service delivery standards, strengths and opportunities of Council operations, and general information to assist Councillors’ understanding of sector wide issues.
BACKGROUND
In September 2024, the OLG issued a discussion paper Councillor conduct and meeting practices – A new framework. In response, Council in November 2024 resolved to lodge a submission in relation to a number of matters in the discussion paper, including the proposal to ban councillor briefings. The submission is attached to this report.
In December 2024, the OLG released a Consultation Draft of a revised Model Code of meeting practice. In response, Council resolved to lodge a further submission, in respect of the Consultation Draft at the Council Meeting in February 2025, highlighting six issues, including the same proposal to ban councillor briefings. This submission is also attached to this report.
The Local Government Act 1993 requires councils to adopt a code of meeting practice that is consistent with the Model Code of Meeting Practice prescribed by the Office of Local Government, within 12 months of an ordinary election of councillors. Prior to adopting the code of meeting practice, councils must place the document on public exhibition for 28 days and invite submissions for 42 days.
To comply with this requirement, Council resolved to place its current Code of Meeting Practice on public exhibition in June 2025. After the exhibition period, Council resolved to adopt its current Code of Meeting Practice with no changes at the 19 August 2025 Council Meeting, and to receive a further report after the OLG released the new Model Code of Meeting Practice.
The OLG released the new Code of Meeting Practice on 29 August 2025, with councils required to adopt a new Code of Meeting Practice by 31 December 2025. To meet this timeline, we recommend the Code by placed on public exhibition with a further report to be submitted to consider any submissions and adopt a new Code of Meeting Practice at the 2 December 2025 Council meeting.
DISCUSSION
Timeline
Council has included in previous submissions commentary on the timeline employed by the OLG in these reforms. The original discussion paper was released nine days before Local Government elections in September 2024, with submissions due before Councillors had the opportunity to be fully inducted and briefed on the Code. Subsequently, the Consultation Draft was issued in December, with submissions due by 28 February, leaving minimal time due to the holiday period.
Councils were required to adopt a code of meeting practice within 12 months of the election, that is, by September 2025. The new Model Code was not issued in time for councils to meet this timeline, and the OLG is now requiring the provisions of the new Model Code to be adopted (following consultation) by 31 December.
OLG Response to Previous Submissions
There has been little change between the Consultation Draft and the new Model Code. Officers note that, in addition to Council’s two previous submissions, there has been significant feedback from across the sector opposing many of the provisions proposed in the Consultation Draft. The materials accompanying the new Model Code provide little explanation for how the over 180 submissions in respect of the Consultation Draft were considered prior to issuing the new Model Code.
In respect of the ban on pre-meeting briefings contained in the new Model Code, Officers remain of the view that the ban is inconsistent with the policy intention stated in the Consultation Draft of “uplift[ing] the standards at council meetings so that they … resemble the forthright and effective debate that occurs at the State and Federal levels”. As noted by Local Government NSW in its submission, the private briefings provided to Ministers, the NSW Government, Opposition, and Crossbench lead to better informed MPs and more informed decision making once a matter comes to the public forum in Parliament. Officers consider pre-meeting briefings also lead to more informed decision making and promote effective debate.
While Council agrees transparency of decision making is critical, the ban on pre-meeting briefing sessions creates the risk that debate in the council chamber will be less informed, and therefore, less effective. A number of submissions, including Council’s submission of November 2024, outlined alternatives to banning pre-meeting briefings that can address both the policy imperatives of decision-making transparency and informed decision making. It is therefore disappointing that the OLG have retained this provision.
Despite ban on pre-meeting briefings, Officers note that the explanatory memorandum issued by the OLG alongside the Consultation Draft clarifies that while councils will be prevented from holding briefing sessions, information can be “provided to councillors through clear and established channels” including:
· In response to a request for information or action made through the councillor request system;
· General information to assist councillors’ understanding of sector wide issues (e.g. legislative changes);
· Information to enable councillors to understand the function, service delivery standards, strengths, weaknesses, threats and opportunities of council operations should be provided in workshop format.
Accordingly, Officers will continue to provide information to Councillors and hold workshops, within the parameters set by the new Model Code and any amendments to the Local Government (General) Regulations) 2021, to enable informed decision making, and also to enable Council’s General Manager to discharge his statutory function of providing the Mayor and Councillors with timely information and advice necessary to discharge their functions, in accordance with section 335(f) of the Local Government Act 1993.
Officers recommend that Council continue to seek opportunities to advocate for changes to the Model Code of Meeting Practice in line with the issues raised by Council in its previous submissions. The six issues raised in Council’s submission of February 2025, along with the outcome in the Model Code, are listed in the table below.
|
Issue raised in Council’s submission |
Outcome in Model Code |
|
Opposition to banning confidential Councillor Briefing Sessions
|
The Model Code provides that briefing sessions must not be held to brief councillors on business listed on the agenda for meetings of the council or committees of the council. As noted above, Officers will continue to provide information to Councillors and hold workshops, within the parameters set by the new Model Code and any updated regulatory requirements. |
|
Opposition to restricting virtual attendance at Council meetings
|
The Model Code restricts Councillors’ attending Council meetings remotely to instances of ill health or unforeseen caring responsibilities. |
|
Opposition to the attendance of council staff at council meetings being determined by council from time to time, and not by the general manager |
The Model Code provides that staff attendance at Council meetings shall be with the approval of the General Manager, who must consult with the Mayor as to the staff attending the meeting.
|
|
Opposition to the removal of a council’s ability to resolve to shorten the duration of Councillors’ speeches at a council meeting
|
The Model Code provides that Councillors may speak for up to five minutes on a motion or amendment (unless granted an extension by Council). This is a mandatory provision that does not allow Council to reduce the time limit. Officers note that Council remains able to set the time limit for speakers at a public forum at 3 minutes, which is reflected at clause 4.13 of the draft Code of Meeting Practice attached to this report. |
|
Opposition to the removal of points of order being able to be made with respect to the adherence to the general “Meeting Principles” |
The Model Code enables points of order to be made in relation to the general “Meeting Principles” in the Model Code. |
|
Opposition to the requirement of Councillors and staff standing when the mayor enters the chambers and when addressing the meeting |
The Model Code provides that councillors and staff should stand, where physically able, when addressing the meeting and when the Mayor enters the Chamber. |
Key Changes – Mandatory Provisions
The following mandatory provisions have been introduced, and Council has no option but to include these in its code of meeting practice:
|
Change – Mandatory provisions |
Clause reference |
|
Prohibition of pre-meeting briefing sessions Briefing sessions must not be held to brief councillors on business listed on the agenda for meetings of the council or committees of the council.
|
Clause 3.31 |
|
Questions on agenda items The Model Code provides that if a Councillor requests information from the General Manager about an agenda item, the information in response must also be made available to the public in a “way that does not involve any discussion of the information”.
This means that questions from Councillors on agenda items received before a meeting will need to be publicly disclosed, along with the responses.
|
Clause 3.32 |
|
Urgent business The Model Code permits urgent business to be dealt with at any meeting where all Councillors are present, if Council resolves to deal with the business on the grounds that it is urgent and requires a decision before the next scheduled ordinary meeting.
If not all Councillors are present, Council will need to adopt this resolution, and the Chair will also need to rule that the business is urgent and requires a decision by Council before the next scheduled ordinary meeting.
|
Clauses 3.25-3.30 |
|
Public Forums The Model Code makes public forums mandatory but enables each council to determine the rules for public forums.
The OLG has advised that it will be issuing model best practice public forum rules. In the meantime, Officers suggest retaining Council’s current policy settings in respect of public forums.
|
Clauses 4.1- 4.26 |
|
Remote attendance The Model Code provides that Councillors are only able to attend Council meetings remotely with Council’s approval, for reasons of ill-health or other medical reasons or because of unforeseen caring responsibilities. The Model Code also provides that Mayoral elections cannot be attended remotely.
|
Clauses 5.18-5.30 |
|
Duration of speeches The Model Code provides that Councillors will be permitted to speak for up to five minutes at any one time, unless granted an extension by Council. Again, this mandatory provision cannot be amended.
|
Clause 10.17
|
|
Debate rules The Model Code does not contain any rules relating to the foreshadowing of motions.
The removal of all rules relating to foreshadowed motions and amendments was not included in the Consultation Draft.
|
N/A |
|
Staff attendance The Model Code provides that staff attendance at Council Meetings shall be with the approval of the General Manager, who must consult with the Mayor as to the staff attending the meeting.
|
Clause 5.44 |
|
Apologies/Leave of Absence The Model Code requires a Councillor who is unable to attend one or more meetings of Council to submit an apology, provide reasons for the absence, and request that Council grants them a leave of absence.
The Model Code then requires Council to determine whether to grant the leave of absence and provide reasons if it does not.
|
Clause 5.4-5.7 |
|
Livestreaming of meetings The Model Code requires that all Council meetings and public forums are livestreamed, and that the recording is made available for at least 12 months or the rest of the Council term.
|
Clauses 5.35-5.40 |
|
Etiquette rules The Model Code enables Council to determine standards of dress for Councillors attending meetings.
It also requires Councillors and staff should stand, where physically able, when the Mayor enters the Chamber and when addressing the meeting.
|
Clause 5.2; Clause 7.1 |
|
Planning decisions The Model Code prevents Council from making a planning decision without first receiving a staff report containing an assessment and recommendation. It also requires a council making a decision that is inconsistent with an officer recommendation to provide reasons for why it did not adopt the officer recommendation in the resolution, along with reasons for its decision.
|
Clauses 11.7-11.8 |
|
Confidential Matters The Model Code requires business papers considered in the confidential section of a meeting to be published to Council’s website as soon as practicable after the information ceases to be confidential.
|
Clause 14.19 |
Key Changes – Non-Mandatory Provisions
The Model Code also contains a number of non-mandatory provisions, which will require a Council decision. As outlined below, officers suggest adopting the proposed (non-mandatory) wording, as this is consistent with Council’s current practice and Code.
A summary of the non-mandatory provisions are listed below with Council officers’ recommendation included for each of the provisions:
|
Non-Mandatory Provision |
Officer Suggestion
|
|
How votes should be recorded
All voting at council meetings, (including meetings that are closed to the public), must be recorded in the minutes of meetings with the names of councillors who voted for and against each motion or amendment (including the use of the casting vote) being recorded. (Clause 11.6)
|
Officers suggest adopting this provision, noting it is consistent with Council’s current practice of recording all votes for and against on motions and amendments. Council’s current process has been included at Clause 11.6 of the draft Code of Meeting Practice attached to this report.
|
|
Dealing with items by exception (en globo resolutions)
The council or a committee of council may, at any time, resolve to adopt multiple items of business on the agenda together by way of a single resolution where it considers it necessary to expedite the consideration of business of a meeting. (Clause 13.1)
|
Officers suggest adopting this provision, noting it is consistent with Council’s current practice. Council’s current process has been included at Clauses 13.1 – 13.7 of the draft Code of Meeting Practice attached to this report.
|
|
Timeframes for Development Applications (DAs) alteration/rescission motions to be lodged
A notice of motion to alter or rescind a resolution relating to a development application must be submitted to the general manager no later than 1 day after the meeting at which the resolution was adopted.
|
As DAs are not reported to Council for determination, this clause is not applicable and as such, has not been included in the draft Code of Meeting Practice attached to this report.
|
|
Timeframes for urgent alteration/rescission motions, and specifically whether to retain the current practice of requiring three signatures and Council resolution to consider the motion
Clause 17.11 – 17.13 of the OLG new model code states: 17.11: Subject to clause 17.7, in cases of urgency, a motion to alter or rescind a resolution of the council may be moved at the same meeting at which the resolution was adopted, where: (a) a notice of motion signed by three councillors is submitted to the chairperson at the meeting, and (b) the council resolves to deal with the motion at the meeting on the grounds that it is urgent and requires a decision by the council before the next scheduled ordinary meeting of the council. 17.12: A motion moved under clause 17.11(b) can be moved without notice. Despite any other provision of this code, only the mover of a motion referred to in clause 17.11(b) and the chairperson, if they are not the mover of the motion, can speak to the motion before it is put. 17.13: A resolution adopted under clause 17.11(b) must state the reasons for the urgency. |
Council’s current code allows for a rescission motion to be moved at the same meeting in cases of urgency if signed by three Councillors.
Officers suggest adopting this provision, noting it is consistent with Council’s current practice. Included in Clauses 17.11 – 17.13 of the draft Code of Meeting Practice attached to this report.
|
|
Rules governing public forums
Clause 4.2 of the OLG Model Code states that: The council may determine the rules under which public forums are to be conducted and when they are to be held.
|
The OLG has advised that it will be issuing model best practice public forum rules. In the meantime, Officers suggest retaining Council’s current processes and requirements in respect of public forums. These have been included at clauses 4.1-4.26 of the draft Code of Meeting Practice attached to this report.
|
|
Whether to provide a standing authorisation on the Chairperson to be able to expel members of the public including any Councillor from a meeting
Councils are to use one of the following two clauses:
All chairpersons of meetings of the council and committees of council are authorised under this code to expel any person, including any councillor, from a council or committee meeting, for the purposes of section 10(2)(b) of the Act;
OR
All chairpersons of meetings of the council and committees of the council are authorised under this code to expel any person other than a councillor, from a council or committee meeting, for the purposes of section 10(2)(b) of the Act. A Councillor may only be expelled by resolution of the council or the committee of the council.
|
Officers suggest adopting the second option, noting it is consistent with Council’s current practice. Council’s current process has been included at Clause 15.15 of the draft Code of Meeting Practice attached to this report. |
|
Whether to retain the provision permitting resolutions to be recommitted to correct errors
This is consistent with Council’s current Code.
|
Officers suggest adopting this provision, noting it is consistent with Council’s current practice. Council’s current process has been included at Clauses 17.14 – 17.19 of the draft Code of Meeting Practice attached to this report.
|
|
Whether to impose time limits on meetings, and if so, the specific time limit for a meeting
This is consistent with Council’s current Code. |
|
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Draft Code of Meeting Practice |
|
2.⇩ |
Submission - Councillor Conduct and Code of Meeting Practice - November 2024 |
|
3.⇩ |
Submission - Model Code of Meeting Practice for Local Councils in NSW - February 2025 |
|
Council Meeting 23 September 2025 |
Subject: Flood Management Advisory Committee Meeting - 27 August 2025
Prepared By: David Paton - Engineering Services Manager
Authorised By: Peter Shields - Director Engineering
|
RECOMMENDATION
That Council receive the minutes and adopt the recommendations of the Flood Management Advisory Committee meeting held on 27 August 2025.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport 5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
A meeting of the Flood Management Advisory Committee was held on 27 August 2025. The Committee were informed of reports to Council regarding flooding at Northcote Street, Marrickville and Evan Jones Park, Leichhardt in the period since the last meeting of the Committee. The minutes are provided to Council for endorsement.
BACKGROUND
The August meeting of the Flood Management Advisory Committee was held on 27 August 2025. The minutes of the meeting are provided in Attachment 1.
The meeting included a report on flooding that has affected Evan Jones Park in response to Council’s resolution from the Council meeting held on 20 May 2025 where Council resolved the following:
1. That Council receive and note the report.
2. That Council write to Sydney Water requesting updated costings associated with upgrading of the Whites Creek stormwater channel.
3. That Council identify grant funding options available, and preparatory work that would be needed to apply for such grants, to fund these upgrades.
4. That Council report the outcomes of these engagements to Council in August 2025.
DISCUSSION
Following the above resolution, Council wrote to Sydney Water on 10 July 2025. A reply was received on 25 July 2025, in which Sydney Water recommended that an initial feasibility study be undertaken by Council, after which Sydney Water would work with Council to develop the project and seek internal funding as part of its Capital Expenditure review for the years beyond its current determination period which ends in 2030.
Council has submitted a grant application to the NSW Department of Climate Change, Energy, the Environment and Water through its Floodplain Management Program to support such a feasibility study.
The Floodplain Management Program is the primary method in which the NSW Government supports local councils and public land managers to support flood modelling, risk assessment, and construction of flood mitigation projects. This program provides financial support to help manage flood risk in communities, generally based on $2 for every $1 contributed by Council. The successful applicants for each yearly funding round are typically notified in late October.
Other time-limited grant programs have been established to support new and upgraded infrastructure in recent years, including:
· Australian Government Disaster Ready Fund (running until July 2028)
· NSW Flood Recovery and Resilience Grant (ended July 2024)
· Australian Government Local Roads and Community Infrastructure (ended June 2025)
These programs have typically required shovel-ready designs which have limited Council’s ability to successfully obtain external funding for these large projects.
In 2024, the NSW Government established the Urban Development Program (UDP) within the Department of Planning, Housing and Infrastructure (DPHI) to monitor and coordinate housing supply and infrastructure delivery. The UDP’s role includes providing advice to the NSW Government on infrastructure investment priorities to support housing supply. Inner West Council is a member of the Eastern Sydney (South) UDP Committee, which provides advice to the UDP on local and regional infrastructure priorities. A key objective of the UDP is to develop regional Infrastructure Opportunities Plans (IOP) which will inform how funds being collected through the Housing and Productivity Contribution (HPC) will be spent.
The UDP is in the process of preparing its first IOP for the Eastern Sydney region. Council has recommended the inclusion of Whites Creek culvert / duplication project from Parramatta Road to the open channel downstream of Moore Street, to support housing delivery in the Inner West. It is noted that this project is also included in the Inner West Local Infrastructure Contributions Plan 2023 as Work Item 191, however Council would only be able to collect up to $9.4m of the total $28.5m cost of the project through development contributions. Council is advocating for the State government to co-fund this project to enable Council to deliver this local infrastructure. At the time of preparing this report, the Department have not yet confirmed whether this project will be included in its first IOP for the Eastern Sydney region.
Council will continue to support and advocate for the expansion of the Whites Creek Channel, however as it is a Sydney Water asset, any timing would ultimately need to be developed in accordance with their business funding timelines.
FINANCIAL IMPLICATIONS
There are no immediate financial implications associated with the implementation of the proposed recommendations outlined in the report. Initial feasibility studies can be funded within existing Stormwater budget allocations.
|
1.⇩ |
Minutes of Flood Management Advisory Committee - 27 August 2025 |
|
Council Meeting 23 September 2025 |
Subject: Local Transport Forum Meetings - 18 August 2025 and 1 September 2025
Prepared By: Manod Wickramasinghe - Traffic and Transport Planning Manager
Authorised By: Peter Shields - Director Engineering
|
RECOMMENDATION
That Council receive and adopt the recommendations of the Local Transport Forum meeting held on 18 August 2025 and the Extraordinary Local Transport Forum meeting held on 1 September 2025. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport |
|
|
EXECUTIVE SUMMARY
The State Government has issued a new authorisation and delegation to councils with regard to the management of roads through the Local Traffic Committee process. As part of these changes, the Local Traffic Committee has been renamed Local Transport Forum.
The four formal members of Local Traffic Committee remain the same for the Local Transport Forum, however, there is no longer a voting process. Local Transport Forum members can make comment on proposals and Transport for NSW retain powers to reverse Council decisions in the event of significant concern.
The first Local Transport Forum meeting was held at the Ashfield Service Centre and has provided comments and recommendations for Council’s consideration and adoption.
The September Extraordinary Local Transport Forum was held online via Microsoft Teams
to facilitate timely consideration of the Old Canterbury Road, Edward Street and Weston Street signalised intersection design which provides an on-road crossing point for the Greenway. Comments and recommendations have been made for Council’s consideration and adoption.
DISCUSSION
From 1 August 2025, the State Government has issued a new authorisation and delegation to councils with regard to the management of unclassified roads through the Local Traffic Committee process. As part of these changes, the Local Traffic Committee (LTC) has been renamed Local Transport Forum (LTF).
The four formal members of the Local Transport Forum remain consistent with the Local Traffic Committee and are representatives from each of Council, Transport, NSW Police, and the relevant State Member(s) of Parliament.
There will be no voting at the Local Transport Forum but Forum members will be able
to comment on proposals.
As part of the changes, Council’s may sub-delegate approval functions related to the management of traffic and parking.
A Statement of Concern (SoC) would be utilised by TfNSW if there is a disagreement in the management of local streets. This replaces the Regional Traffic Committee escalation process. TfNSW retain powers to reverse Council decisions in the event of significant concern.
The August 2025 meeting of the Local Transport Forum was held at the Ashfield Service Centre.
The September Extraordinary Local Transport Forum was held online via Microsoft Teams. This meeting was held to facilitate timely consideration of the Old Canterbury Road, Edward Street and Weston Street signalised intersection design which provides an on-road crossing point for the Greenway.
The minutes of the meetings are shown in Attachment 1 and Attachment 2.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report. Projects proposed for implementation are funded within existing budget allocations.
ITEMS BY WARD – AUGUST
|
Ward |
Item |
|
Baludarri (Balmain)
|
Intersection of Montague Street and Theodore Street, Balmain - Proposed Kerb Extensions |
|
Gulgadya (Leichhardt)
|
Norton Street, Leichhardt - Temporary Road Closure - Italian Festa |
|
Midjuburi (Marrickville)
|
Hill Street at Beauchamp Street, Marrickville - Proposed raised pedestrian crossing |
|
Fernbank Lane, Marrickville - Proposed installation of 'No Parking' restrictions |
|
|
Djarrawunang (Ashfield)
|
Junction Road (at Moonbie Street), Summer Hill - Proposed upgrade to a new raised pedestrian crossing |
|
Prospect Road (between Norton Street and Smith Street), Summer Hill- Proposed new raised pedestrian crossing |
|
|
Damun (Stanmore) |
Shaw Street, Petersham - Pedestrian crossing investigation |
|
Wemyss and Harrington Streets, Enmore - Proposed 'No Stopping' restrictions |
|
|
Edgeware Lane, Enmore - Proposed installation of 'No Parking' zone in Edgeware Lane between Enmore Lane and Cross Lane |
|
|
All Wards |
Nil. |
ITEMS BY WARD – SEPTEMBER (EXTRAORDINARY)
|
Ward |
Item |
|
Baludarri (Balmain)
|
Nil. |
|
Gulgadya (Leichhardt)
|
Nil. |
|
Midjuburi (Marrickville)
|
Nil. |
|
Djarrawunang (Ashfield)
|
Traffic Signals at Old Canterbury Road (MR652) and Edward Street, Summer Hill – Detailed Design Plans TCS4799 |
|
Damun (Stanmore) |
Nil. |
|
All Wards |
Nil. |
|
1.⇩ |
Local Transport Forum minutes - 18 August 2025 |
|
2.⇩ |
Extraordinary Local Transport Forum minutes - 01 September 2025 |
|
Council Meeting 23 September 2025 |
Subject: Update on Inner West e-Bike Strategy and Policy and shared e-bike parking bays
Prepared By: Manod Wickramasinghe - Traffic and Transport Planning Manager
Authorised By: Peter Shields - Director Engineering
|
RECOMMENDATION
1. That Council write to the Federal Government encouraging support for the Road Vehicle Standards Amendment (Safer EBikes) Bill 2025, tabled in Federal Parliament on 1 September, which aims to address the import of and access to high powered electric bikes in Australia.
2. That Council continue to work with Shared bike operations on creation of e-micro-mobility hubs for the parking of e-bikes and other e-micro-mobility device
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport |
|
|
EXECUTIVE SUMMARY
In March 2025 Council resolved to prepare an Inner West e-Bike Strategy and Policy and conduct a shared e-bike provider roundtable. This report provides an update on this work.
The Inner West e-Bike Strategy needs to capture the wide range of issues around shared e-bikes and privately owned or rented e-bikes including those used by workers making food and grocery deliveries. Currently work is underway by both the State and Federal Governments, as well as work by Council staff on a draft Inner West E-bike Strategy & Policy. The State Government is working with councils throughout NSW to develop new regulations for shared e-bikes, while the Federal Government will soon consider a Bill that aims to address the range of non-compliant e-bikes currently imported into Australia. Such work is considered essential. Consequently, it is recommended that Council write to the Federal Government encouraging support for the Bill.
Several shared e-bike operators attended the Shifting Gears (mode shift) forum hosted by Council in May 2025 and staff continue to meet fortnightly with operators functioning in the Inner West. Once the State Government regulations for shared bikes are publicly released, a roundtable will be convened to discuss relevant management issues as outlined in the March resolution. This will include discussion on opportunities to provide e-micro-mobility hubs for the storage of e-bikes and other e-micro-mobility devices more broadly noting that work is progressing to identify initial locations to trial.
While the Inner West Cycling Strategy, endorsed by Council in 2023, includes priorities and actions that capture a range of cycling devices used in the Inner West, it is proposed that a future review and update of the Strategy could also respond to the Council resolution for a shared e-bike Strategy, by specifically including shared e-bikes in the Cycling Strategy.
BACKGROUND
Electric bikes, including shared electric bikes, provide a healthy affordable transport option and have become an increasingly popular transport choice for people throughout the Sydney metropolitan area. Electric bikes also form the backbone of the bicycle delivery service offered by businesses throughout the Inner West. Simultaneously, there is recognition at all levels of government about the need to manage the impacts of shared e-bikes and the increased use of non-compliant high-powered e-bikes.
In February 2025, the NSW Legislative Council released a report, Use of e-scooters, e-bikes and related mobility options, considering a wide range of factors related to e-mobility devices. The report acknowledges that the popularity of e-bikes and other electric mobility devices is moving fast, and makes 34 recommendations to address the wide range of issues identified.
NSW Government agencies have commenced work on many of the report’s recommendations and Inner West Council is working with Transport for NSW to support initiatives around shared bikes. The Federal Government is responsible for the importation of electric bikes and, in July 2025 peak bodies for cycling and bicycle industries wrote to the Federal Government asking for better control of e-bike imports to address safety for riders and pedestrians, as well as fires resulting from sub-standard bikes and batteries.
At the Council meeting held on 19 August 2025, Council resolved the following:
1. That Council conduct an audit of existing ‘No Stopping’ zones across the Inner West Local Government Area to identify and compile a list of locations that could be trialled as shared e-bike parking bays.
2. That Council prioritise locations that:
a) Are in high traffic areas;
b) Are situated on popular cycling and pedestrian routes; and
c) Are near sites where shared bikes are frequently parked and/or problematic.
3. That Council provide a report to Council at the September 2025 meeting, outlining:
a) A list of ‘No Stopping’ zones deemed suitable for conversion; and
b) Estimated costs and potential funding options for implementing the conversions.
4. That Council provide an additional report to Council at the September 2025 meeting outlining progress on Motion C0325(1) Item 29 from the March 2025 meeting, including proposed delivery dates for the following:
a) The shared bike roundtable with key local providers; and
b) The development of the e-Bike Strategy and e-Bike Policy.
DISCUSSION
Use of ‘No Stopping’ zones for parking of shared e-bikes
Council Staff have held discussions with the City of Sydney and Transport for NSW regarding opportunities to convert ‘No Stopping’ zones to parking for shared e-bikes.
These discussions indicate that while ‘No Stopping’ zones are primarily instituted where it is critical to maintain safety or traffic flow and opportunities may existing to reduce the length of some zones to permit the provision of other kerbside uses.
Choice of specific locations that could successfully be converted to shared e-bike parking is dependent on several factors, including:
· The ability to maintain suitable sight distance between all road users including pedestrians
· The ability to maintain sufficient manoeuvring space for vehicles including emergency service and waste collection vehicles.
· The ability to safely park and access the e-bikes;
· Demand for e-bikes;
· Willingness of operators to provide and service the specific location;
· Safety of servicing and maintenance for operators;
· The ability to geo-fence the location.
It is also considered essential that consideration of locations not be limited to shared e-bikes, rather it should look at overall e-micro-mobility, including devices such as e-scooters (should they be legalised by upcoming legislation).
The most appropriate locations for share e-micro-mobility parking (hubs) will be dependent on the State Government’s legislation which will prescribe where and how, these vehicles can be used.
In order to ensure efficient placement and integration of e-micro-mobility hubs, it will be essential to consult with providers and to work within the constraints contained in the impending legislative changes.
Council will be engaging with share bike operators on identifying initial locations to trial for e-micro-mobility hubs. Identified locations will be considered and approved through the Local Transport Forum.
Opportunities to provide e-micro-mobility hubs more broadly, will be included in the proposed roundtable, once the new legislation is released. It is also suggested that consideration of e-micro-mobility hubs should be included in Council’s future e-Bike Strategy and Policy.
E-bike Strategy and Policy
An e-Bike Strategy and Policy will need to capture the wide range of issues around and some of the points discussed below.
Shared e-bikes
Councils have no direct power over the provision, regulation or management of shared bikes and there is acknowledgement, by the NSW Government, of the need to better manage their impacts on the community and public spaces.
The Parliamentary Committee report released in February this year, recommends the NSW Government manage shared schemes in consultation with local councils to prioritise safety measures, device maintenance and service reliability. Council staff support the provision of a State-led scheme to eliminate duplication across councils and provide a better service for people using the bikes.
Transport for NSW has been working with councils and shared bike providers to address the issues raised by shared bikes and, in the coming months new regulations are expected to reform how these schemes operate in NSW. It is understood the new regulations will allow councils to respond more effectively to local conditions instead of the state-led approach as recommended by the Parliamentary Committee report. Staff in Council’s Strategic Transport Planning Team are working with Transport for NSW to provide input about the needs of the Inner West. Inner West Council is participating in a software trial procured by Transport for NSW which gives statistical insights about trips made by people using shared bikes.
In addition, staff meet fortnightly with bike companies operating in the Inner West to identify and address problems proactively and also participate in a working group with other councils to share lessons and opportunities.
Once the proposed regulations for shared bikes are released, a roundtable with operators will be convened to consider the differing hardware and software used as well as coverage of operations, establishing designated parking zones and improvements in maintenance, cleanliness and helmet provision.
Non-compliant high-powered e-bikes
State Governments are responsible for regulating the use of e-bikes while the importation is controlled by the Federal Government. In 2021 changes made to the regulations for importing electric bikes caused an increased in the range of e-bikes available in Australia, resulting in confusion and complexity for regulation and enforcement by State Governments.
The Road Vehicle Standards Amendment (Safer EBikes) Bill 2025 tabled in the Federal Parliament on 1 September 2025 aims to reverse these changes. The Bill is about making sure bikes imported into Australia are safe for use and reducing access to poor-quality equipment causing an increase in battery fires. It is recommended Council write to the Federal Government encouraging support for the Bill.
Additionally, the NSW Parliamentary Committee report released in February 2025 recognises that inconsistencies in legislation across different levels of government are creating challenges for both users and enforcement authorities. In its response to the inquiry, the NSW Government has acknowledged that effective regulation and policy settings are essential and, work is underway to review the NSW Road Rules and consider all safety, rider and community implications of the reforms underway.
Legalisation of e-scooters
Currently e-scooters are not permitted to be used in public places and Transport for NSW is progressing proposed regulatory reforms to legalise their use, for both shared schemes and privately owners. E-scooter trails are currently underway in locations around NSW to inform this work.
Following engagement with stakeholders commencing in 2019, including Inner West Council staff, in 2024 the NSW Government published draft settings for e-scooter use. These settings included proposals for helmets, speed restrictions and specified locations. Feedback received through this engagement, as well as submissions made to the Parliamentary Inquiry, will be considered as when making future decisions related to e-scooter regulations.
Battery fires
Lithium-ion batteries are a safety risk due to fires. Such batteries are used in a variety of consumer items and are regulated by the State and Federal governments. Work is currently underway to minimise the risk of fires associated with batteries used for micro-mobility devices.
Work has commenced to implement recommendations made by the Australian Competition & Consumer Commission (ACCC) in 2023 about the sale, testing and disposal of lithium-ion batteries. In NSW the Environmental Protection Authority (EPA) is working on reforms to improve the design, packaging, import, storage and disposal of all batteries, while Fair Trading NSW recently introduced a requirement for compliance with prescribed mandatory safety standards before for lithium-ion e-micromobility devices can be sold in NSW.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 23 September 2025 |
Item No: C0925(1) Item 11
Subject: Princes Highway between Cooks River and Railway Road, Sydenham
Prepared By: Aaron Callaghan - Parks and Public Domain Planning Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council endorses the strategy outlined in the report regarding streetscape enhancements along the South Princes Highway corridor, between Smith Street/Union Street and Holbeach Avenue. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport 4: Healthy, resilient and caring communities |
EXECUTIVE SUMMARY
In accordance with the Council resolution adopted in December 2024, this report presents an overview of the findings from a community engagement initiative undertaken with residents of Tempe and Sydenham. The objective was to seek ideas and recommendations for enhancements to the public domain and other improvements along the Princes Highway, spanning the area between the Cooks River and Railway Road in Sydenham.
Community engagement showed strong support for improvements to pedestrian and active transport infrastructure and additional tree plantings along the South Princes Highway corridor.
In this regard, it is proposed to deliver the following improvements in the area between Smith Street/Union Street and Holbeach Avenue:
In 2025/26 financial year:
· Investigate opportunities for kerbside tree planting and confirm in detail the extent of selective footpath renewals
· Renew existing aged parking and street name signage between Smith/Union and Holbeach Ave
· Undertake design work to inform 2026/27 construction activities.
In 2026/27 financial year:
· Renew older concrete footpaths on the east side between Wentworth and Holbeach Streets near Good Days Café, Harry’s Café de Wheels and the Riverview Hotel
· Replace stamped and older concrete pavements with plain concrete on the west side shopping strip between Gannon and Union Streets
· Install new wayfinding signage between Smith/Union and Holbeach Ave
· Plant additional street trees where possible.
It is estimated that the construction works can be delivered for approximately $400,000, with up to $300,000 of funding identified in the draft FY2026-27 budget from the Footpath Renewal Program to cover footpath replacement, and the balance of funding drawn from other existing programs such as street signage.
BACKGROUND
At the Council meeting held on 3 December 2024, Council resolved the following:
1. That Council provide a report to the May 2025 Council meeting detailing opportunities for public domain and other improvements on the section of the Princes Highway between the Cooks River and Railway Road, Sydenham, including:
a) support for local businesses on the Highway;
b) additional tree plantings;
c) incorporation of Water Sensitive Urban Design elements and principles;
d) improvements to pedestrian and active transport infrastructure;
e) street furniture updates; and
f) signage.
2. That Council before May 2025, host a Roundtable with businesses on the Princes Highway between the Cooks River and Railway Road to seek feedback on opportunities for public domain and other improvements.
3. That Council before May 2025, write to and survey residents in the surrounding streets about ways public domain and other improvements can be made to improve the Princes Highway between the Cooks River and Railway Road, Sydenham.
Council engaged with the community in early 2025. The findings of the engagements are identified at Attachment 1.
DISCUSSION
Council sought input from community members from 26 February to 31 March 2024 on opportunities for public domain and other improvements on the section of the Princes Highway between the Cooks River and Railway Road, Sydenham. Residents within approximately 400m of the subject section of the Princes Highway were notified via a letter that directed people to a Your Say Inner West page with additional information and an opportunity for residents to complete a survey. 1870 letters were delivered to residents living near the site.
During the engagement period:
· 688 people viewed the project page
· 71 community members contributed to the online survey
· Council held a business roundtable on 31 March with two (2) business people attending
· Emails and phone calls were also received.
The following is a summary of the main findings through the engagement:
· Investigate further greening the Highway corridor
· Investigate paving, furniture and public arts improvements
· Explore improvements to active transport connections between key destinations including links between Tempe Reserve and Cooks River, Bunnings and IKEA. This will include investigating implementation of wayfinding signage
· Investigate changes to side streets adjacent to the Princes Highway to improve pedestrian safety
· Improve maintenance of existing paving, furniture and street planting
· Look at opportunities to introduce incentives for businesses to improve the appearance of their shopfronts
· Advocate to Transport for NSW to consider reducing the speed limit, introduce red light cameras, removal of the clearway on the Princes Highway.
The online survey found respondents selected the following as the top three priorities:
· 87% voted for “Improvements to pedestrian and active transport infrastructure”
· 80% voted for “Additional tree plantings”
· 52% voted for “Support for local businesses on the Highway”
Overall, the engagement generally found support for all of the improvements identified in the December 2024 Council resolution, though it’s worth noting that the northern end of Princes Highway (Railway Parade end) is dominated by bulky good/ warehouse uses which is not conducive to address the intended outcomes. However, there is an opportunity to make it attractive for customers of Bunnings in the southern end of Princes Highway to visit the local adjacent shopping strip to support local businesses and also promote connection with the Cooks River including its cycleway and Tempe Reserve.
In this regard, it is proposed to deliver the following improvements in the area between Smith Street/Union Street and Holbeach Avenue:
In 2025/26 financial year:
· Investigate opportunities for kerbside tree planting and confirm in detail the extent of selective footpath renewals
· Renew existing aged parking and street name signage between Smith/Union and Holbeach Ave
· Undertake design work to inform 2026/27 construction activities.
In 2026/27 financial year:
· Renew older concrete footpaths on the east side between Wentworth and Holbeach Streets near Good Days Café, Harry’s Café de Wheels and the Riverview Hotel
· Replace stamped and older concrete pavements with plain concrete on the west side shopping strip between Gannon and Union Streets
· Install new wayfinding signage between Smith/Union and Holbeach Ave
· Plant additional street trees where possible.
The financial considerations associated with this scope are outlined in the subsequent section of this report. It is important to note that this program allows for sufficient planning and design time and ensures there is no impact on projects currently included in the delivery program.
Given the nature of the roadway being a busy State Road managed by Transport for NSW (TfNSW), there are a number of project considerations which need further investigation and may impact the overall cost and timing of the project. This includes but not limited to:
· The location of utility services
· TfNSW approval for works
· Traffic management and the need for night works.
In this regard, the next step is to undertake detailed design investigations of the built environment and develop appropriate detail design plans and costings for the works. It is expected that replacement of old street and parking signs and design investigations can occur in 2025/26, with construction activities in 2026/27.
FINANCIAL IMPLICATIONS
It is estimated that the construction works can be delivered for approximately $400,000, with up to $300,000 of funding identified in the draft FY2026-27 budget from the Footpath Renewal Program to cover footpath replacement, and the balance of funding drawn from other existing programs such as street signage.
|
1.⇩ |
Engagement Outcomes Report |
|
Council Meeting 23 September 2025 |
Subject: Supply of Waste Collection Vehicles
Prepared By: Erin White - Manager Resource Recovery and Fleet Services
Authorised By: Peter Shields - Director Engineering
|
RECOMMENDATION
1. That Council delegate authority to the General Manager to award the tender for the Supply of Waste Collection Vehicles.
2. That Council delegate authority to the General Manager to execute any contract for the Supply of Waste Collection Vehicles and to authorise variations to these contracts for a contingency amount valued at 10% of the contract value.
3. That Council are advised of the tender outcome for the Supply of Waste Collection Vehicles including awarded amount, supplier, environmental benefits and timing for commencement of operations.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
1: An ecologically sustainable Inner West |
EXECUTIVE SUMMARY
Inner West Council operates a fleet of 26 rear loading waste collection vehicles. In accordance with Council’s Fleet Replacement Program, these trucks are replaced after every 6 years of service. The replacement program ensures the fleet remains safe, efficient, and fit-for-purpose, supporting high-quality service delivery across the Inner West.
18 new waste collection vehicles are approaching the end of their service life and need prompt replacement to minimise operating costs and maximise reliability. A tender process is proceeding to purchase new vehicles that meet Council’s policies and service requirements. These vehicles are anticipated to progressively commence service over the next 2 years.
The procurement is being undertaken through an existing Local Government Procurement Contract which ensures Council will receive best value for money from a range of prequalified suppliers.
Given the procurement is through a highly regulated panel contract, and an efficient procurement is arranged to promptly replace the vehicles, this report seeks approval for the General Manager to be delegated authority to award the tender to with a preferred supplier following the tender evaluation process.
BACKGROUND
Council’s operates a fleet of 26 rear loading waste collection vehicles of varying sizes. These vehicles service collect various waste streams including Food Organics and Garden Organics (FOGO), general garbage and bulky clean-up collections.
Council’s Fleet Replacement Program optimises vehicle operating costs whilst ensuring the fleet remains reliable and fit for purpose, in keeping with Council’s policies. Under this program waste collection vehicles are optimised for replacement every six years.
The existing fleet of rear loading compaction vehicles operate on a double-shift basis five days per week. There are 8 waste collection vehicles that commenced operating in 2025 and a further 18 waste collection vehicles that are reaching the end of their service life. As waste collection vehicles approach the end of their service life, they become increasingly prone to breakdowns and require more frequent maintenance.
To ensure service continuity and to support the expansion of the waste collection services to incorporate the FOGO program, some vehicles that were originally due for disposal were also retained longer than intended whilst staff determined the optimum fleet size required to meet ongoing service needs. It is now certain that the current number of waste collection vehicles are required to meet Council’s ongoing service requirements.
DISCUSSION
In procuring new fleet assets, Council has considered workplace health and safety requirements for operational staff, as well as the frequency of motor vehicle claims. Specifically, the risk of collisions with parked vehicles during waste collection in narrow streets and laneways has informed recent vehicle specification and selection decisions. Council officers are proposing for the replacement waste collection vehicles to be a mixture of 8, 12, 15 cubic metre compactors to suit the varying streets of Inner West Council.
In line with Council’s commitment to workplace health and safety, operational efficiency, and sustainable service delivery, several considerations have informed the vehicle specifications in the upcoming tender:
Fleet Optimisation
Staff have reviewed the vehicle sizes and service requirements to determine whether the overall fleet size can be reduced without compromising service levels.
Smaller Vehicles for Narrow Streets
Due to the nature of Inner West’s narrow roads and laneways, smaller vehicles may help reduce the number of accidents involving parked cars during waste collection operations.
Enhanced Safety Features:
The new fleet would have the option of including the incorporating improved safety features, including:
· Step-through cab chassis designs to reduce physical strain and risk of injury when entering and exiting vehicles.
· Narrower but potentially longer vehicles to improve navigation through restricted-access areas.
· Advanced camera systems with cloud-based storage for incident review and driver accountability.
Environmental Features
Council continues to monitor the availability of suitable waste collection vehicles that may be electric powered. The tender will require all vehicles to meet the Euro 6 standard which is global best practice for minimising vehicle emissions. Tenderers will also be encouraged to propose electric powered waste collection vehicles where they meet service requirements.
The tender is planned for release in September 2025, with procurement occurring through Local Government Procurement (LGP) Contract NPN 115-2, in accordance with Council’s procurement policies. LGP is a prescribed entity under Section 55 of the Local Government Act.
It is anticipated that vehicle delivery lead times will be approximately 18-24 months from order. Accordingly, appropriate contract provisions will be included to address potential delays, including penalty clauses for late delivery.
FINANCIAL IMPLICATIONS
Council’s waste collection vehicles are funded from the income related to the Domestic Waste Management Charges as reflected in the Operational Budget.
It is estimated that the cost of the 18 vehicles will be approximately $10 million. This is budgeted for in year 2025-26 and the following financial year of 2026-27, taking into consideration the long delivery time.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Automated Waste Systems
Prepared By: Helen Bradley - Manager Resource Recovery Planning
Authorised By: Simone Plummer - Director Planning
|
RECOMMENDATION
That Council advocate to the state government that well-designed and managed technologies, including Automated Waste Management Systems, be mandated as part of the redevelopment scheme for the Bays Precinct, given the scale of development likely to occur there and the site’s proximity to sensitive environmental areas.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
1: An ecologically sustainable Inner West 5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
Automated Waste Management Systems can be an effective way of collecting waste and recycling from across a precinct to a central point for collection by a specialist vehicle. They can also reduce visual clutter and the need to manage multiple bins in a large development.
However, Automated Waste Management Systems are costly to install and maintain and are inhibited by the need to accommodate other underground utilities, as well as requiring larger collection vehicles than standard Council garbage services.
In the Inner West, there are limited redevelopment areas of appropriate scale to support the installation of such a complex and costly system, potentially apart from the major redevelopment areas within the state government land around the Bays Precinct at Rozelle.
BACKGROUND
At the Council meeting held on 3 December 2024, Council resolved the following:
That Council's waste management unit investigates the adoption of an automated waste management system for high density residential development, consistent with the guidelines adopted by neighbouring government areas such as Randwick Council...
This report responds to the above resolution.
DISCUSSION
Some local government authorities – mostly overseas – have adopted Automated Waste Management Systems to centralise and manage waste collection in higher density development areas and new land release (“greenfields”) precincts.
In the closest example to the Inner West, Randwick Council engaged consultants SLR to undertake a feasibility study in for Kingsford and Kensington in 2020. This now informs a waste guideline applicable to certain development within the Kensington and Kingsford town centres.
Diagram 1: Envac community waste network (interactive image on website)
Automated waste includes:
· in-building waste disposal points
· outdoor Waste inlets and bins (garbage, recycling, or FOGO in above ground pods)
· storage chutes (vertical holding pipes for bags before emptying through the network)
· underground pipes (transporting waste at 70km per hour)
· supporting infrastructure such as air inlet and outlet valves, diverters, cyclone, fans
· waste collection station or terminal close to the road
· containers that are collected from the terminal and replaced with empty ones
· hook-and-lift collection vehicles (larger vehicles with higher clearances and wider turns)
The infrastructure is only effective when designed as part of a new development as it requires inlets, chutes, a pipe network, and storage tanks to be integrated into buildings.
Risks
If this were to be implemented at IWC there are considerable up-front costs to both developers, strata bodies, and the collector:
· the developer would be responsible for supply and installation
· strata would be responsible for ongoing management, power, and pipe repair
· Council would need to buy new specialist collection vehicles for servicing.
A contingency plan would need to be in place for breakdown (the hook and lift trucks are different to standard collection vehicles) as all waste streams must still be serviced.
IWC has three waste streams (garbage, recycling, and FOGO) requiring additional inlets and storage points (and separate trucks/ collections) in addition to weekly booked clean up collections which would still necessitate buildings to be designed for truck access.
Benefits
The public benefits of Automated Waste Management Systems are improved visual amenity, where bins presented on the street could be reduced, and increased efficiency of moving (less) bins in and around new developments. Currently these issues are generally managed by planning controls which require onsite collection.
Potential design benefits to developers include:
· lower basement heights
· reduced floor space dedicated to waste management and servicing
· less noise, odour and vermin
· better marketability and environmental performance of building
All of these could theoretically improve building design and yield, leading to potential environmental improvements on a site or increased space within a building to provide, as an example, Affordable Housing, if the size of the development were large enough.
Constraints
Automated Waste Management Systems take up large areas of land to install, as well as service, with road access and turning circles for large collection vehicles. They are expensive to install and maintain, and require specialist collection vehicles which are large and difficult to navigate through narrow streets which are prevalent in the Inner West.
The most significant constraint for Automated Waste Management Systems in the Inner West is that they cannot be retrofitted or used in areas with existing underground infrastructure (services and pipes). This includes water sewer and gas but also NBN and infrastructure such as undergrounded power lines. To be cost effective, only large new redevelopment precincts which are unencumbered by significant underground utilities would make Automated Waste Management Systems viable within the Inner West.
Scale required, and Opportunities within the Inner West
Based on research by Penrith City Council, the optimal scale is over 1,000 units and a mix of residential and commercial land uses, with larger than this making it more financially viable for Automated Waste Management Systems. Individual buildings, even of significant scale, need to be part of an integrated network or precinct for efficiency, as waste can only be transported around 250m through this system. Refer to Attachment 2.
A good example is Maroochydore City Centre. This is a 53-hectare site (about the size of Lewisham) which is currently being redeveloped and will include Australia’s first Automated Waste Collection System. This project is a whole urban renewal area where new residential, commercial and street bins are being integrated together into an automated waste network.
Most of the Inner West’s significant redevelopment areas such as the Victoria Road precinct have already been partially developed, are in fragmented ownership, and may not be developed to a scale which makes Automated Waste Management Systems feasible. In addition, many Inner West redevelopment sites have challenges such as flood zones and existing underground services like water, sewage, gas, electricity, and telecommunications to navigate, as well as narrow lanes which the hook and lift trucks may not be able to access.
An initial review of the Inner West identified that the Bays Precinct could be a suitably size development opportunity for this technology and servicing where residential, commercial, and street litter bins are integrated into an automated waste network.
Impact on Council’s Waste Controls
If adopted, council’s approach to waste management would require significant adjustment and this would need to be reflected in the relevant DCP controls. Currently Council’s adopted Waste and Recycling Guidelines (although not a statutory document) do not support Automated Waste Management Systems due to concerns around reliability and concern about blockages, and what role Council may be expected to play in the event of disruption to the waste service.
The impact on monitoring and the quality (contamination rates) of FOGO waste is unclear if managed through an Automated Waste System.
Recommendation
Having reviewed the risks, benefits and constraints of Automated Waste Systems, it is apparent that there are limited redevelopment sites of appropriate scale to support the installation of such a complex and costly technology in the Inner West.
Due to the scale and opportunity, development costs and shared servicing, as well as the proximity of Sydney Harbour and the need to manage waste carefully, it is recommended that Council advocate for Automated Waste Systems to be used in the redevelopment of the Bays Precinct.
FINANCIAL IMPLICATIONS
There are no immediate financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Randwick City Council - Localised Automated Waste Collection Systems Using Mobile Vacuum Vehicles - November 2022 |
|
2.⇩ |
Penrith City Council - Automated Waste Collection Systems Waste Management Guidelines |
|
3.⇩ |
Inner West Council - Designing and Building Guidelines - 15 May 2025 |
|
Council Meeting 23 September 2025 |
Subject: Events and Engagements at the Inner West Sustainability Hub
Prepared By: Luke Murtas - Senior Manager Environment and Sustainability
Authorised By: Simone Plummer - Director Planning
|
RECOMMENDATION
1. That Council endorse and adopt the increased program of engagements for the Inner West Sustainability Hub.
2. That Council encourage further activation of the site by inviting local environmental organisations, especially those with a focus on the circular economy, to put forward an Expression of Interest for use of underutilised spaces at the Inner West Sustainability Hub.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
1: An ecologically sustainable Inner West 5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
The Inner West Sustainability Hub was opened on 1 July 2023. Tenants include The Bower, Re:Place and Dress for Success in addition to Council’s Green Living Centre.
Council approved a promotional plan for the Sustainability Hub in March 2025 and directed staff to investigate opportunities for Council to support an increase in and diversity of events at the Hub. A strong base of engagement has been developed which includes work by Council’s community partners and Council’s environmental teams.
This report summarises progress in respect of the ongoing activation of the Sustainability Hub and makes recommendations for an increased program of community engagements and events.
BACKGROUND
At the Council meeting held on 11 March 2025, Council resolved the following in part:
a) Environmental and sustainability groups
b) Schools, TAFEs, and early learning centres
c) Community clubs
d) Not-for-profit organisations
e) Business chambers
f) Sporting groups; and
g) The Inner West Creative Network.
Through engagement with a range of stakeholders, a program of increased engagements and events at the Sustainability Hub has been developed in response to this resolution.
DISCUSSION
Council staff continue to engage with external stakeholders about opportunities for improved activation of the Hub, including contacts from:
· Council’s environmental volunteer network
· The Inner West Sustainable Schools Network
· Community clubs and local not-for-profit organisations
· Inner West business chambers and
· The Inner West Creative Network.
Engagement to date has focused on new ways to activate the Hub, use and availability of the of the workshop space and ways to connect the Hub with new audiences and partners. These questions have also been considered by Council’s Environment Local Democracy Group. Feedback to date has included suggestions such as:
· Investigate the potential to provide a shuttle bus for pickups from local transport hubs
· Performances by local entertainers (drama or music) to “bring the creatives in”
· Council native nursery plant sales
· Reverse Garbage would be a great fit for the Sustainability Hub
· Pop up dance session
· Set up a coffee shop
· World environment day – have a celebration at the Hub or host Footprints Festival
In the 2024-25 financial year, engagements by Council’s community partners generated 20,246 visits to the Sustainability Hub:
· Dress for Success: Clothes reuse and career support services for vulnerable women (1,815 clients + 200 corporate visitors and approximately 700 volunteer visits)
· Re:Place: Clothing, textiles and problem waste recycling as well as retailing in the preloved clothes warehouse (7,313 patrons)
· The Bower: Repair and reuse workshops, building “tiny houses,” and the house to home program for whitegoods, retailing of vintage goods and repaired bikes (8,218 patrons)
This is in addition to the regular program of engagements offered by Council’s Environment teams, principally the Green Living Centre, which has engaged over 600 Inner West residents and visitors in sustainability workshops and activities at the Hub since the start of 2025, receiving a 4.88 (out of 5) star satisfaction rating.
Over the next 12 months and beyond, it is recommended that this base is developed further, as outlined below.
Public Art, access and wayfinding
In line with Council’s adopted communications plan, a “Perfect match”-style mural at the entry point of the Hub has been commissioned and was launched by the Mayor and Councillors in August 2025. The mural has been facilitated through Council’s Perfect Match program and painted by local artist Kelly Wallwork. This mural will make use of paints sourced from Circle paints, a reuse business based in St Peters which is supported by Council’s environmental grants program.
In concert with The Bower, a “living” wayfinding mural within the site has also been commissioned and commenced in July 2025.
Improvements have been made to accessibility through the Hub with a kerb ramp recently being installed at the Ashfield end of the site. This has significantly improved accessibility for older and mobility impaired patrons, parents with prams, and wheelchair users and has the benefit of making the site more accessible for community drop-offs using trolleys.
A further enhancement to through-site safe access and wayfinding remains to be realised, where the blue pedestrian pathway does not fully connect to the Ashfield-end entry to the site. The entry mural will enhance and highlight this pathway as a principal entry and through-site link. The Pathway will be connected right through to the Ashfield gate. A connection to Liverpool Road is also being explored to highlight the pedestrian entry to the Hub from the Ashfield side.
Circular Economy
On the 27 May 2025, Council hosted a Circular Economy Roundtable with industry and government partners to generate ideas to grow the local circular economy and cement the Inner West’s place as the centre of the circular economy in Sydney. Council sought feedback from attendees at the Roundtable in relation to events and engagements at the Hub. Ideas and opportunities which were discussed include:
· Cross-promotion of and with the Hub brand with Inner West reuse businesses and personalities to amplify and diversify our collective audiences
· Connecting with business networks including Chambers of Commerce to identify opportunities for activation
Two concrete actions arise from the roundtable:
· Making the Hub part of a “Reuse Trail” which would allow self-guided tours of reuse and repair businesses in the same way people visit the Inner West “Ale Trail”
· A planned networking event hosted by Council at the Hub in November 2025
Seasonal Themed Days and Events
At the moment, Council schedules some of its projects to coincide with events such as National Tree Day and World Rivers Day. Increased engagements at the Hub present an opportunity to continue this theme. “World Days” are a recognisable concept to a broad audience which is easily communicated over social media, making them an ideal platform to promote the Hub.
In line with the suggestion from Council’s Environment Local Democracy Group, it is recommended that scheduling of significant engagements take into account themed days on the “world environment calendar” such as:
· Global Recycling Day on 18 March
· Clean Up Australia Day on the first Sunday in March
· World Environment Day on 5 June
· World Rivers Day on 4 September
Council’s resolution to relocate the Footprints Ecofestival to the Hub provides an opportunity to form a key point of engagement for our citizen science or bushcare groups on one of these key dates; and there is an opportunity to hold a circular economy, recycling or litter-focused event in the early part of the year around March.
Regional Activities
The diversity of events at the Hub can be further increased by encouraging regional groups and regional-scale activities to make use of the space. For example:
· Regen Sydney is hosting a series of events to collectively explore the regenerative potential of Inner West neighbourhoods, including local food and energy systems
· The Parramatta River Catchment Group will host meetings at the Hub including media and events training for Councillors, public engagements and planning days
The Hub’s central location and the fit out of the presentation space make it a well-suited location for capacity building workshops and engagements. Council can promote the use of the Hub for this purpose among its regional partners to further increase activation of the site.
Schools
Council’s Environment and Sustainability team has a fledgling “incursion” program that includes staff visits to primary schools to complement the current NSW science curriculum. This generally involves a half-day visit to local schools and a short presentation by staff from the sustainability, ecology and resource recovery team (Waste Busters) to young students about the various projects they do in the environmental field.
Contacts to arrange these incursions generally arise through Council’s Sustainable Schools network and there is the potential to convert the program into an “excursion” to the Sustainability Hub. This could also include tours of the community partner tenancies at the Hub for school students and (where appropriate) interactivity with their operations.
Local Enterprise and Not-for Profit Opportunities
The Sustainability Hub offers a unique potential for local small businesses with an environmental focus or based around the circular economy. This is largely through use of the renovated workshop space and by collaborating with the Council’s community partners.
For example, during the recent school holiday period and during Youth Week, a locally-based fashion business Slogue ran a series of “Thrift Flipping” workshops for people aged 12-24 which teaches design and technology skills but also “the art of upcycling, reworking or renovating op-shop finds”, and partners with Hub tenant Re:Place to divert textiles from landfill and teach local young people about reuse and recycling as opposed to “fast fashion”.
In September, the Sustainability Hub workshop space will be used for two events by the Sydney Bird Club, a not-for profit organisation. Less formal and more community-driven sessions such as these will be critical to boosting the ongoing appeal of the Hub, especially outside of its existing audience. Council will continue to promote the availability of the presentation and workshop space at the Hub to local small businesses and not-for-profit organisations.
Evening Events
In addition to the above, it is proposed to host more events and engagements at the Hub outside of ordinary business hours to ensure the program is more accessible. This would include promoting a quarterly evening series of events featuring speakers, book launches, photography, movie screenings and arts and other engagements with a sustainability focus.
Currently these occur on an occasional basis – for example a recent author talk presented by the Green Living Centre addressed collective local responses to Climate Change and links well with Council’s CSP targets. Staff are currently investigating the potential to show an environmental documentary or themed film to coincide with an “environmental calendar” day such as World Environment Day.
Zero Waste Food Offering
Council staff are investigating the potential to secure a zero-waste coffee cart or similar offering, which would broaden the appeal and “dwell time” for patrons of the Hub. There is increased foot traffic at the Hub generated by the through-link between Prospect Road and Liverpool Road which allows pedestrians to avoid the busy intersection, in addition to many casual visitors each day that use the free electric vehicle chargers. Discussions with local business chambers indicate that it may be possible to secure a cooperative agreement with a local café operator or social enterprise who could supply café equipment and staff with Council support. A pilot project is recommended to be adopted over the coming 12-month period.
Activation of underutilised spaces
There are currently spaces within the Sustainability Hub which could be put to more active use to complement the other community partners and Council’s use of the site. This includes:
· A high-clearance storage space used by Council’s Infrastructure team to store civil works inventory such as pallets of pavers and bricks as well as bins, FOGO caddies and bags
· A space adjacent to the EV charging stations previously earmarked as an Ecology engagement space but used as a storage space for civil works inventory
· The former mechanic’s office adjacent to Council’s demonstration garden in the south-west corner of the site used to store equipment for the programs in the gardens
There is significant interest in making better use of these spaces, having been noted at the recent Circular Economy Roundtable and by Council’s Local Democracy Groups. It is recommended that Council invite local environmental organisations, especially those making headway in the circular economy, to register an Expression of Interest for uses of underutilised space at the Hub, which will further activate the site.
Staff will need to ensure that appropriate preparations have been made to relocate the civil and other inventory before new uses could move into the ancillary spaces at the Hub.
Recommendations
It is recommended that Council endorse and adopt the above program of engagements for the Inner West Sustainability Hub, and in particular:
· Connect the “Blue Path” into the site from Liverpool Road to highlight access into the site
· Promote the Inner West Reuse Trail and establish the Hub as one of its key nodes
· Host a follow-up networking event to Council’s Circular Economy Roundtable
· Consider coordinating Council’s environment festival to coincide with a key calendar date
· Work with regional partners to facilitate capacity building activities
· Further develop the potential for school excursions to the Hub
· Provide opportunities at the Hub for small, local businesses and not-for-profit groups that have a primary focus on the environment or the circular economy
· Partner with a local business or social enterprise operator to pilot a food offering
· Pilot a program of quarterly evening events at the Hub, with an environmental theme
Further, it is recommended that Council invite local environmental organisations, especially those making headway in the circular economy, to put forward an Expression of Interest for the underutilised spaces at the Hub and direct Council staff to make suitable arrangements for a new community partnership which will further activate the site.
FINANCIAL IMPLICATIONS
There are no immediate financial implications associated with the implementation of the pilot program of activities outlined in the report. The majority of events and engagements detailed are facilitated by Council, community partnerships or are able to be accommodated within current (2025/26) Environment and Sustainability team budgets (Resource Recovery Planning, Urban Ecology and Urban Sustainability teams).
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: 2025 Inner West Council Annual Grant Program
Prepared By: Simon Watts - Social and Cultural Planning Manager
Authorised By: Ruth Callaghan - Director Community
|
RECOMMENDATION
1. That Council approve the funding recommendations for the Inner West Council 2025 Annual Grant Program in Attachments 2-11.
2. That Council notes the second year of funding for the two-year 2024-2026 Active Inner West Grants, Community Wellbeing Grants and Environment Grants in Attachments 12-14, which were approved by Council in September 2024.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
4: Healthy, resilient and caring communities |
|
|
EXECUTIVE SUMMARY
Council has a range of grants to enable the community to develop projects and programs to address local needs. The total grant funding recommended for approval is $649,493.
In 2025, it is proposed to award the following amounts in these grant streams:
· Arts: Professional Development - $49,820
· Arts: Arts Projects - $98,223
· Business Chambers - $180,000
· Circular Economy - $15,000
· Community History - $25,000
· Community Wellbeing - $31,452
· Community Wellbeing - $112,000 (total – year one of two years)
· Disability Support - $59,800 (total – year one of one or two years)
· Environment - $44,898 (total – year one of two years)
· Multicultural - $33,300
In addition to the grants listed above, the sum of $140,620 is allocated for 2025-2026 as the second year of funding for the pre-approved two-year 2024-2026 Active Inner West Grants, Community Wellbeing Grants and Environment Grants. Council approved these allocations for in September 2024.
BACKGROUND
Inner West Council offers annual grants to help achieve the objectives of the Community Strategic Plan including: an ecologically sustainable Inner West; liveable, connected neighbourhoods and transport; creative communities and a strong economy; healthy, resilient, and caring communities; and progressive, responsive, and effective civic leadership.
At the Council meeting held on 17 June 2025, Council resolved the following:
That Council supports modifying the draft economic development budget to establish an annual grants program to support Inner West Business Chambers / Networks / Associations as outlined in the officers’ report, subject to the following changes:
a) Funding for the grant funded program be increased to $350,000 from 2026-2027 by reducing the staff establishment and that the additional $130,000 in 2025-26 be allocated towards to the purchase of new Christmas decorations for main streets;
b) Add any staff savings accrued during the recruitment of the vacant economic development position to the program budget for the 2025/2026 financial year, and that this funding also be allocated to the purchase of new Christmas decorations;
c) That as a requirement of applying, Chambers, business associations or networks be asked to demonstrate commitment to diversity and inclusion;
d) That capital works on main streets and in the public domain be included in the list of eligible projects, subject to approvals and collaboration with Inner West Council;
e) The grant program for 2025-2026 commence as early as possible in the new financial year, with future grant rounds aligned with the Inner West Council’s Annual Grant Program;
f) Amend the eligibility criteria for chambers and business associations from “have 30 members” to “have no fewer than 30 financial members”; and
g) That a report be provided to Council one year following the endorsement of successful applicants providing an evaluation of the first year of the program.
At the Council meeting held on 18 February 2025, Council resolved the following:
That Council approve the creation of two new grant streams, using existing budgets and as outlined in this report.
At the Council meeting held on 3 September 2024, Council resolved the following:
1. That Council approves the funding recommendations for the Inner West Council 2024 Annual Grant Program in Attachments 1-8 of the Council report.
2. That Council notes the second year of funding for the two-year 2023-2025 Community Wellbeing Grants in Attachment 9 of the Council report, which were approved by Council in September 2023.
3. That Council conduct a workshop with potential applicants for grants in the multicultural program to build interest, understanding and capability in the application process, following the process undertaken to support potential applicants to the artistic program.
4. That Council investigate establishing a program of funding for organisations and individuals to specifically support local people with disability as part of the 2025-2026 grant program, providing a report to the November 2024 Council meeting.
At the Council meeting held on 22 October 2024, Council resolved the following in part:
5. That Council create a grant stream for local organisations working in the circular economy, to be implemented as part of the 2025 community grants program, and report back to the February 2025 Council meeting on options to do so.
DISCUSSION
Council approved offering the Annual Grant round in February 2025, consistent with the Grant Program Guidelines.
Assessment criteria
All applicants for grants address the following criteria in their proposals:
· Consideration of the impact and quality of their project and contribution to Council’s Community Strategic Plan and grant objectives
· Demonstrated capacity to deliver a well-planned project including relevant applicant experience and supporting material, skills, and time as well as a realistic budget
· Benefit to the Inner West community.
Specific Arts grant criteria include:
· Excellence and innovation in arts and creative practice and/or delivery of arts projects.
The grants round process for 2025
The Annual Grant round was open between 5 May and 6 June 2025. The Business Chamber grant round was open between 1 August and 8 September 2025. Prospective applicants were offered one-on-one support to develop their applications in the stream in which they were applying. This support from Council officers provided the opportunity for grant applicants to clarify their ideas and develop their proposals.
The Annual Grant round was publicised via Council’s email networks, website, newsletters, social media channels and on FBI radio.
In 2025, $880,620 was available for the annual grants across the following categories:
· Arts grants: Professional development grants up to $5,000
· Arts grants: Arts project grants up to $10,000
· Business Chamber grants up to $45,000
· Circular Economy grants up to $5,000
· Community History grants up to $5,000
· Community Wellbeing grants up to $5,000
· Community Wellbeing grants up to $20,000 (over two years)
· Disability Support grants up to $20,000 (over one or two years)
· Environment grants up to $10,000 (over two years)
· Multicultural grants up to $5,000.
This year, five applications that support local people with disability are recommended for funding through the Disability Support stream and, if approved, at a value of $59,800. In addition, four applications that support local people with disability are recommended for funding through the Community Wellbeing streams and, if approved, at a value of $34,692.
In 2025, there was a notable increase in the total amount of funding requested. A total of 229 applications were received seeking $2 million, compared to 225 applications submitted seeking $1.7 million in 2024. Following detailed assessment against the grant guidelines, 63 projects are recommended for funding. A detailed summary of the 2025 Annual Grants round is at Attachment 2.
Evaluation and recommendation process
All applications underwent a three-stage evaluation to arrive at the funding recommendations being presented to Council. Each assessment panel included at least one external representative independent of Council.
Firstly, applications were evaluated against the published criteria by Council staff with subject matter expertise. A score against each of the evaluation criteria provides a total score for each application. Based on this total score, staff assessors rank each application from high to low priority. Staff assessments for each grant round were then reviewed by the appropriate senior staff of each unit to confirm the initial evaluations and ensure accuracy and completeness.
Secondly, an assessment panel comprised of different Council officers from the Community Directorate, and an external representative reviewed all applications and the initial evaluations. The panel confirmed final rankings and developed funding recommendations. In this step, the panel reviewed project proposals, evaluations, amount requested, target audience and previous funding including from Council grants.
Thirdly, recommended applications were screened through an eligibility check to confirm legal requirements were met including administrative compliance details and acquittal of any previous applications.
Funding recommendations
Recommended applications for funding in each of the ten grant streams are provided in detail at Attachments 2-11.
Highlights of the recommended projects include:
· Box of Birds will engage with a team of Inner West digital artists and physical performers and will trial aerial and dance possibilities and audience interactions using 3D motion capture technologies for their new work, Small Blue Thing, over two weeks in Petersham Town Hall (Arts).
· A project that will offer six free one-day workshops to Inner West residents, teaching upcycling skills using post-consumer denim waste to create homeware products. Discarded denim will be transformed through design and sewing techniques. A community event will follow, showcasing workshop creations and featuring guest speakers on upcycling and repair as solutions to textile waste (Circular Economy).
· A project that will explore the history of queer families in the Inner West, with a particular focus on lesbian-headed families, but also including the experiences of doners and children (Community History).
· Summer Hill Playgroup is a weekly, free program for little ones, parents, grandparents, and carers. The program promotes early childhood development, strengthens care giver-child bonds, and reduces social isolation. Through singing, rhythm games, instrumental play and movement, families connect in a fun, free, culturally inclusive environment (Community Wellbeing).
· The Lifestart SpeakUP program supports students with disability (aged between 9 and 16 years) to build the confidence, skills, and strategies they need to participate more fully in school life. SpeakUP is ideal for students who would benefit from strengths-based support to work towards a personal goal (Disability Support).
· Friends of Whites Creek Valley Park aims to renew and promote the food forest to support the current volunteer base, recruit more volunteers, and encourage visitors. With plans for community workshops, and installation of a native beehive, the group will launch their new website, produce a new flyer and a map with plants identified for public view (Environment).
Successful recipients from the 2024 Grants Program who are now entering their second year of funding include:
· Sydney Women’s Baseball League’s project upskills their volunteers to become proficient coaches and umpires. Through a series of workshops and clinics, experienced members will upskill while new members learn, receive professional coaching and umpiring training. This fosters a supportive environment to excel in baseball, breaking down barriers and advancing diversity within the sport
· Flight Path Theatre has developed and delivered workshops created by and for people living with disability. The workshops are based on creative play and aim to bring joy and friendship, stage craft, and a sense of independence to the Inner West community.
· Midjuburi Youth Resource Centre and an indigenous creative artist have facilitated a Weekly Girls' Yarning Circle for young Aboriginal women (aged between 12 and 17 years) with cultural activities, weaving and traditional dance to foster cultural connection.
· Joy of Giving Network has introduced Preloved Toy Workshops to schools and community organisations in the Inner West. These workshops educate participants about sustainability, resource sharing through toys, and waste reduction. Where both children and parents will gain practical knowledge on sustainable practices and hands-on practice identifying reusable toys.
FINANCIAL IMPLICATIONS
The adopted budget for 2025/26 includes the $790,113 for the recommended projects outlined in the report.
|
1.⇩ |
Annual Grants Summary |
|
2.⇩ |
Arts - Professional Development |
|
3.⇩ |
Arts - Art Projects |
|
4.⇩ |
Business Chambers |
|
5.⇩ |
Circular Economy Grants |
|
6.⇩ |
Community History Grants |
|
7.⇩ |
Community Wellbeing One-Year Grants |
|
8.⇩ |
Community Wellbeing Two-Year Grants |
|
9.⇩ |
Disability Support Grants |
|
10.⇩ |
Environment Two-Year Grants |
|
11.⇩ |
Multicultural Grants |
|
12.⇩ |
Active Inner West Two-Year Grants-Y2 |
|
13.⇩ |
Community Wellbeing Two-Year Grants-Y2 |
|
14.⇩ |
Environment Two-Year Grants-Y2 |
|
Council Meeting 23 September 2025 |
Subject: Councillor Representation on Committees
Prepared By: Julian Sakarai - Senior Manager Governance and Risk
Authorised By: Sharon Bowman - Director Corporate
|
RECOMMENDATION
That Council determine Councillor representation on Council and External Committees until September 2026, as detailed in this report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
Council has established committees to provide advice and assist with decision-making functions in accordance with the Local Government Act 1993 (Act). Councillors can attend these committees as observers, or be appointed by Council as members of these committees and exercise voting rights. Councillors may also be appointed to represent Council on external committees. This report lists Council’s internal committees and those external committees to which Council may appoint members, to enable Council to determine its representatives for the coming year, until September 2026.
BACKGROUND
At the Council meeting held on 22 October 2024, Council resolved the Councillor representation on Council and External Committees until September 2025. At the Council meeting held on 11 March 2025, Council resolved to accept the resignation of Councillor Darcy Byrne as representative to Callan Park Community Trust Board and endorse Councillor Kerrie Fergusson as his replacement.
For the duration of this Council term, a report on Councillor representation on internal and external committees will be provided to Council annually in September each year, to enable Council to review the appointments.
DISCUSSION
The following table sets out details of the Council committees.
The charters or resolutions establishing these committees require formal appointment of Councillors as members of these committees. In some instances, the Terms of Reference or document establishing the committee permit or require an alternate Councillor to be appointed. An alternate Councillor can attend meetings when the substantively appointed Councillor is unable to attend. Where the committee’s procedures involve voting as part of decision making, an alternate can also vote on behalf of the substantively appointed Councillor, where permitted to do so by the committee’s constituting document. In some instances, an alternate Councillor will need to be appointed to ensure that the Committee or Panel is able to meet quorum requirements in the absence of the substantively appointed Councillor.
|
Council Committees
|
||||
|
Name of Committee |
Purpose |
Meeting Time and Frequency |
Reporting Framework |
Councillor Representation and current representative/s |
|
Audit, Risk & Improvement Committee (ARIC) |
ARIC is a committee required by the Act. It provides independent specialist assurance, audit, oversight and advice to Council. The Committee’s work supports Council to effectively discharge its responsibilities for financial reporting, risk management, internal controls, governance, improvement and internal and external audit.
The Committee’s membership includes an independent Chairperson and three independent members in accordance with the ARIC Terms of Reference. |
Quarterly plus option for additional Annual Financial Statements meeting |
Minutes of the Committee are reported to Council for noting. |
1 Councillor representative (non-voting member).
Current representative: Clr Scott.
|
|
General Manager's Performance Assessment Panel |
The Panel and an appointed facilitator review the performance of the General Manager. Councillors determine, by way of Council resolution, the Panel members for the Panel.
The Panel does not have a Terms of Reference, but is guided by the OLG’s Guidelines for the Appointment and Oversight of General Managers. The Office of Local Government’s Guidelines for the Appointment and Oversight of General Managers 2022 provide that Panels should be comprised of the mayor, the deputy mayor, another councillor nominated by council and a councillor nominated by the general manager.
The General Manager has identified that the Councillor elected as Mayor is the most appropriate Councillor to be nominated to the Panel by the General Manager, in recognition of the relationship between the two roles, as recognised in the Act.
|
Annually |
As required |
Mayor and Deputy Mayor + 1 additional Councillor.
Current representatives: The Mayor (Clr Byrne), Deputy Mayor (Clr Howard) and Clr Antoniou. |
|
Flood Management Advisory Committee |
The Committee assists Council to prepare floodplain management studies and plans for the Inner West local government area. It acts as both a focus and forum for the discussion of technical, social, economic and environmental matters, and for the distillation of viewpoints on these matters into a management plan. |
Minimum of twice a year |
Minutes of the Committee are reported to Council for adoption. |
No minimum number needs to be appointed. Up to 2 Councillors may be appointed.
Current representatives: Clr Howard and Clr Barlow. |
|
Local Transport Forum
|
The Forum advises Council on traffic and parking control matters. It is primarily a technical review and advisory committee that considers the technical merits of proposals and ensures current technical guidelines are considered. It provides recommendations to Council on traffic and parking control matters and on the provision of traffic control facilities and prescribed traffic control devices for which Council has delegated authority. The Forum also advises on traffic matters arising from development applications. |
Third Monday of each month |
Minutes of the Forum are reported to Council for adoption. |
1 Councillor; 1 Alternate Councillor. Current representatives: Clr Macri and (Alternate) Clr Atkins.
|
|
Major Capital Projects Committee |
The Committee reviews, discusses and makes recommendations to Council on all major capital projects with a value over $1million.
|
Monthly |
Minutes of the Committee are reported to Council for adoption. |
The number of committee members is at Council’s discretion. The current Terms of Reference include provision for 5 representatives.
Current representatives: Clr Scott, Clr Fergusson, Clr Atkins, Clr Blake and Clr Howard. |
Councillors can be appointed to represent Council on external committees in line with the
constituting document of each committee. The responsibility for and operation of these
committees are set by the host organisation.
|
External Committees
|
|||
|
Name of Committee |
Charter / Purpose |
Meeting and Frequency |
Councillor Representation and current representative/s |
|
Callan Park Community Trustee Board |
The Board provides key advice to Greater Sydney Parklands in respect of Callan Park.
The role of the board is to provide advice, input and recommendations to planning, processes and policies that may impact future amenity and public access to the parklands as well as the ongoing management of the parklands. In performing this role, the community trustee board will: · Provide informed strategic advice to the Greater Sydney Parklands Trust Board on matters relating to Callan Park · Advise, share information and facilitate partnerships that assist Greater Sydney Parklands to develop its plans and increase community connections · Advocate on behalf of and promote understanding of the needs of and issues affecting the local community, ensuring inclusion and equity of access for community members · Contribute local knowledge on relevant issues, emerging trends, opportunities and community needs. |
As required. |
1 Councillor.
Current representative: Clr Fergusson. |
|
Cooks River Alliance Management Committee |
The Cooks River Alliance is a partnership between councils in the Cooks River Catchment – Bayside, Canterbury-Bankstown, Inner West, and Strathfield. The Alliance uses the combined resources, experience, knowledge and skills within the councils and the community to address the complex environmental problems of the Cooks River and its catchment. The Management Committee provides strategic direction, makes decisions and provides approvals for all key Alliance activities. The Management Committee is comprised of Councillor delegates from participating Councils, Sydney Water representatives, and observers. |
Meetings are quarterly and hosted by rotating member councils. |
1 Councillor; 1 Alternate Councillor. Current representatives: Clr Howard and (Alternative) Clr Barlow. |
|
NSW Public Libraries Association |
The Association is the peak body for public libraries in NSW and advocates on behalf of the library sector to strengthen the public library network.
|
As required. |
1 Councillor.
Current representatives: Clr Carlisle and (Alternative) Clr Antoniou. |
|
Parramatta River Catchment Group |
The Group is a regional organisation of local councils, State agencies and community representatives whose aim is to work together to improve the health of the Parramatta River and its catchment.
|
Meetings are held quarterly on the first Thursday of March, June, September and December from 5.30pm. The venue rotates between member councils. |
1 Councillor; 1 Alternate Councillor. Current representatives:
Clr Fergusson and (Alternative) Clr Blake. |
|
Sydney Airport Community Forum (SACF) |
SACF is the main consultation body for the Sydney Airport Long Term Operating Plan. The Forum includes representatives from the community, councils, industry and State and Federal Parliaments.
|
As required |
Council membership on SAFC is limited to each Council’s Mayor (or their representative).
Current representative: The Mayor (Clr Byrne). |
|
Southern Sydney Regional Organisation of Councils (SSROC) |
SSROC has 12 member councils that interact, exchange ideas and work collaboratively to solve regional issues and to contribute to the future sustainability of the region. The group advocates on behalf of the region to ensure that the major issues are addressed by all levels of government.
|
Meetings held quarterly on first or third Thursday evening. |
2 delegates – 1 of whom is to be the Mayor and any number of alternates, noting that only 2 representatives can attend each meeting.
Current representatives: The Mayor (Clr Byrne), Clr Scott and (Alternate) Clr Atkins.
|
|
Sydney Coastal Council Group (SCCG) |
The SCCG promotes coordination between member councils on environmental issues relating to the sustainable management of the urban coastal and estuarine environment.
The SCCG consists of 9 Councils adjacent to Sydney’s marine and estuarine environments and associated waterways.
|
Meetings are held quarterly on Saturday and hosted by rotating member council facilities.
|
1 delegate from each member council.
Current representative: Clr Barlow. |
|
Sydney Eastern City Planning Panel (Panel) |
The Panel is responsible for: · determining ‘regionally significant’ development applications (DAs) and other Major DAs and modification applications · acting as the Planning Proposal authority when directed · reviewing Planning Proposals providing advice on other planning and development matters when requested
Please refer to the further information below about the Panel’s decision-making processes. |
As required.
|
2 community representatives, who may be Councillors.
Current representatives: Clr Scott and John Engeler (community representative).
|
Sydney Eastern City Planning Panel
When exercising their functions as Panel members, councillor members must comply with the provisions of the Sydney District and Regional Planning Panels Code of Conduct (Code). The Code provides that Panel members must ensure that any employment, business or other roles or activities they engage in, including acting as a Councillor, will not conflict with, impair or otherwise prevent the full exercise of their functions as Panel members.
The Code further provides that the following situations are considered to represent a conflict of duties for Panel members (on a non-exhaustive basis):
· Members who have current or previous involvement in a specific project, or site, that is subject of a DA for regional development, or a planning proposal that is subsequently reviewed by a planning panel, for example as a consultant.
· Councillor members where they have deliberated or voted on, or otherwise considered, a matter, and/or been present when such consideration is undertaken, in their role at council and that matter, or a related matter, subsequently comes before the panel. Matters which are considered to be related to a panel matter include, but are not limited to:
- a planning proposal for the site
- a voluntary planning agreement for the development or planning proposal
- a Masterplan for the development or planning proposal
- a Plan of Management for the development property matters related to the site, including leases, licences, purchase of land, disposal of land and management of lands
- legal matters related to the site, development or proposal
The Code also makes specific provision for instances where a councillor member who is a Panel member has previously deliberated or voted on a matter in their role at Council. Specifically, the Code states that where that matter, or a related matter, subsequently comes before the Panel, the Panel member is to stand aside from their place on the Panel. The other councillor member nominated by Council is to take their place, to avoid any perceptions of bias or pre-judgement.
Gender Equal Representation Policy
The Gender Equal Representation Policy (Policy) was adopted by Council on 3 August 2021. The aim of the Policy is to provide Council with a framework to improve and achieve equal opportunity outcomes.
It applies to Councillor representation on Council committees, external committees, boards and panels. It states that, to ensure fair and equitable participation, Council will encourage nominations to achieve holistic gender representation that includes transgender and gender- diverse/non-binary people, with a 50% male-female gender balance if transgender and gender-diverse/non- binary groups are not represented.
The Policy requires that Council review the nominations to the positions available with a view to achieving gender equal representation appointments. The Policy does however note that where there is an odd number of positions, diversity and equality may not be achieved. For example, if an existing committee of five members, already had three men, and there are two vacancies, women/transgender/gender diverse/non-binary councillors should be actively prioritised.
FINANCIAL IMPLICATIONS
The financial implications associated with the identified Committees is captured within the adopted budget.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Reconciliation Action Plan Update and Engagement
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
Prepared By: Simon Watts - Social and Cultural Planning Manager
Authorised By: Ruth Callaghan - Director Community
|
RECOMMENDATION
That Council receive and note the report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
5: Progressive, responsive and effective civic leadership
4: Healthy, resilient and caring communities
EXECUTIVE SUMMARY
The Inner West Innovate Reconciliation Action Plan was adopted in 2022/23 for a two-year period. A review of this current RAP is underway, with the intent of refreshing it and including new initiatives for a further two-year period. This will be done in collaboration with the Aboriginal and Torres Strait Islander Local Democracy Group and other key stakeholders, including Reconciliation Australia, which is the national body responsible for endorsing and overseeing RAP’s.
This report to Council provides an update on implementation of the current RAP for the first half of 2025.
Key results include:
· Identifying a site in Camperdown Park for the Aboriginal and Torres Strait Islander Community Hub, which has been endorsed by the Aboriginal and Torres Strait Islander Local Democracy Group and is the subject of a separate report to Council for endorsement at its August meeting.
· The Aboriginal Survival Memorial in Yeo Park was a finalist in the 2025 NSW Local Government Excellence Awards, and artist Nicole Monks was shortlisted for the 2025 First Nations Arts and Culture Business Innovation Award which included a $10,000 prize, in the broader First Nations Arts and Culture awards presented by Creative Australia.
· A significant program of events marked both Reconciliation week (27 May to 3 June) and NAIDOC week (6 to13 July) in the Inner West.
· Heritage and construction approvals have been secured for the second Aboriginal Survival Memorial in Illoura Reserve, East Balmain and this is on track for completion in 2025.
On 5 March 2024, Council adopted the Aboriginal and Torres Strait Islander Procurement Strategy. As a result of the Strategy, there has been an increase in contracts awarded to Aboriginal and Torres Strait Islander businesses from 0.25% in financial year 2022/23 to 0.50% in the 2024/25 financial year. This is a doubling of the contract share from the beginning of the period but does not yet meet the target of 1%.
BACKGROUND
At the Council meeting held on 13 September 2022, Council resolved the following in part:
1. That Council adopts the Reconciliation Action Plan.
4. That Council receives quarterly progress
reports of progress toward establishing the
community hub; and
At the Council meeting held on 5 March 2024, Council resolved the following in part:
1. That Council adopt the Aboriginal and Torres Strait Islander Procurement Strategy, with the addition of a note stating that Council will review the Strategy after one year with the view of assessing council’s progress in meeting the proposed target for procurement from Aboriginal or Torres Strait Islander Suppliers or products and seeking to at least double the target each year in the next five years.
In close collaboration with Reconciliation Australia, Council prepared and adopted an Innovate Reconciliation Action Plan in September 2022. Reconciliation Australia (RA) advise that an Innovate RAP is appropriate for organisations with a strong relationship with their Aboriginal and Torres Strait Islander stakeholders; that are continuing to implement strategies, initiatives and policies that support reconciliation; and deliver additional actions tailored to their organisation.
The expectations of Reconciliation Australia on Council include developing mutually beneficial relationships with Aboriginal and Torres Strait Islander stakeholders, develop and pilot strategies for reconciliation initiatives, engage staff in reconciliation, identify the best approach for the organisation through aspirational deliverables, and explore how the organisation can drive reconciliation through its business, activities, services, programs, stakeholders and spheres of influence.
Since the adoption of the Innovate Reconciliation Action Plan, significant actions have commenced and been completed. Following discussion with RA and the advice of Council’s Aboriginal Cultural Advisor, the existing plan will be redeveloped for a further two-year period in collaboration with the Aboriginal and Torres Strait Islander Local Democracy Group. A plan for community engagement and collaboration with the Democracy Group to refresh the RAP for another 2 years will be developed for Council’s consideration in the coming months.
This report also provides an update on implementation of the Aboriginal and Torres Strait Islander Procurement Strategy, which was adopted by Council on 5 March 2024.
DISCUSSION
The Innovate Reconciliation Action Plan contains four key themes, prescribed by Reconciliation Australia: relationships; respect; opportunities; and governance, reporting and assessing. The information below sets out major achievements for the first half of 2025.
Aboriginal Stakeholder Engagement
Council has expanded its relationship with Gadigal Information Service and Koori Radio. Council provided increased financial assistance for the Yabun Festival in January 2025 of $30,000. This amount will increase to $40,000 for 2026. In addition, a further library author talk was recorded and broadcast.
Aboriginal and Torres Strait Islander Community Hub
An appropriate site has been identified in collaboration with the Aboriginal and Torres Strait Islander Local Democracy Group, who support the choice, and the Community Hub is subject of a separate report to Council in August 2025.
Aboriginal Survival Memorials
The Aboriginal Survival Memorial in Yeo Park was a finalist in the 2025 NSW Local Government Excellence Awards, and artist Nicole Monks was shortlisted for the 2025 First Nations Arts and Culture Business Innovation Award which included a $10,000 prize, in the broader First Nations Arts and Culture awards presented by Creative Australia. The Memorial is being used extensively by local school groups and residents. A large group of students from Christian Brothers Lewisham and Trinity Grammar marked Reconciliation week in May 2025 with an event at the Memorial. In addition, more than five schools from across Sydney also used the Memorial as a focus for their NAIDOC celebrations in July 2025.
One of Australia’s leading Aboriginal film makers, Ashley Gibb, has delivered two short films on the creation of this Memorial and the work is available on Council’s website: https://www.innerwest.nsw.gov.au/live/community-wellbeing/aboriginal-community/aboriginal-survival-memorial. New interpretative signage will be installed on site providing interpretative narrative and QR codes to the films.
Heritage and construction approvals have been secured for the second Aboriginal
Survival Memorial in Illoura Reserve, East Balmain. Landowners consent from the
NSW Government has been achieved, along with approval to create the work in a
state significant heritage precinct from the delegate of the NSW Minister for
Heritage.
Closing the Gap health outcomes
Engagement with Sydney Local Health District (SLHD) continues in Aboriginal health, health education and wellbeing. In this period engagement with the district on extreme heat preparedness for Elders through the coming summer has occurred.
Anti-Racism Bystander Training
As a major initiative of the 2024 Anti-Racism Strategy, Council is preparing for a pilot of Anti-Racism Bystander Training which will commence later in 2025 and continue through early 2026. 400 pilot participants will be offered training and support in three phases:
· Access to 5 module cultural competence training package developed at University of Sydney by the National Centre for Cultural Competence
· Training in Anti-Racism Bystander Training in groups of 20 by the University of Western Sydney, a global leader in the field, beginning with two trial groups in 2025
· Post training support and skill development in small social learning groups, supported by Council and the National Centre for Cultural Competence.
Council will call for expressions of interest for participants later in 2025. This will include the Aboriginal and Torres Strait Islander Local Democracy Group, and local Aboriginal residents.
Reconciliation week (27 May to 3 June)
The 5th annual staff golf day was held in collaboration with Marrickville Golf, Sporting and Community Club. This saw 75 council staff members enjoy a competitive round-robin golf tournament. The morning started with a Welcome to Country, followed by traditional dancing from the Budja Budja Butterfly Dancers and breakfast.
Under the cultural leadership and support of Council’s cultural advisor, many schools within the Inner West visited the Yeo Park Survival Memorial Breathe to reflect on the connection to Country and the road to Reconciliation that this artwork invites.
NAIDOC week (6 to 13 July 2025)
NAIDOC 2025 saw Council supporting several NGO’s and schools with their activities, including SLHD and AbSec.
· Sydney Local Health District and Council hosted an event in Gladstone Park Balmain, which also had the hospital run tours for residents to understand where and how Balmain Hospital fits into the SLHD services.
· AbSec, Council, and local NGO’s collaborated on the Family Fun Day NAIDOC event at Marrickville PCYC. Council’s outdoor staff cooked the BBQ for all the participants of this event which was close to 2,000 people. Council staff from early learning and community wellbeing led a number of activities and stalls at the event.
Many schools in the Inner West held NAIDOC activities either before or just after the July school vacation, which Aboriginal community members attended.
Celebrating Aboriginal culture
Collaboration with Marrickville Golf and Community Club over the three Council funded illuminated Wurridjal’s (Mullets) on the greens of Marrickville Golf Course has seen these retained on site. Council has funded an upgrade for weather treatment and solar lighting to enable permanent display and these were installed in tie for the 2025 Wurridjal festival.
Demonstrating respect to Aboriginal and Torres Strait Islander peoples
Cultural protocols are being reviewed and updated for Welcome to Country and Acknowledgement of Country, along with a flag protocol for all Council flag poles. The Naming Policy has been utilised in naming the five new Inclusive Playgrounds.
Employment outcomes
Council’s newly launched traineeship program for 2025 includes four Aboriginal trainees in early learning, civil concreting, and parks and street maintenance.
Council support for Aboriginal & Torres Strait Islander children in Early Learning Services
Council is providing bespoke support for Aboriginal families in its family services aimed at supporting family care of Aboriginal children and providing the best possible start for early years learning and transition to school.
Research on Aboriginal cultural heritage
Major new research on Aboriginal cultural heritage has been published to the Council website and libraries. A GIS mapping layer of current sites of significance has been produced and for use internally by Council’s planners and heritage teams to ensure archaeology is identified and protected, enabling awareness of cultural heritage sites and management of issues arising within the planning process. This research informed development of Council’s heritage application for the Illoura Reserve Survival Memorial.
Memorialisation of the birth of the Koori Knockout
A Blue Heritage Plaque was unveiled by the NSW Minister for Heritage in Camdenville Park on 17 May 2025. Five founders of the Koori Knockout travelled to Sydney as guests of Council and were present for the launch. Council’s landscape architect designed additional cultural elements into the park including the colours of the foundation teams, and inscription of the team names into the footpath leading to the plaque. Council is installing additional interpretative signage on site to acknowledge its Aboriginal history.
Finally, Council funded redevelopment of UNSW Professor Heidi Norman’s history of the Koori Knockout to tell the story of women’s participation in parallel with the existing story of male players. This work will be published shortly.
Perfect Match projects by Aboriginal and Torres Strait Islander artists
New works have been completed by Kyra Kum-Sing at 229 Denison St, Newtown and Chris Edwards (in collaboration with local artist Elbows) at Balmain East Village Hotel, Darling Street Balmain East.
Aboriginal and Torres Strait Islander Procurement Strategy
The Strategy has produced an increase in contracts awarded to Aboriginal and Torres Strait Islander businesses from 0.25% in financial year 2022/23 to 0.50% in the 2024/25 financial year. This is a doubling of the contract share from the beginning of the period but does not yet meet the target of 1%. This upward trajectory underscores a growing commitment to engaging Aboriginal and Torres Strait Islander suppliers and fostering economic opportunities.
Engagement with Aboriginal and Torres Strait Islander Suppliers
This has been bolstered by platforms like VendorPanel, which facilitate the identification and inclusion of Indigenous businesses in procurement activities. The procurement team engaged with over 20 Supply Nation businesses to onboard, meet and discuss opportunities to work closer with Council.
Identifying Aboriginal and Torres Strait Islander Suppliers in Reporting Systems
The procurement compliance officer has been categorising Council’s entire supplier data base to identify, Indigenous, local and sustainable businesses. Procurement have also opted in to use givvable which is a due diligence platform focused on environmental, ethical sourcing, social impact, diversity, equity and inclusion. The system provides a badge in platforms such as VendorPanel that easily identify Indigenous businesses.
Redevelopment of Council’s Reconciliation Action Plan
Council has made significant progress with implementation of the two year RAP since adoption in late 2023, and that implementation will continue during the redevelopment period.
Discussion with Reconciliation Australia supports continuing for a further two year period with an Innovate Reconciliation Action Plan, to both conclude what has been commenced, and to address any new needs that have emerged in the period of the first RAP. Reconciliation Australia advise that Council might continue with existing commitments allowing development of a deeper understanding of Council’s sphere of influence and establishing more leading practice approaches to advancing reconciliation, including particularly the Anti-Racism Strategy. This will allow continued focussing on strengthening relationships with Aboriginal and Torres Strait Islander peoples through piloting new methods and strategies for reconciliation.
A plan for community engagement and collaboration with the Democracy Group to refresh the RAP for another 2 years will be developed for Council’s consideration in the coming months.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Birchgrove Oval Floodlighting Upgrade
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
Prepared By: Michael Craven - Projects Delivery Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council receive and note the report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
4: Healthy, resilient and caring communities |
|
|
EXECUTIVE SUMMARY
This report outlines the planning and proposed delivery of an upgraded floodlighting system at Birchgrove Oval in line with a Council resolution on the matter.
Design and construction timelines will be coordinated with the winter sports season to minimise disruption to the community and sport clubs given the works will involve trenching and excavation of the playing surface. In this regard, it is proposed to undertake construction between September 2026 and March 2027.
The adopted Delivery Program currently allocates $20,000 in 2027/28 for design and $1,200,000 in 2028/29 for construction of the Birchgrove Oval Floodlighting upgrade. It is proposed to advance this funding, in line with the Council’s resolution, to allocate $20,000 for design in 2025/26 and $1,200,000 for construction in 2026/27. This adjustment will be recommended as part of the 2025/26 first quarter budget review.
BACKGROUND
Birchgrove Oval is located on the waterfront of Sydney Harbour in Birchgrove. It was one of the first publicly developed parks in Sydney and is one of our premier sports and recreation venues. It is regarded as the spiritual home of rugby league in Australia because it hosted the first professional match in 1908.
Birchgrove Oval currently accommodates two senior natural turf soccer/rugby league fields and currently has 6 floodlight poles which were installed in 2007, with a minor upgrade in 2014.
In May 2022, Council engaged a lighting consultant to conduct a lighting level audit on the Birchgrove Oval floodlighting. The audit identified that the existing floodlighting lux levels did not meet the minimum Australian Standards AS2560.2 – 2021 lighting for Lighting for Football (all codes). To address this, the Oval was added to Council’s floodlighting upgrade program with funds allocated in the Delivery Program to undertake works by 2028/29.
At the Council Meeting held on 17 June 2025, Council resolved the following:
1. That Council initiates the design and Development Application (DA) process for a floodlighting upgrade at Birchgrove Oval, in accordance with the AS/NZS 2560 series standard for Club Level Match Lighting at 200 lux.
2. That Council provides a progress report on the design and DA process to Council at the August 2025 Council Meeting.
3. That Council includes funding for the design and DA in the next quarterly Budget Review.
DISCUSSION
Following the June 2025 Council resolution, officers have initiated the planning, investigation, and design phase for new oval floodlighting, with completion of these elements anticipated by May 2026. It is expected that the upgrade will utilise LED technology to replace the existing metal halide fixtures.
The project benefits include enhanced visibility for players and spectators, reduced injury risk, and improved energy efficiency. The new lighting will also allow for better light control, minimising light pollution and promoting sustainability.
Approval under the State Environmental Planning Policy (Transport and Infrastructure) 2021, Division 12, will be required for the floodlighting installation. This process involves the preparation of a Review of Environmental Factors report.
Demolition of the existing lights can be considered under a Heritage Exemption Certificate given it is deemed as minor and not adversely affecting the site's heritage significance, consistent with Clause 5.10(3)(a) of the Local Environmental Plan. The replacement lighting will be designed to respect the heritage value and setting of the park.
Design and construction timelines will be coordinated with the winter sports season to minimise disruption to the community and sport clubs given the works will involve trenching and excavation of the playing surface.
In this regard, the proposed project timeline is as follows:
|
|
Milestone |
|
July – September 2026 |
Planning and Investigations – Delivery program, stakeholder identification and project risk identification |
|
October – May 2026 |
Design development - Concept design, detailed design development, technical specifications and obtrusive lighting compliance report. |
|
January – May 2026 |
Part 5 Planning Pathway and Heritage Exemption Certificate – Preparation of Review of Environmental Factors and Part 5 approval. Preparation of Heritage documents and Heritage Exemption Certificate. (Design development and Part 5 approval to run concurrently). |
|
June – August 2026 |
Construction Procurement - Preparation of construction tender documentation, public tender for construction contractor and construction contract award. |
|
September 2026 – February 2027 |
Construction contract period – 6 months including material lead times. |
|
March 2027 |
Project completion and handover to clubs for the 2027 winter sports season. |
FINANCIAL IMPLICATIONS
The adopted Delivery Program currently allocates $20,000 in 2027/28 for design and $1,200,000 in 2028/29 for construction of the Birchgrove Oval Floodlighting upgrade.
It is proposed to advance this funding, in line with the Council’s resolution, to allocate $20,000 for design in 2025/26 and $1,200,000 for construction in 2026/27. This adjustment will be recommended as part of the 2025/26 first quarter budget review.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Internal Ombudsman Shared Service review of Customer Service Improvements
Council at its meeting on 17 June 2025 resolved that the matter be deferred.
Prepared By: Elizabeth Renneberg - Internal Ombudsman
Authorised By: Peter Gainsford - General Manager
|
RECOMMENDATION
That Council receive and note the report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
The IOSS has reviewed Council’s implementation of the Customer Experience Strategy 2024-2027 to date.
Council has implemented an impressive array of improvements to date.
This review has identified early indications of a positive effect on complaints made to the IOSS, with a reduction in the year on year increase in complaints and a decrease in the volume of tier one complaints received. The IOSS has identified a number of strategies that may further assist and has recommended some strategies be reviewed for effectiveness.
BACKGROUND
On 8 August 2023, Council adopted a series of customer experience strategies to enhance Council’s customer service interactions and outreach services to the community.
On 21 November 2023, Council adopted the Customer Experience Strategy 2024-2027.
On 8 August 2023 Council resolved that the Internal Ombudsman Shared Service (IOSS) conduct a 12-month review of customer service to determine what improvements have been made and where there are further opportunities.
This review has been conducted after an appropriate period to seek to evaluate the success of the strategies implemented to date.
DISCUSSION
Inner West Council has been on a customer service transformation journey to seek to improve and strengthen customer service across the organisation since April 2022, with an array of improvements and strategies.
Complaint data
The Internal Ombudsman Shared Service (IOSS) receives escalated complaints regarding Council services and complaints regarding the conduct of Councillors and Council staff, from stakeholders across the member Councils of Inner West, Cumberland City and City of Parramatta.
The IOSS operates under a Governance Charter, and accordingly, will only consider a matter after Council has had the opportunity to formally respond to the complaint.
In terms of complaints received by the IOSS from the community relating to Council services (excluding internal complaints and complaints from the community alleging Councillor or staff misconduct) from 1 July 2020 to 31 March 2025, across the three IOSS member Councils, the highest volume received was regarding Inner West Council:
|
Council |
Complaints received from the community: 1 July 2020 – 31/03/2025* |
|
Inner West |
337 |
|
Cumberland City |
320 |
|
City of Parramatta |
290 |
|
Total |
947 |
*excludes internal complaints and complaints from the community regarding
Councillor and staff conduct
Please note this is only a portion of the total caseload managed by the IOSS.
The volume of complaints received from the community relating to Inner West Council from 1 July 2020 to 31 March 2025 has increased year on year:
· 2020/21 to 2021/22 - 11% increase (Cumberland 6%, Parramatta 17%)
· 2021/22 to 2022/23 - 29% increase (Cumberland -16%, Parramatta 83%)
· 2022/23 to 2023/24 - 7% increase (Cumberland 40%, Parramatta 34%)
· 2023/24 to 2024/25 - expected 12% increase (pro-rata) (Cumberland -15%, Parramatta 16%)
This year on year increase in the receipt of complaints can be attributable to a number of factors, outside a simple increase in complaints. Contributing to this increase is the increased awareness and utilisation of the service by the community and the increased awareness of the service by staff.
Of note, the NSW and Commonwealth Ombudsman services have not seen a similar year on year growth, with more fluctuating numbers, which may be attributed to the impacts of COVID and its effect on government services.
However, of note, in relation to complaints regarding Inner West Council the rate of the increase in complaints has seen a reduction since the start of the 2022/23 financial year.
Indicators of community satisfaction
Reason for complaint
Of the complaints received by the IOSS from the community relating to Council services from 1 July 2020 to 31 March 2025, 38% related to the customer’s dissatisfaction with the overall customer experience when dealing with Council.
Of these:
· 50% related to a lack of action to address an issue;
· 30% related to a lack of timeliness and responsiveness to respond to an issue;
· 16% related to the quality of response received; and,
· 4% related to customers either expressing dissatisfaction with Council’s service or requesting appeal avenues.
Generally, these concerns were raised in conjunction with a substantive issue regarding a Council service.
By comparison, since 1 December 2023, the month following Council’s adoption of the Customer Experience Strategy, until 31 March 2025, 40% of complaints received related to the customer’s dissatisfaction with the overall customer experience when dealing with Council. This figure has remained relatively steady, however it is acknowledged that the majority of customer experience strategies had a lead time to implementation and therefore there may not have been the opportunity for an impact from this date. It is also acknowledged that the response to Council’s implementation to FOGO has also had an impact on complaints received by the IOSS.
Tier one
In order to assess the effectiveness of Council’s strategy, a review of tier one complaints has been conducted. A tier one complaint is where a complainant contacted the IOSS prior to Council finalising their complaint. In accordance with the IOSS Governance Charter, these complaints are classified as ‘tier one’ as they are yet to be resolved by Council and are referred back to Council for initial resolution. The complainant is advised that in the event they are dissatisfied with Council’s resolution of the matter, they are open to contact the IOSS at the conclusion of the matter with Council.
Analysis has been undertaken on tier one complaints to identify the reasons why complainants contact the IOSS prior to resolution.
The IOSS assesses complainants lodged tier one complaints with the IOSS as:
· The IOSS was approached prior to the complainant approaching Council – this may be as a result of a lack of faith in Council’s complaints management process;
· Complainants are dissatisfied with the timeframe to resolve their issue;
· There has been a significant delay in resolution;
· There has been perceived inaction by Council in resolving their complaint.
The below is a snapshot of tier one complaints as a percentage of the total complaints received from the community (minus complaints about staff and Councillor misconduct) per financial year.
|
Value |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
2024/25 |
|
% of complaints as Tier 1 |
53% |
50% |
52% |
62% |
30%* |
*pro-rata estimate
The 2024/25 financial year is on track to receive the lowest volume of tier one complaints, which may indicate a higher level of trust in Council with complainants approaching Council first rather than the IOSS. This also indicates reduced levels of complaints about lengthy resolution times or perceived inaction.
This is a very positive sign for Council – indicating improved response times to service requests and complaints; improvements in the ‘aged’ caseload and increased engagement with Council.
Effectiveness of implemented Customer Experience strategies to date
Council has implemented a significant volume of strategies since the adoption of the Customer Experience Strategy in November 2024, encompassing improved data capture and reporting, improved communication with both customers and with staff, increased engagement and awareness, improved complaints handling processes, both new and enhanced staff training, and enhanced technological improvements.
The IOSS assesses the most impactful strategies to date are:
· Implementation of structural foundation documents: These documents have set the structure and established expected behaviours for staff.
· Training: There has been significant additional training delivered to staff to increase capacity and staff buy-in.
· Improved metrics and reporting: This has allowed a more strategic focus on complaints management and has significantly decreased the volume of ‘aged complaints’ (complaints on hand for more than 30 days). These measures will continue to improve the timeliness of responses.
· Quality Correspondence dashboard: The quality dashboard, operating initially as a quality assurance checklist, has identified areas of improvement in responses to customers. This has included grammar and spelling, but also most importantly, whether the question has been answered or the relevant aspect considered. A known concern to the IOSS is complaints involving multiple questions being part-answered. In conjunction with improving the quality of the response, this dashboard also ensures the substantive issues are addressed.
The Customer Experience team have engaged with the IOSS team throughout the implementation of these strategies.
Opportunities
Channeling contact received
There has been a significant focus and improvement on capturing and reporting on metrics to better track and manage caseloads. The IOSS assesses Council is in a position to report on caseloads with a high degree of accuracy.
On occasion, the IOSS receives complaints from the community regarding the timeliness of responses when a complainant has contacted a member of staff directly, rather than channeled through customer service. In these circumstances, the complaint is not tracked and the quality/timeliness is not measured.
The IOSS recommends that Council undertake a project to encourage all staff to forward all contacts to customer service to ensure they are appropriately registered, recorded and tracked. As part of this process, it is recommended that Council communication channels be reviewed, to ensure compliance with the recently adopted Complaints Operational Management Standard. This will assist in better identifying the actual volume of enquiries received, the caseloads being managed by teams and provide historical data of concerns.
Quality correspondence dashboard
The IOSS acknowledges that there is work underway to integrate the quality correspondence check system into day to day operations. The IOSS recommends this work is expedited to deliver better quality responses to customers.
Delegate responsibilities
At the commencement of the implementation of the Customer Experience Strategy, to ensure appropriate attention, action and responsiveness to community issues, all community interactions were responded to by the relevant Senior Manager. This response included contact details, including email and phone numbers. As expected, this resulted in a significant increase in community contacts to senior staff within the organisation, often on routine and everyday enquiries. This practice continues. The first strategic goal of Council’s Customer Experience Strategy is “Supporting our staff to excel”. This goal includes, “Delegate to our staff”. In order to ensure that all Council staff are invested in delivering quality customer service and there is effective ownership and responsibility, now that extensive training has been undertaken to equip staff with the necessary skills, it is recommended that this strategy is implemented to delegate day to day enquiries to appropriate levels. This will assist in driving further customer service improvements and allow for strategic oversight.
Customer service stalls
Council has implemented Customer service stalls, operating around 30 hours across five days a week from Tuesday-Saturday. Council operates these stalls from transport sites, commercial venues and Council libraries, aquatic centres and parks. These stalls provide customers the opportunity to engage with Council officers on an array of issues.
Based on the volume of customers visiting Council’s mobile customer service stalls to date this financial year, it is anticipated that Council will record just under 10,000 visitors to these stalls. While this volume is significant, it is noted for the 800+ visitors per month, this resulted in an average of 24 service requests being raised per month, or just over one service request per day.
This is an excellent customer service initiative to increase the visibility of Council and its services. However, to ensure appropriate return on investment on costs associated with this service, it is recommended that an assessment is conducted to identify appropriate measures of success and desired outcomes are considered.
Social media engagement
There are two strategies relating to engagement on social media – establish a social media presence to respond to resident requests; and join local resident groups on social media and actively participate in discussions. In order to meet Council’s goal, of “Council anywhere, anytime”, these social media sites are monitored during workdays and on weekends. This engagement assists in raising awareness of Council services and processes.
This is in addition to Council’s extensive social media presence and engagement via the dedicated Communications team.
While there is the potential for the customer service officers to raise service requests as a result of interactions identified, for privacy reasons, complaints cannot be responded to via this medium and only general information provided.
Based on the volume of service requests raised as a result of this social media engagement to date across this financial year, it is anticipated just over 90 service requests will be raised over 12 months. This equates to raising one service request every four days.
Given potential duplication of Council services, there may be scope to review the ongoing effectiveness of this customer service engagement, particularly as to whether it is more appropriate to seek to streamline Council’s engagement points. If this service is to continue, it is recommended that Council identify appropriate measures of success and desired outcomes of this engagement.
Offboarding
It is acknowledged that the Service Transformation Team is undertaking work to refine offboarding processes. It is anticipated that this work will ensure all on hand complaints are reallocated on staff separation and email addresses are deactivated to prevent further customer contact, which would be unanswered. The IOSS will liaise with the relevant team over this process.
Monitoring of emerging issues
The IOSS proactively raises concerns identified from other Councils with Governance and Audit teams as part of our shared service prevention measures to ensure similar issues are not encountered with Inner West. Given the role of customer service and the service improvement team in identifying and seeking to address/improve known and emerging issues, the IOSS undertakes, where relevant, to also involve the customer service and service improvement teams in this proactive advice.
The IOSS has recently re-initiated the Shared Service Forum for Customer Service / Customer Experience and Transformation teams, bring together practitioners across the three Councils to share ideas, challenges, success stories and solutions. The first Forum for 2025, held on 10 April 2025, was well received across the three Councils, with a valuable exchange of ideas and information. A further meeting is scheduled for September 2025. The Customer Service Shared Service Forum was initially formed in 2023.
The IOSS also notes the Customer Experience Team is working to create a Customer Experience Community of Practice within Council.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Internal Ombudsman Shared Service review of Customer Service Improvements - Supplementary Report
Prepared By: Elizabeth Renneberg - Internal Ombudsman
Authorised By: Peter Gainsford - General Manager
|
RECOMMENDATION
That Council receive and note the report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
At the Council meeting held on 17 June 2025, Council resolved the following:
That Council defer this item to a councillor briefing for further consideration including information on complaints per directorate.
BACKGROUND
Further information, including complaints per Directorate and updated figures, has been provided.
DISCUSSION
Data has been provided on Community complaints per Directorate for each financial year from 2020/21 to 2024/25.
Community complaints excludes internal complaints and complaints from the community regarding specific staff and Councillor conduct; therefore, this is not representative of all complaint activity undertaken by the IOSS.
In early 2025, Inner West Council restructured a number of business areas. This complaint data reflects the Directorate structure as at the beginning of the 2024 financial year.
Council’s People and Culture and Legal functions have been incorporated into the Corporate Directorate for the purposes of reporting.
|
Financial Year |
Community |
Corporate |
Planning |
Infrastructure |
Total |
|
2020/2021 |
2 |
11 |
25 |
14 |
52 |
|
2021/2022 |
0 |
10 |
30 |
18 |
58 |
|
2022/2023 |
4 |
21 |
33 |
18 |
76 |
|
2023/2024 |
6 |
13 |
36 |
26 |
81 |
|
2024/2025 |
4 |
7 |
52 |
34 |
97 |
Given the significant interface with the Planning and Regulatory sections with the day to day lives of residents, it is not unexpected we would receive the most volume of complaints from these areas. This is a trend experienced across the IOSS member Councils.
Community complaints per department
|
Department |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
2024/25 |
Grand Total |
|
Planning |
14 |
17 |
14 |
4 |
14 |
63 |
|
Regulatory – Compliance (Building and Development) |
3 |
7 |
10 |
15 |
25 |
60 |
|
Waste Services |
5 |
3 |
4 |
11 |
12 |
35 |
|
Regulatory - Parking |
5 |
3 |
6 |
8 |
6 |
28 |
|
Regulatory - Environment and Health and Animals |
3 |
3 |
3 |
9 |
7 |
25 |
|
Public Spaces - Trees |
1 |
6 |
8 |
4 |
3 |
22 |
|
Insurance and Risk |
3 |
5 |
9 |
1 |
1 |
19 |
|
Traffic Issues |
1 |
5 |
2 |
4 |
4 |
16 |
|
Governance |
4 |
2 |
3 |
3 |
0 |
12 |
|
Financial Services |
4 |
2 |
3 |
2 |
1 |
12 |
|
Public Spaces - Parks and Recreation |
2 |
1 |
1 |
2 |
6 |
12 |
|
Works - Roads |
0 |
0 |
1 |
1 |
7 |
9 |
|
Works - Infrastructure |
2 |
1 |
2 |
2 |
1 |
8 |
|
Community Facilities - Aquatic Centres |
0 |
0 |
2 |
3 |
2 |
7 |
|
Executive |
0 |
0 |
2 |
2 |
1 |
5 |
|
Legal |
0 |
0 |
2 |
2 |
0 |
4 |
|
Community Facilities - Libraries |
2 |
0 |
0 |
1 |
1 |
4 |
|
Communications, Events & Marketing |
0 |
0 |
1 |
3 |
0 |
4 |
|
Works - Engineering |
2 |
1 |
0 |
0 |
1 |
4 |
|
Customer Service |
0 |
0 |
1 |
0 |
3 |
4 |
|
Community Facilities - Community Centres |
0 |
0 |
0 |
1 |
1 |
2 |
|
Property, Facilities and Fleet |
1 |
1 |
0 |
0 |
0 |
2 |
|
Works - Capital Works |
0 |
0 |
0 |
2 |
0 |
2 |
|
Other |
1 |
1 |
0 |
0 |
0 |
2 |
|
IT |
0 |
1 |
0 |
0 |
0 |
1 |
|
Children, Family and Youth Services |
0 |
0 |
1 |
0 |
0 |
1 |
|
Community Services |
0 |
0 |
0 |
1 |
0 |
1 |
|
Community Facilities - Sporting Clubs |
0 |
0 |
1 |
0 |
0 |
1 |
|
Procurement
|
0 |
0 |
0 |
0 |
1 |
1 |
|
Totals |
53 |
59 |
76 |
81 |
97 |
366 |
Spotlight on complaints for Planning Directorate
The IOSS has provided a further breakdown of the complaints per department within the Planning Directorate.
Further analysis has been included to outline the nature of complaints, how complaints were resolved and the improvements in the volume of receipt of tier one complaints.
Nature of complaints
Resolution of complaints
|
|
Referred to Council for action (Tier one) |
Closed – Limited action undertaken |
Informal management - Enquiries made with Council and advice provided to complainant |
Advice provided to complainant – did not progress to formal complaint |
Investigated or under investigation |
2024/25 total |
|
Planning
|
2 |
3 |
3 |
5 |
1 |
14 |
|
Regulatory – Building Compliance
|
11 |
2 |
5 |
7 |
|
25 |
|
Regulatory – Environment and Health
|
5 |
|
|
2 |
|
7 |
|
Regulatory – Parking
|
2 |
2 |
2 |
|
|
6 |
|
Resolution total
|
20 |
7 |
10 |
14 |
1 |
52 |
Tier one complaints
|
|
2020/21 |
2021/22 |
2022/23 |
2023/24 |
2024/25 |
Totals |
|
Planning
|
9 |
7 |
10 |
2 |
2 |
30 |
|
Regulatory – Building Compliance
|
2 |
4 |
3 |
9 |
11 |
29 |
|
Regulatory – Environment and Health
|
2 |
2 |
1 |
4 |
5 |
14 |
|
Regulatory – Parking
|
3 |
2 |
5 |
7 |
2 |
19 |
|
Tier 1 total
|
16 |
15 |
19 |
22 |
20 |
92 |
|
Tier 1 total – as a percentage of total complaints received
|
64% |
50% |
58% |
61% |
38% |
|
The volume of tier one complaints received by the IOSS relating to the Planning Directorate has seen a significant reduction in 2024-25 to 38% of all complaints received. This is a reduction from 61% in the financial year prior.
A tier one complaint is where the IOSS was approached prior to the complainant approaching Council to resolve their concern. The IOSS assesses that complainants’ lodged tier one complaints with the IOSS rather than Council in the first instance as:
· There may have been as a result of a lack of faith in Council’s complaints management process;
· Complainants are dissatisfied with the timeframe to resolve their issue;
· There has been a significant delay in resolution;
· There has been perceived inaction by Council in resolving their complaint.
These figures show that there has been a significant reduction in the volume of Tier one complaints received by the IOSS. This means that the IOSS is resolving a smaller percentage of complaints by referring back to Council in the first instance. This is a very positive sign for Council – indicating improved response times to service requests and complaints; improvements in the ‘aged’ caseload and increased engagement with Council. This indicates a higher level of trust in Council with complainants approaching Council first rather than the IOSS. This also indicates reduced levels of complaints about lengthy resolution times or perceived inaction.
The IOSS will continue to work with Council in relation to ongoing improvements as set out in the June Council report.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Investment Report at 31 August 2025
Prepared By: Chris Sleiman - Chief Financial Officer
Authorised By: Sharon Bowman- Director Corporate
|
RECOMMENDATION
That Council receive and note the report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive, and effective civic leadership |
EXECUTIVE SUMMARY
A monthly investment report is provided to Council detailing the investment portfolio in terms of performance, percentage exposure of the total portfolio, maturity date and changes in market value.
During the month of August 2025:
· Council made the following new investments:
- $5.0M 5 year Term Deposit with Bank of Queensland at fixed rate of 4.15%pa
- $5.0M 5 year Term Deposit with Bank of Queensland at fixed rate of 4.14%pa
- $5.0M 5 year Green Term Deposit with Westpac at fixed rate of 4.14%pa.
· No investments matured
· Council sold the following investment:
- $10.0M Green Floating Rate Note with CBA (Maturity Dec 2026) at a current rate of 4.0739%pa.
· Council’s market value investment portfolio size is $189.4M, $5.1M higher compared with the prior month
· Council’s portfolio during the month had an annualised return of 5.45% pa on a marked-to-market basis, performing well against the ‘AusBond Bank Bill Index’ Benchmark of 3.84% pa. For the past 12 months, the portfolio has returned 4.59% pa on a marked-to-market basis (outperforming the benchmark by 0.33%).
· Council’s entire investment portfolio remains invested, with 52% of the portfolio in Non-Fossil Fuel Lending authorised deposit-taking institutions (ADIs), 11% in Socially Responsible Investments, and 37% in Green investments.
· Council is preparing for the maturity of investments in September 2025, with interest rates expected to decline towards the end of 2025 and early 2026.
Council’s investments are reported monthly to Council in accordance with the Local Government Act 1993, the Local Government (General) Regulation 2021 and Council’s Investment Policy.
BACKGROUND
A monthly investment report is provided to Council detailing the investment portfolio in terms of performance, percentage exposure of total portfolio, maturity date and changes in market value.
The intention of investing Council’s funds is to seek the most favourable return available, whilst:
· Investing in a non-fossil fuel investment portfolio, as determined by Council
· Having due consideration of risk and security for that investment type
· Ensuring that its liquidity requirements are being maintained
· Considering the preservation of capital – investments are placed in a manner that seeks to ensure security and safeguard the investment portfolio.
This includes managing credit and interest rate risk within identified thresholds and parameters.
Council’s Socially Responsible Investments consist of Green Term Deposits/Floating Rate Notes from otherwise fossil fuel lending banks, such as CBA and Westpac and also long dated bond issues from a range of institutions and government agencies. These investments provide targeted funding to a wide range of green and socially responsible projects and initiatives. Council also utilises these investments to remain within the credit rating policy guidelines imposed by the NSW TCorp loan covenant requirements.
Legislative Requirements
All investments are to comply with the following:
· Local Government Act 1993;
· Local Government (General) Regulation 2021;
· Ministerial Investment Order dated 17 February 2011;
· Local Government Code of Accounting Practice and Financial Reporting;
· Australian Accounting Standards; and
· Division of Local Government Investment Policy Guidelines May 2010.
Certification
The Chief Financial Officer, Chris Sleiman, as the Responsible Accounting Officer has certified that the investments listed in the attached report have been made in accordance with Section 625 of the Local Government Act 1993, Section 212 of the Local Government General Regulation 2021, and Council’s Investment Policy.
DISCUSSION
Changes in our portfolio
New investments:
· $5.0M 5 year Term Deposit with Bank of Queensland at fixed rate of 4.15%pa
· $5.0M 5 year Term Deposit with Bank of Queensland at fixed rate of 4.14%pa
· $5.0M 5 year Green Term Deposit with Westpac at fixed rate of 4.14%pa.
Matured investments:
· There were no investment maturities during the month.
Sold investments:
· $10.0M Green Floating Rate Note with CBA (Maturity Dec 2026) at a current rate of 4.0739%pa.
The sale of the $10M parcel in the CBA Floating Rate Note realised capital gains of $150,760, after originally purchasing the security at a discount. This boosted overall returns of the investment portfolio this month.
Investment advice provided to Council suggested that with additional rate cuts and a global economic downturn priced in over the next 6-12 months, we should consider allocating some longer-term surplus funds to undertake an “insurance policy” by investing across 1-5 year fixed deposits and locking in rates close to or above 4% p.a. This will provide some income protection if the RBA decides to continue cutting rates over 2025 and into 2026.
Council followed this advice in making the new investments during the month, by locking in rates above 4.1% p.a. for 5 years.
The value of our Portfolio
The attachments to this report detail all investments held by Council and interest returns for the period ending 31 August 2025.
Council’s market value investment portfolio size is $189.4M (as set out in the table below), $5.1M higher compared with the prior month market value of $184.3M.
Council has two non-compliant (unrated) investments that were purchased in July 2006 with maturity dates of August 2051 and August 2056, representing a market value $1.1M, less than 1% of Council’s invested funds.
Council’s entire investment portfolio remains invested in Green, Socially Responsible or Non-Fossil Fuel lending, as set out in the table below. All Socially Responsible Investments (SRI’s) comply with the Non-Fossil Fuel standards.
Investment Returns
Council’s portfolio during the month had an annualised return of 5.45% pa on a marked-to-market basis, performing well against the ‘AusBond Bank Bill Index’ Benchmark of 3.84% pa. This was assisted by the sale of the floating rate note (discussed above), which realised a capital gain. For the past 12 months, the portfolio has returned 4.59% pa on a marked-to-market basis.
The marked-to-market or current market value, which Council is required to account for, represents the price at which the asset could be sold in the current market. This represents the outcome if Council were to sell the investment now (ie prior to its due date).
As interest rates rise and fall the dollar valuations of existing bonds rise and fall in the market. While the market value of a Fixed Rate Bond (or Floating Rates Note) may drop below the face value (or par value) during the life of a security, provided Council does not sell the security and the issuer is sound (which all of Council’s holdings are) then the bond’s market value will come back to the face value by the time it matures.
External / Internal Restrictions & Working Funds
Council’s External Restriction reserves are funds that are restricted for use for specific purposes according to agreements with external parties. Examples of such reserves include:
· Developer Contributions
· Grants
· Domestic Waste Reserve
· Stormwater Levy
Internal Restriction reserves are reserves created internally by Council to set aside funds for a specific purpose. Examples include:
· Employment Leave Entitlements
· Investment Property Reserve
· Infrastructure Renewal Reserve
· Depreciation Contra Reserve
Due to the 2024/25 Financial Year End process currently in progress, the split between the External and Internal Restrictions are not available at this time. This information will be provided in future reports.
Other Investment Information
Global equity markets continued to reach new highs over August, despite the ongoing uncertainty with regards to global tariffs and geopolitics. Markets appear to be buoyed by further central bank rate cuts, or expectations of additional cuts in the short-term. Although the risks to growth remain material, the prospect of further policy support (both monetary and fiscal) is likely to provide support to the medium-term growth outlook and valuations.
The chart below shows the average Term Deposit rates available for Council over various terms across banks from different credit ratings.
In the deposit market, over August, at the short-end of the curve (under 9 months), the average deposit rates offered by the domestic major banks fell ~5 basis points (bp) compared to the previous month (July) after the RBA cut official interest rates. At the longer-end of the curve (1-5 years), the average deposit rates remained relatively flat with the market already largely pricing in additional two rate cuts over the next 6-12 months.
Domestic issues
The following issues are being considered in Council’s investment strategy:
· At its August meeting, the RBA cut the official cash rate by 25bp to 3.60%, as expected, encouraged by a further decline in core inflation and a slight easing in labour market conditions. There were no changes to the unemployment rate or inflation forecasts in the August Statement on Monetary Policy. The RBA has downgraded its longer-term productivity assumptions and now sees Australian trend GDP growth at around 2%.
· Monthly CPI indicator jumped to +2.8% in July from +1.9% in June, above expectations. The annual trimmed mean also jumped to +2.7% from +2.1%. The outcome of the July indicator was always going to come down to measurement of electricity subsidies and travel prices. Those components drove the surprise.
· Employment rose +24.5k in July, with the unemployment rate ticking down 0.1% to 4.2%.
· Financial markets are now factoring up to two (2) additional rate cuts by early 2026, taking the official cash rate down to 3.10%, as shown in the below graph.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Investment Commentary - August 2025 |
|
2.⇩ |
Investment Report - August 2025 |
|
Council Meeting 23 September 2025 |
Subject: Update on Major Residential Development Panel and progress of housing delivery
Prepared By: Rachel Josey - Senior Manager Development Assessment
Authorised By: Simone Plummer - Director Planning
|
RECOMMENDATION
That Council receive and note the report.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
The Major Residential Development Panel was created in response to the Council resolutions of 18 February and 20 May 2025 to contribute to the delivery of new housing in the Inner West.
This report provides an update on the panel reviews and progress of housing delivery in response to the Council resolution.
BACKGROUND
At the Council meeting held on 20 May 2025, Council resolved the following:
1. That Council endorse the criteria describing significant residential development for items to be considered by the new Inner West Residential Panel as development applications or modifications that have:
a) 5 or more residential dwellings;
b) boarding houses;
c) co living; or
d) subdivision for residential development that would result in new housing
2. That the new Panel report to Council on the outcomes of panel reviews and progress of housing delivery on a quarterly basis.
3. That Council creates a dashboard reporting tool to track new housing supply in the Inner West and progress against our housing targets. That data is collected from the commencement of the new ‘Fairer Future in the Inner West’ plan and progress is reported in the quarterly reports to Council.
4. That Council undertake a review of the Terms of Reference in 12 months’ time to evaluate its effectiveness, with a report back to Council.
This report addresses points 1 & 2 of the above resolution.
DISCUSSION
In accordance with the resolution from the Council meeting on 20 May 2025 the Major Residential Development Panel (the panel) commenced meeting on 2 July 2025. The Terms of Reference stipulate that the panel consists of the General Manager, Director Planning, Legal Counsel and the City Architect. As Council is currently recruiting for the City Architect position, the panel is operating in absence of this position and currently consists of three panel members.
The agenda for the panel meetings consists of:
Item 1 – Update on development where Council is not the consent authority
Item 2 – Major Residential Development Applications for review.
Item 3 – Performance against Ministers Expectations
Item 4 - Update on performance against KPI’s
Item 5 - Operations & Special Projects - Initiatives & Projects
Item 6 - Land & Environment Court – List of Determined & lodged each month.
Outcome of Panel Reviews
Meetings of the panel have occurred as follows:
|
Date |
Number of applications reviewed |
|
2 July 2025 |
8 |
|
31 July 2025 |
12 |
|
28 August 2025 |
11 |
*In accordance with the Terms of Reference some applications have been re-reviewed at subsequent meetings.
In reviewing applications, the panel has made various recommendations for further action, including additional engagement with Applicants, writing to the Department Planning Housing and Infrastructure, noting the current stage of the application and in some instances support for the application to be determined. To date the panel has not identified any matters where the assessment has been delayed. The panel are exploring opportunities to streamline the process where applicants are request for information and impacts of timeliness of internal referrals. As well as the timeliness of the design review panel.
Progress on Housing Delivery
The following matters are reported to the Major Residential Development Panel on a monthly basis and have been adapted for reporting to Council.
These are the current and determined State Significant Development Applications (SSDAs), within Inner West Council LGA since June 2025. All applications can be found on the Department’s Major Project Website - Major Projects search | Planning Portal - Department of Planning and Environment.
|
Address & Link to project page on NSW Planning Portal |
Summary of Proposal |
Number of Dwellings |
Years for BTR / Affordable Housing |
Number of Affordable Housing |
Status |
|
194-Wardell Road and 46 Pine Street, Marrickville |
Demolish and redevelop Village 1 to provide a four-storey, 99-bedroom facility with basement car parking (currently 54 beds)
|
N/A |
N/A |
N/A |
Dept has requested the applicant to respond to submissions |
|
Lots bound by Victoria Road, Sydenham Road, Farr Street and Mitchell Street, Marrickville |
Redevelopment of the site for a rental housing precinct
|
1181 |
25 |
115 |
Under assessment by Dept, amended documents received |
|
Newington College, 200 Stanmore Road, Stanmore |
Redevelopment of Newington college
|
N/A |
N/A |
N/A |
Prepare EIS |
|
Leichhardt Oval (IWC Application)
|
Refurbishment and upgrade works
|
N/A |
N/A |
N/A |
SEARS Issued – Prepare EIS |
|
Parramatta Road, Pyrmont Bridge Road, Camperdown
|
WestConnex Dive Site Build-to-Rent Subdivision, construction of mixed build to rent. Stage 1A (Stage 1B – Build to Sell, Stage 02 – Build to Sell) SSDA & Concurrent re-zoning |
220
(Total 500) |
15 (BTR) |
Nil |
SARP & SSDA lodged and on exhibition from 12 Aug to 8 Sept |
|
67,73-83 Mary Street, 50-52 Edith Street & 43 Robert Street, St Peters |
Amending DA to DA/2021/0800 increasing the floor area by 4842m2 & additional 265 dwellings (16 affordable) |
265 |
15 |
Nil additional affordable housing 16 units included in existing approval |
SARP & SSDA lodged and on exhibition from 14 Aug to 10 Sept |
|
Total |
- |
1666 |
|
115 |
|
*SSDA = State Significant Development Application
SARP = State Assessed Rezoning Proposal
BTR = Build to Rent
The HDA was a State Government announcement in 2025, to boost housing supply and improve affordability in order to address the housing crisis and meet Housing Accord targets. The State of NSW has an ambitious target to deliver 377,000 new homes over five years by July 2029 under the National Housing Accord.
To accelerate the delivery of housing the HDA leads a streamlined State Significant Development Application (SSDA) pathway and if relevant with a concurrent rezoning process.
In summary the process is as follows:
· Applicants lodge an Expression of Interest
· Housing Delivery Authority reviews and makes a recommendation to either declare or not declare the project
· If the project is declared, the Applicant will need to request SEARS (Secretary’s Environmental Assessment Requirements)
· A formal State Significant Development Application (and concurrent rezoning if applicable) must be lodged within 9 months of SEARS being issued
· Once the formal application is received by the Department, it will undergo an assessment against the relevant planning instruments and be notified to the surrounding properties and local authorities where submissions can be made.
The following projects have been declared within the Inner West Local Government Area at the time of reporting.
|
Date |
Address |
Suburb |
Summary of Proposal |
Concurrent rezoning |
Number of Dwellings (indicative) |
Status |
|
19-Feb-25 |
40-76 William Street |
Leichhardt |
The adaptive reuse to residential of the existing industrial warehouses |
Not mentioned |
200 |
Prepare EIS |
|
7-Mar-25 |
67 Mary Street (Precinct 75) |
St Peters |
Shop top housing |
Yes |
200 |
SSDA & SARP lodged |
|
24-Mar-25 |
307-315 Parramatta Road |
Leichhardt |
Shop top housing |
Yes |
110 |
Prepare EIS |
|
24-Mar-25 |
245 Marion Street |
Leichhardt |
Shop top housing |
Yes |
125 |
Not yet requested SEARs |
|
4-Apr-25 |
122-130 Pyrmont Bridge Road, 206 Parramatta Road |
Annandale |
Shop top housing |
Yes |
162 |
Prepare EIS |
|
2-May-25 |
99-101 Pyrmont Bridge Road, 190-196 Parramatta |
Annandale |
Shop top housing |
Yes |
191 |
Not yet requested SEARs |
|
16-May-25 |
63-77 Pyrmont Bridge Road |
Annandale |
Shop top housing |
Yes |
180 |
Not yet requested SEARs |
|
15-July-25 |
104 – 108 Victoria Road |
Rozelle |
Shop top housing |
Yes |
130 |
Not yet requested SEARs |
|
TOTAL |
|
|
|
|
1298 |
|
*Note: Where an application is identified as having a SSDA lodged the number of dwellings is included in the table under the State Significant Development Applications section above and therefore should not be counted as dwellings to be delivered in the above table.
The following matters are applications that are reported to the Sydney Eastern City Planning Panel which is identified as a Regional Planning Panel. The panel made up of five (5) independent experts including a chair and two (2) regular members appointed by the Minister for Planning and two (2) members directly appointed by Inner West Council.
|
Address
|
Suburb |
Summary of Proposal |
Number of Dwellings |
Status |
|
67 Mary Street |
St Peters |
Section 4.56 application to DA/2021/0800 to carry out various modifications |
No additional dwellings proposed |
Approved |
|
2b West Street |
Lewisham |
Section 4.55(2) to DA201800505 to carry out various internal and external changes |
No additional dwellings proposed |
Under assessment |
|
67 Mary Street
|
St Peters
|
Section 4.56 application to DA/2021/0800 to increase construction hours |
No additional dwellings proposed
|
Under assessment
|
|
452 Parramatta Road |
Petersham |
Partial demolition of existing structures and construction of a seven storey mixed use building, including ground floor commercial space, co-living housing above, and at-grade car parking. |
85 double rooms (up to 170 occupants) |
Appeal Lodged with Court |
All information on the Regional Planning Applications is contained on their website - https://www.planningportal.nsw.gov.au/planning-panel
The Environmental Planning & Assessment (Statement of Expectations) Order 2024 set the expectations for Council’s for both lodgement and assessment timeframes for development applications.
The league tables can be viewed online via the following link Council League Tables
At the time of reporting, the results for August 2025 were not available.
Lodgement
Performance for FY 25/26 - August 
For the month of August, lodgements of applications have taken on average 10 days which exceeds the new expectation for the 2025 to 2026 of 7 days. Whilst Council officers are working on some technical updates to assist with reducing this timeframe, these are still in configuration and testing and expected to be deployed in September.
Timeframes for assessments from 1 July to 31 August took an average of 86 days. It should be noted that the Ministers Expectations has been reduced from 105 to 97 days which is comparable to the average achieved for the FY2024-2025.
|
Key Process Steps |
Customer Experience KPI |
FY 23/24 |
FY 24/25 |
July 25 |
Aug 25 |
|
Pre DA Minutes |
Letter sent in 10 days of meeting - Median |
Data not available |
10 |
8 |
15 |
|
Submit DA on Planning Portal to Lodgement in T1 |
100% in 10 days (Maintain current average of 7.5 calendar days) |
76% in 10 days Average 7 days |
58% |
48% in 10 days Average 11 days |
68% in 10 days Average 9 days |
|
|
|
|
*Tech solution in configuration to address this. |
||
|
Call Applicant and/or Property Owner to advise responsible officer for the DA |
100% in 10 days of allocation. Introduction, explain process, answer questions and case manage the process |
Data not available |
46% |
62%
|
69% |
|
|
|
|
*Tech solution in configuration to get data field for all applications |
||
|
Neighbour Notification posted |
100% in 7 days following payment of all fees |
30% in 7 days 77% in 14 days |
74% |
89% in 7 days 100% in 14 days |
89% in 7 days 98% in 14 days
|
|
|
|
|
*technical issues with mapping system |
|
|
|
Internal referrals obtained |
80% response in 14 days
|
51% |
46% |
46%
|
55% |
|
Site inspection |
100% inspections are recorded on the council record. |
84% |
66% |
95% |
91% |
|
Acknowledgment of receipt of submissions |
100% of submissions received are acknowledged in writing |
100% |
100% |
100% |
100% |
|
Automation of progress update of significant milestones |
Change in assessment officer (within 5 days) |
Data not available |
|
Tech solution being configured. |
Tech solution being configured |
|
Determination |
Median within 85 days |
81.5 days |
69 days |
57.5 days |
58 days |
There continues to be a concerted effort to increase performance for this KPI as well as the accuracy of data on this milestone. These issues are being addressed as follows:
· Tech 1 configuration update to ensure the task appears on all applications (currently in configuration);
· A weekly audit of all applications that have been lodged and the assessment feedback date not recorded within the KPI;
· Release of a ‘script’ for officers to support them in covering off all relevant information in that initial conversation. This will then be incorporated into the Development Assessment Protocols and updated process maps which are currently under review.
Projects and initiatives being managed by the Operations & Special Projects Manager that relate to Development Assessments are listed below.
|
Title |
Description of Project, Initiative or Change |
Due date |
Date Completed |
|
Infrastructure Contributions |
The rollout of contributions module for OneCouncil, incorporation of the four contribution schemes, dashboards, and bond/deposit obligations. |
1 Oct 25 |
In-Progress |
|
Notification Printing |
Part of an improvement initiative. |
31-Dec-25 |
In-Progress |
|
Field App for compliance application and request inspections |
Introduction of the field app to replace current inspection software or manual inspection process across the directorate |
31-Jan-26 |
In-Progress |
|
AI in Development Assessment |
AI tool to assist planners and a chatbot for external customers to obtain planning information |
31-Jan-26 |
In-Progress |
|
Development Assessment Round 5 Changes |
Enhancement of the DA BPA to address and resolve outstanding issues stemming from previous modifications, ensuring improved functionality and alignment with current requirements. |
31-Oct-25 |
In-Progress |
|
Cherwell Ticket Backlog |
Working with ICT and Attura to resolve outstanding tickets within the previous Cherwell ticketing system for the Planning Directorate |
30-Sep-25 |
In-Progress |
|
NSW Planning Portal API - DA Automation |
Integration of the NSW Planning Portal API within the DA BPA |
31 Oct-25 |
In-Progress |
|
Architectural Excellence and Design Review Panel Improvement Initiative |
Integrate the AEDRP process within OneCouncil. This process is currently performed outside of OneCouncil and has a number of manual steps. |
31-Dec-25 |
In-Progress |
|
Development Assessment Legal Process |
Determine how to implement the legal process to be within OneCouncil |
30-Jun-26 |
Not-Started |
|
Development Assessment weekly reporting |
Review reporting requires for DA Admin team and determine a streamline approach and cross training post Go Live of BPA updates. |
30 Nov-25 |
Not-Started |
|
NSW Planning Portal API - DA Documents |
NSW Planning Portal API for the upload of documents
from DAs, MODs, and Reviews into OneCouncil. |
30-Jun-24 |
On-Hold |
As part of continuous improvement strategies, various initiatives have been introduced to streamline the assessment as well as supporting decision making and finding solutions for complex applications. One such initiative includes the review of complex applications by a panel of senior planning staff whereby certain criteria are met. The introduction of this panel has assisted planning staff in determining the most appropriate course of action for the various applications and acts as an important mentoring opportunity for more junior staff.
The officers continue to work on delivery of the items identified in Customer Service in Development Assessment - Action plan and other improvements.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Mandatory Reporting to Council of report received from Fire & Rescue NSW - 59-61 Kensington Road Summer Hill and 2A Brown Street Ashfield
Prepared By: Michael Ryan - Senior Manager, Health & Building
Authorised By: Simone Plummer - Director Planning
|
RECOMMENDATION
That Council receive and note the report.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
4: Healthy, resilient and caring communities |
|
|
EXECUTIVE SUMMARY
Under the Environmental Planning and Assessment Act 1979, when an inspection report is received by Council from Fire and Rescue New South Wales (FRNSW), Council must table this report and recommendations at the next meeting of the Council. Council has received a report for the following properties:
· 59-61 Kensington Road Summer Hill – report received from FRNSW on 6 June 2025 (Attachment 1). This is a 3 storey apartment building. Following advice from FRNSW the council officer attended the site and issued a Notice of Intention to serve a Development Order. This will be followed up until the rectification works are complete.
· 2A Brown Street Ashfield – report received from FRNSW on 20 August 2025 (Attachment 2). This is an 8 storey mixed use development with council owned parking. Following the council officer inspection one of the issues identified was a failure of the self closing door mechanism to the fire isolation stairway in the upper level of the council carpark. Upon becoming aware of this the matter was prioritised by council’s maintenance team and repaired. All other matters remain the subject of a Notice of Intention to issue an Order and will be followed up until they are resolved.
DISCUSSION
59-61 Kensington Road Summer Hill
This property is a class 2 apartment building consisting of 3 storeys with private garages located on the ground floor.
The property was inspected by FRNSW Fire Safety Compliance Unit on 3 April 2025 following correspondence (Attachment 1) received regarding concerns raised by the property’s fire contractor. FRNSW advised Council on 6 June of their actions and a senior Fire Safety Officer from Council attended site the same day.
The identified defects from FRNSW relate to Portable Fire Extinguisher, Access and Egress, and Compartmentation. The FRNSW report recommends Council to review and conduct an inspection regarding the following matters:
i. Inadequate provision of Portable Fire extinguishers.
ii. The smoke alarms located in the public corridors/common areas may not be interconnected and therefore unable to provide a common building alarm (Building Occupant Warning System)
iii. The balustrade on level 3 does not achieve a height of 1 metre and contains openings that would allow a 125mm diameter sphere to pass through it.
iv. Handrails in the stairs were not continuous between stair flight landings and had obstructions that could break a hand-hold.
v. Screen security doors have been installed on the outside of multiple unit entry doors.
vi. Penetrations were identified within the bounding construction.
Following the inspection by Council’s officer a Notice of Intention to serve a Development Control Order (Notice) was issued. This Notice requires rectification works to resolve the issues identified above which will ensure the building has adequate functional essential fire safety measure to ensure occupant safety. A Final Fire Safety Certificate is required at the completion of these works, which will remain under review until they are resolved.
2A Brown Street Ashfield
2A Brown Street Ashfield is a relatively recently constructed (2016) premises consisting of an eight-storey mixed use development comprising of Class 2 (Apartments), Class 6 (Shops) and Class 7a (carparking).
Correspondence was received from FRNSW on 20 August 2025 (Attachment 2) which identified concerns in relation to the existing fire safety provisions. Within that advice FRNSW indicated they had conducted an inspection on 23 July 2025 and issued a Notice of Intention to Serve a Development Control Order (Notice) on 24 July 2025. This Notice requires rectification works to the Fire Detection and Alarm System, with regard to matters listed below;
· The Fire Indicator Panel (FIP) was displaying one (1) fault and five (5) isolations.
· Inconsistencies between zone block plans provided at the FIP.
· No sprinkler block plan was provided at the FIP.
· A boost inlet at the fire hydrant booster is missing a Storz coupling.
· Signage which states the maximum allowable inlet pressure has not been provided at the sprinkler booster.
· A complete stock of spare sprinklers and a spanner had not been provided at the sprinkler control valves.
· A sprinkler block plan has not been mounted adjacent to the sprinkler control assemblies.
· The sprinkler valve room was being used as a storage room containing construction materials.
· The external Fire Hose Reel cabinet located adjacent to Drakes Lane was found missing the stop valve and interlocking device to secure the nozzle and had stored materials and rubbish within the cabinet.
· The Fire Hose Reel located on the ground floor of Tower B was found disengaged from its interlocking device.
· The exit sign located in the ground floor lobby was not illuminated.
· Directional exit signage was not provided in the rear fire-isolated stairway to direct occupants up the stairway at the point where the corridor meets the stairway.
· The exit providing discharge from the fire-isolated stairs of the residential Tower B to Drakes Lane was found missing signage to alert people of the operation of the door.
· The exit door discharging next to Jetts Fitness is heavily graffitied and is making the fire safety door signage difficult to notice.
· The double swing doors between the commercial ground floor corridor and loading dock are unable to self-close due to a damaged self-closing device.
· The fire door to the fire-isolated stairway in Basement 2 – upper council carpark was found in the open position and unable to close via the self-closing mechanism due to being caught on the concrete floor.
· The ground floor rear fire-isolated corridor was found with damaged lightweight fire rated construction and exposing drainage pipes and other non fire-fighting services.
Council’s Senior Fire Safety Officer conducted an inspection of the premises on 4 September 2025, and issued a further/concurrent Notice of Intention to issue a Development Control Order on 5 September 2025. The performance failure of the fire door to the fire isolated stairway in the council carpark was reported to Council’s maintenance team and was resolved same day the report was made. The rectification works required by the Notice will resolve the issues identified above. The Notice will ensure that the building has adequate functional essential fire safety measures to ensure occupant safety. A Final Fire Safety Certificate is required at the completion of these works, and the matters will remain under review until they are resolved.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Fire & Rescue NSW - Inspection Report - 59-61 Kensington Road Summer Hill |
|
2.⇩ |
Fire & Rescue NSW Inspection Report and Notice - 2A Brown Street Ashfield |
|
Council Meeting 23 September 2025 |
Subject: AR Bluett Memorial Award, Stephen Ward Scholarship
Prepared By: Joan Murphy - Senior Manager People and Culture and Vi Dinh - Workforce and Diversity Manager
Authorised By: Peter Gainsford - General Manager
|
RECOMMENDATION
That Council receive and note the report.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
One of the benefits of winning the AR Bluett Memorial Award is that at least one employee from the winning Council can access the Stephen Ward Scholarship of up to $10,000 for the purpose of further study, professional development or research. Following an application process three employees were selected as Awardees. In line with the Scholarship guidelines the Awardees are to provide a report, signed off by the General Manager on completion of the study, professional development or project and submit it to Council and then to the AR Bluett Trust. If the Trustees are satisfied that the reporting requirements have been met, the fund will release the Scholarship payment.
BACKGROUND
The purpose of the Stephen Ward Scholarship is to:
1. Honour the significant contribution made to Local Government by former Shires Association President Stephen Ward, who was tragically killed in a commuter plane accident on 11 June 1993, whilst returning to Cootamundra after representing Local Government at a major local government forum.
2. Provide an opportunity and encouragement to a local government employee to undertake further study, professional development or research.
Eleven employees applied for the Scholarship and three were selected by Council’s Executive team in June 2024. The Awardees were;
|
|
Name |
Position title |
Team |
Scholarship application type |
Cost |
|
1 |
Yuwei (Vivian) Ge |
Centre Director |
Children Services |
Study |
$4,405 |
|
2 |
Cale Golding |
Customer Experience Team Leader |
Aquatics |
Professional development |
$600 |
|
3 |
Joel Giblin |
Property Officer Leichhardt Oval |
Property |
Professional development |
$4,995 |
DISCUSSION
The summary below outlines how the scholarship has supported the Awardees to enhance their skills and leadership capabilities, apply their learning in the workplace and contribute meaningfully to Council.
1. Vivian Ge – Children's Centre Director, Leichhardt Early Learning Centre
Background
This report outlines professional development in Educational Leadership at the University of New South Wales (UNSW), which has strengthened leadership capability and improved outcomes in Children’s Services. The program has enhanced team collaboration, increased sector recognition, and significantly uplifted service quality, supporting Council’s strategic goals in education, leadership, and community wellbeing.
In 2023, I commenced a Master of Educational Leadership at UNSW, supported by the AR Bluett Memorial Award, Stephen Ward Scholarship. This opportunity was pursued to deepen leadership knowledge, apply evidence-based practices, and contribute to service-wide improvements. Balancing study with full-time leadership has been challenging, but the experience has fostered personal growth and professional reflection. A key learning has been the adoption of relational leadership, centred on empathy, collaboration, and authentic connection, which has transformed team culture and practice.
Discussion
Application of learnings to job role at Inner West Council
Postgraduate study has strengthened my leadership capability and confidence, leading to strong academic achievement and sector engagement through a national conference. I’ve developed mentoring skills and the ability to lead reflective practice, which has positively influenced team culture. These outcomes continue to support service quality and leadership growth.
Benefits to Inner West Council
My leadership development has directly contributed to our service achieving four “Exceeding” themes in the Assessment and Rating process. I’ve co-led council-wide Action Research projects and consistently shared knowledge across teams, fostering a culture of excellence. These efforts have strengthened leadership capacity within Children’s Services and supported strategic improvement across Council.
2. Cale Golding - Customer Experience Team Leader, Ashfield Aquatic Centre
Background
This report outlines professional development through the Royal Life Saving Aquatic Technical Operator course. Although ongoing, the training is already enhancing operational knowledge in water quality, plant systems, and risk management. Learnings are being applied to improve staff capability and community communication on aquatic facility maintenance and safety.
The Aquatic Technical Operator course equips pool supervisors with essential skills in WHS, water quality, and facility maintenance. It combines online and practical assessments to ensure effective learning. This industry-standard training enhances staff capability to manage aquatic systems safely and professionally, supporting high standards in public facility operations.
Discussion
Application of learnings to job role at Inner West Council
Completing the course has improved my ability to support aquatic operations through confident water testing and corrective actions aligned with NSW Health standards. It has strengthened collaboration between departments during incidents and enabled clear responses to public queries. My understanding of plant maintenance reassures patrons that facilities are professionally and safely managed.
Benefits to Inner West Council
This training has boosted Inner West Council’s internal capacity by enhancing staff knowledge of technical systems and reducing external reliance. It improves public communication, builds community trust, and supports safer operations. The course also encourages collaboration and knowledge-sharing across aquatic departments, strengthening overall service delivery and operational confidence.
3. Joel Giblin - Property Officer - Leichhardt Oval
Background
This report outlines professional development in a venue management leadership program focused on strategic planning, safety, negotiation, and customer experience. The learnings support improvements at Leichhardt Oval, helping ensure it remains a well-run, high-quality venue for sport and community events, aligned with Council’s commitment to excellence and future growth.
Attendance at the annual Venue Management Association (VMA) Leadership Institute (LI) program provided advanced training in strategic planning, safety, negotiation, and customer experience. The program’s learnings directly support the ongoing improvement and professional operation of Leichhardt Oval, aligning with Council’s commitment to delivering high-quality community and sporting infrastructure.
Discussion
Application of learnings to job role at Inner West Council
Participation in the leadership program strengthened my skills in strategic planning, safety, negotiation, and customer experience. These learnings are now applied to my role managing Leichhardt Oval, improving venue operations, stakeholder engagement, and service delivery, supporting Council’s goal of maintaining a high-quality, community-focused sporting facility.
Benefits to Inner West Council
Participation in the leadership program has enhanced Council’s in-house expertise in venue operations, supporting more effective planning, risk management, and service delivery. It strengthens Council’s ability to manage Leichhardt Oval independently, fosters innovation through industry connections, and ensures the venue continues to meet evolving community expectations and operational standards.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Utilisation of Council Venues
Prepared By: Scott Mullen - Strategic Investments & Property Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council receive and note the report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
4: Healthy, resilient and caring communities |
EXECUTIVE SUMMARY
The purpose of this report is to provide Council with an update on the utilisation of community venues for the period 1 January to 30 June 2025.
During this period, a total of 8,932 bookings were recorded, including 1,313 creative bookings, a decrease of 20% and 41% respectively compared to the previous six months.
Total revenue generated across all venues was $398,895.00, while $994,347.86 in fee subsidies supported community and creative groups. Customer satisfaction with booking processes reached 96.34%, an increase of 2.34%.
Key factors influencing the reduction in bookings included seasonal variations and temporary venue closures for capital works and elections.
The Creative Town Halls program continued to facilitate creative use, with 263 enquiries and 136 successful bookings, predominantly in theatre and music.
Initiatives such as the concierge service and marketing strategies are ongoing to enhance access and utilisation, improve satisfaction, and maximise community benefit from Council-managed venues.
BACKGROUND
At the Council meeting held on 9 April 2024 meeting, Council resolved the following in part:
1. To adopt the updated Community Venue Hire Grants and Fee Scale Policy and allow creative individuals or groups the use of Town Halls or their associated spaces with a 100% fee waiver in accordance with the conditions contained within the policy.
4. That a report be provided to Council on a 6-monthly basis detailing the utilisation of Council venues.
Council manages a variety of community-accessible venues through the Optimo booking system, offering different locations and sizes to suit diverse purposes. The venues available include:
· 4 outdoor squares or plazas
· 25 Small Venues & Meeting Rooms with a capacity 35 people or less
· 5 Large Venues capacity 60 people or less
· 4 Large Venues or Halls capacity 80 to 100 people or less
Council’s seven Town Halls include rooms and spaces available for hire, with the Pride Centre at Newtown Town Hall leased and managed by Twenty10, a non-profit LGBTIQ+ organisation, which handles community bookings under the same Council-adopted Fees and Charges Policy.
Hirers can view information and book Council’s venues through the Council Website (and the Optimo Booking system) here https://www.innerwest.nsw.gov.au/explore/venues-for-hire.
The hirers for the venues are identified either as regular or casual.
The regular hirers generally have a standing booking, weekly, monthly or some other frequency and these bookings are established through an annual expression of interest process held in September each year to allow existing community groups and other hirers to renew their use in 2025 and to allow new hirers the opportunity to access council's venues.
Casual hirers are permitted to reserve venues during periods not allocated to regular hirers.
Grants and fee scale policy
Council offers a scaled fee structure for hiring indoor venues, outdoor plazas, and street closures and occupations for resident street parties. This structure is designed to ensure that community spaces remain affordable and accessible.
The scaled fee structure is informed by several key considerations, including ensuring accessibility and affordability for local residents, supporting activities that promote health and wellbeing, assessing whether Council assistance is essential for the activity’s viability, and evaluating the alignment of proposed activities with Council’s strategic objectives.
In accordance with Council’s adopted Fees Policy, individuals, not-for-profit organisations, and community and creative groups may qualify for a fee waiver of either 50% or 100%. These subsidies are extended to a diverse range of eligible groups, thereby supporting their capacity to deliver meaningful programs and events to the community.
Creative Town Halls program
Launched in July 2024, the Creative Town Halls initiative has increased use of Council’s Community Venues. The program received positive feedback from both past Creative Spaces participants and the wider arts community.
To help creatives navigate available spaces, the Community Venues and Creative Communities teams introduced a new concierge service. This service acts as a first point of contact, offering guidance to those unfamiliar with Council venues and helping match them with suitable spaces.
The initiative also included updates to the Creative Town Halls webpage located here https://www.innerwest.nsw.gov.au/explore/venues-for-hire/creative-town-halls, making it easier for applicants to find venues that meet their needs.
Customer Satisfaction Survey
A customer satisfaction survey is provided to each hirer, which is collected at the end of each hire event.
The survey serves as a critical tool for the venues team, enabling systematic evaluation of any concerns and facilitating continuous improvement based on feedback received from hirers. Its purposes include:
· Gathering comprehensive information from room hirers to better understand customer needs, enhance service delivery, implement targeted marketing strategies, and optimise revenue generation.
· Encouraging constructive feedback and positive testimonials to strengthen word-of-mouth promotion for Council venues.
· Identifying growth opportunities and refining operations by tailoring services and amenities to align with hirer preferences, resulting in higher levels of satisfaction.
· Gaining insights into the values and priorities of hirers to inform the introduction of new services and the enhancement of existing offerings.
· Analysing booking trends, room preferences, and periods of peak demand to support efficient resource allocation and scheduling.
· Improving overall hirer satisfaction and deploying effective marketing strategies to increase bookings, drive repeat business, and maximise long-term revenue.
It’s worth noting that a new marketing strategy as presented to Council at its June 2025 meeting, is endeavouring to improve venue utilisation.
DISCUSSION
Presented below is a summary outlining the utilisation of Council venues for the period from 1 January to 30 June 2025:
|
Utilisation |
1 January to 30 June 2025 |
1 July to 30 December 2024 |
|
Number of regular venue hirers |
137 |
120 |
|
Number of casual venue hirers |
1,217 |
1,304 |
|
Number of Regular Bookings (from our regular hirers) |
8,585 |
10,677 |
|
Number of Casual Bookings (from one-off casual hirers) |
347 |
423 |
|
Total Number of Bookings |
8,932 |
10,677 |
|
Number of creative bookings within the total number of bookings |
1,313 |
2,225 |
|
Total Revenue for all Venues |
$398,895.00 |
$308,000 |
|
Subsidy Granted for Venue Hire |
$994,347.86 |
$1,300,000 |
|
Percentage satisfaction of hirers with community venues bookings processes |
96.34% |
94% |
For comparison, during the previous reporting period from 1 July to 30 December 2024, there were 10,677 regular bookings from repeat hirers and 423 casual bookings from one-off users, resulting in a total of 11,100 individual bookings. Of this total, 2,225 were creative bookings.
During the first half of 2025, total bookings declined by 20%, and creative bookings dropped by 41% compared with the preceding six-month period. This reduction is attributed to both a seasonal lull in January and February, the scheduled closure of Marrickville Town Hall and Annandale Community Centre due to Capital Works projects, as well as the closure of Marrickville Town Hall for the state election period.
Customer satisfaction increased by 2.34% over the reporting period.
A detailed breakdown of utilisation, revenue, and fee subsidies by venue is provided in Attachment 1.
Creative use of Town Halls
During the reporting period from 1 January to 30 June 2025, a total of 263 enquiries were received via the Creative Town Halls concierge service. Of these, 136 applications resulted in successful bookings, with Theatre and Music identified as the two most common categories for Creative enquiries.
Specifically, there were 105 Theatre-related enquiries, of which 60 culminated in confirmed bookings, and 69 Music-related enquiries, resulting in 35 bookings.
It is important to note that not all enquiries received by the Concierge from Creatives lead to bookings. Reasons may include venue availability, scheduling conflicts, withdrawal of booking requests, or ineligibility under council guidelines. Of the 263 total enquiries, 164 originated from local creatives, while 99 were from non-local creatives.
The following graph provides a month-by-month summary of enquiries received via the Creative Town Halls Concierge service for creative use during the period January to June 2025.
Graph 1: Concierge enquiries for Creative Town Halls January to June 2025
A detailed summary of creative utilisation across Council’s Town Halls and other community venues for the reporting period 1 January to 30 June 2025 is presented in Table 1 below.
Table 1: Creative Town Halls – Bookings by Venues - 1 January 2025 to 30 June 2025
|
Venue |
Jan-25 |
Feb-25 |
Mar-25 |
Apr-25 |
May-25 |
Jun-25 |
|
Annandale Community Centre |
17 |
16 |
1 |
4 |
4 |
4 |
|
Ashfield Town Hall |
22 |
29 |
29 |
43 |
37 |
25 |
|
Balmain Town Hall |
29 |
27 |
27 |
29 |
19 |
37 |
|
Leichhardt Town Hall |
3 |
16 |
17 |
22 |
20 |
23 |
|
Marrickville Town Hall |
3 |
24 |
29 |
0 |
9 |
34 |
|
Petersham Town Hall |
2 |
15 |
16 |
28 |
36 |
36 |
|
St Peters Town Hall |
24 |
33 |
36 |
17 |
21 |
30 |
|
Others (non-Town Hall venue) |
29 |
53 |
87 |
107 |
85 |
64 |
|
TOTALS |
129 |
213 |
242 |
250 |
231 |
253 |
Marketing Strategy for Utilisation of Councils venues
It is considered that Council can significantly boost the utilisation of its venues for community use by focusing on visual appeal through professional photography, highlighting local suppliers, enhancing the social media presence with engaging content and targeted ads, and fostering local partnerships.
In this regard, each of the strategies outlined below are currently being implemented to simplify the process for potential hirers, increase venue visibility, and build a strong sense of community engagement, leading to increase venue utilisation and user satisfaction. These strategies were presented in the May 2025 Council report titled Clontarf Cottage Refurbishment and Marketing Strategy and included in this report for completeness.
1. Photography and Visual Appeal
Goal: Enhance the visual representation of the venues to inspire community members to envision how the spaces could be used for their own events.
Action Steps
· Provide higher quality photography: Source high-quality images of key venues. Ensure the photos showcase the venues in their best light, with particular focus on well-styled setups for various types of events (e.g., weddings, conferences, fitness classes, or community fairs).
· Styled Photoshoots: Arrange photoshoots that demonstrate the venues in use. Styled events, whether it’s a community gathering or a corporate seminar, will help prospective customers visualise how the space could work for their own needs.
· Before-and-After Photos: Include shots that show the venue both empty and set up for an event. This highlights the versatility of the space and helps future hirers imagine the potential.
· Update the website and all marketing materials with new images to create a fresh, inviting look.
2. Streamlining the Booking Process with Local Supplier Lists
Goal: Simplify the event planning process for those hiring the spaces and establish a clear, reliable network of local suppliers.
Action Step
· Highlight Local Suppliers: Focusing on local suppliers will foster community partnerships and create a supportive network that benefits both businesses and hirers.
3. Social Media & Paid Advertising
Goal: Boost visibility of the venues through effective use of social media and paid advertising campaigns.
Action Steps
· Update Social Media Focus: Currently, the social media presence highlights some of the creative uses of the spaces, but there’s limited promotion of the paid hire options. A strong focus should be placed on showcasing the venues as rentable spaces for events, meetings, and community activities.
· Leverage Visual Content in Social Media Campaigns: Once professional photos are obtained, incorporate them into a social media content calendar. Post images of venues in action, alongside customer testimonials and event highlights to build interest and engagement.
· Paid Advertising: Use targeted social media ads and Google Ads to reach both local residents and businesses looking for event venues. Ads can promote special deals, seasonal offers, or highlight venues that are currently available for booking.
· Hashtags and Community Engagement: Create and promote a branded hashtag that can be used by customers when posting their own event photos at the venues. This will help build a sense of community and showcase real-life events held at council venues.
Action Steps:
· Create a content calendar for social media that includes regular posts featuring high- quality images of the venues.
· Target specific demographics based on event type and venue size.
· Set up social media engagement opportunities, such as competitions, where users can win a discounted booking by tagging the council’s venues.
4. Local Partnerships and Community Engagement
Goal: Establish and strengthen relationships with local organisations to encourage regular use of council venues.
Action Steps:
· Establish Partnerships with Community Groups: Collaborate with local non-profits, schools, and businesses to offer venue space for community events, such as fundraisers, workshops, and local meet-ups. This can increase the venues' visibility while fostering a sense of community ownership.
· Incentives for Community Events: Consider offering discounts or priority booking for community events that benefit local initiatives or align with the council's social impact goals.
· Host Open Days: Organise an “open day” where community members can tour the venues, meet with event planners, and experience the spaces firsthand. This also offers the opportunity to promote the preferred supplier list and any booking incentives.
· Reach out to local organisations and schools and offer exclusive deals or support for their events.
5. Website Optimisation and Online Booking
Goal: Make the booking process seamless and user-friendly to encourage more online reservations.
Action Steps:
· Easy-to-Use Website: Ensure the council’s venue website is easy to navigate and features up-to-date information about availability, fees, charges and subsidies, and available facilities. Include a gallery of high-quality images of the venues, along with testimonials from previous hirers.
FINANCIAL IMPLICATIONS
Total revenue for all venues was approximately $398,895.00. The total value of subsidies provided across all venues amounted to $994,347.86.
The actions outlined in the Marketing Strategy are being funded by operational budgets.
|
1.⇩ |
Community Venues Utilisation - Revenue & Fee Subsidy - 1 January 2025 to 30 June 2025 |
|
|
Council Meeting 23 September 2025 |
Subject: Leichhardt Oval Refurbishment - Monthly Project Update
Prepared By: Scott Mullen - Strategic Investments & Property Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council receive and note the report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport 4: Healthy, resilient and caring communities |
|
|
EXECUTIVE SUMMARY
The purpose of this report is to provide an update to the Leichhardt Oval Refurbishment project.
The Leichhardt Oval Refurbishment is currently in the design phase having its high level scope confirmed at the 29 April 2025 Council meeting by endorsement of the final design concepts.
This resulted in a project scope to the:
· Western Grandstand Player Amenities
· Western Grandstand – modern facilities for spectators, sponsors and media
· Lower Seating Bowl – All new ‘stadium type’ seating to ensure safety and compliance
· New Northern Grandstand
There is a comprehensive project assurance and governance framework being applied to the project. In this regard, a Project Control Group has been established, with the General Manager as the Sponsor, that will have oversight of the project
The planning approval pathway for the finalised scope is a State Significant Development (SSD) as the estimated cost of development exceeds $30 million, with the NSW DPHI Planning and Public Spaces Team as the Consent Authority. Planning is currently being undertaken to satisfy the Secretary’s environmental assessment requirements (SEARs) which is required to seek consent for the refurbishment.
Council has undertaken procurement events to confirm the consultants team undertaking the management and design of the project. In this regard, Ernst and Young were appointed at the August 2025 Council meeting for project management services.
EY is a globally recognised consultancy with a Sydney-based Project Management Division
that has a strong track record in delivering major sports stadiums, recreational facilities, and
related infrastructure projects across the Sydney metropolitan area and broader NSW. This includes overseeing big stadium projects including Allianz Stadium, CommBank Stadium and the new Penrith Stadium.
Cox Architecture were appointed at the August 2025 Council meeting as the Principal Design Consultant who will lead a team of consultants including structural, electrical, mechanical, hydraulic, planning, heritage, accessibility and BCA to undertake the design development and schematic design phase.
Cox Architecture has extensive experience in delivering a diverse range of stadia projects, reflecting their 60 years of design excellence in sports stadia, elite training, and community facilities. They possess considerable expertise in complex sport developments and a thorough understanding of venue requirements, including sporting codes, digital technology, spectator experience, and crowd movements.
The project has the following high level program:
· Project Planning Scope Confirmation – May 2025 (Completed)
· Consultant Engagements – August 2025 (Completed)
· Planning Approval Consent – August 2026
· Complete 80% design for tender – August 2026
· Contract award and execution – September 2026
· Construction commences on-site – October 2026
· Construction complete – February 2028
The Quantity Surveyor has confirmed the Project Budget breakdown and the estimated costs for the design concepts are approximately $50M which is subject to further value engineering and a future procurement process to ensure that Council receives the best value for money from the project.
There is $40M funding allocated in the draft Long Term Financial Plan for the 2025/2026 financial year and Council will seek further State and Commonwealth grant funding opportunities and could potentially stage some of the works.
BACKGROUND
In October 2023 Inner West Council adopted the Leichhardt Oval Masterplan following extensive public engagement.
In June 2024, the Commonwealth, State and Local Governments formed a funding partnership to secure the future of Leichhardt Oval. The Commonwealth committing $20 million to the project, with the NSW Government and the Inner West Council investing $10 million each towards the upgrade.
At the Council meeting held on 29 April 2025 meeting, Council resolved the following:
That Council endorse the Leichhardt Oval renovation final design concepts April 2025 (Attachment 1 of the Council report) and proceed with preparing detailed plans in order to seek planning approval.
This resulted in a project scope to the:
· Western Grandstand Player Amenities
· Western Grandstand – modern facilities for spectators, sponsors and media
· Lower Seating Bowl – All new ‘stadium type’ seating to ensure safety and compliance
· New Northern Grandstand
There is a comprehensive project assurance and governance framework being applied to the project. In this regard, a Project Control Group has been established, with the General Manager as the Sponsor, that will have oversight of the project.
Council is also engaging a project assurance consultant to ensure project integrity and risk management. This engagement will include reviewing performance, costs, and timelines, providing improvement recommendations, and preparing monthly reports for Inner West Council throughout the project. It is anticipated that the consultant will be engaged by the end of September 2025.
The project continues to be monitored in accordance with the Risk Management Plan and is reported to Governance forums including:
· Project Control Group – Monthly
· Major Capital Projects Committee – Monthly
· Audit Risk and Improvement Committee – Quarterly
· Inner West Council meetings – Monthly
DISCUSSION
The Leichhardt Oval Refurbishment is currently in the design phase having its high level scope confirmed at the 29 April 2025 Council meeting by endorsement of the final design concepts.
The planning approval pathway for the finalised scope is a State Significant Development (SSD) as the estimated cost of development exceeds $30 million, with the NSW DPHI Planning and Public Spaces Team as the Consent Authority. Planning is currently being undertaken to satisfy the Secretary’s environmental assessment requirements (SEARs) which is required to seek consent for the refurbishment.
Council has undertaken procurement events to confirm the consultants team undertaking the management and design of the project. In this regard, Ernst and Young were appointed at the August 2025 Council meeting for project management services.
EY is a globally recognised consultancy with a Sydney-based Project Management Division
that has a strong track record in delivering major sports stadiums, recreational facilities, and
related infrastructure projects across the Sydney metropolitan area and broader NSW. This includes overseeing big stadium projects including Allianz Stadium, CommBank Stadium and the new Penrith Stadium.
Cox Architecture were appointed at the August 2025 Council meeting as the Principal Design Consultant who will lead a team of consultants including structural, electrical, mechanical, hydraulic, planning, heritage, accessibility and BCA to undertake the design development and schematic design phase.
Cox Architecture has extensive experience in delivering a diverse range of stadia projects, reflecting their 60 years of design excellence in sports stadia, elite training, and community facilities. They possess considerable expertise in complex sport developments and a thorough understanding of venue requirements, including sporting codes, digital technology, spectator experience, and crowd movements.
Council will seek an Expression of Interest for building contractors at the end of 2025 then proceed through a select tender process to appoint a successful contractor to commence work at the end of the 2026 winter season.
The project has the following high level program:
· Project Planning Scope Confirmation – May 2025 (Completed)
· Consultant Engagements – August 2025 (Completed)
· Planning Approval Consent – August 2026
· Complete 80% design for tender – August 2026
· Contract award and execution – September 2026
· Construction commences on-site – October 2026
· Construction complete – February 2028
FINANCIAL IMPLICATIONS
The Quantity Surveyor has confirmed the Project Budget breakdown and the estimated costs for the recommended design concepts are approximately $50M which is subject to further value engineering and a future procurement process to ensure that Council receives the best value for money from the project.
There is $40M funding allocated in the draft Long Term Financial Plan for the 2025/2026 financial year and Council will seek further State and Commonwealth grant funding opportunities and could potentially stage some of the works.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Leichhardt Park Aquatic Centre Upgrade - Monthly Project Update
Prepared By: Stuart Hull - Senior Manager Capital Works
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council receive and note the report
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
1: An ecologically sustainable Inner West 2: Liveable, connected neighbourhoods and transport 4: Healthy, resilient and caring communities |
The purpose of this report is to provide an update on the Leichhardt Park Aquatic Centre (LPAC) Upgrade project.
It is proposed to deliver the LPAC Upgrade generally in two stages due to construction practicalities and ensuring as many facilities at LPAC are open as possible during construction. It is also proposed to commence construction works during the winter months to minimise impacts on community pool users, sport groups, swim learners and LPAC operations.
Stage 1 works (mushroom pool and a new kids’ splash play area) commenced in April 2025 and have progressed significantly. The concrete pour for stage one of the mushroom pool has been completed, and steel reinforcement for the second stage of the mushroom pool is now in place and ready for concrete placement. The formwork and steel reinforcement for the splashpad have also been finalised, with preparations underway for it to be poured concurrently with the mushroom pool.
All inground services to the plantroom area are now completed, and the plantroom slab, along with part of the surrounding pavement, has been poured. The blockwork for the new plantroom, including the installation of structural steel and roof sheeting, has been accomplished. Preparation is ongoing for the pouring of plant room plinths.
Additionally, the concrete plinth and new Main Switchboard (MSB) on Mary Street have been installed and are awaiting energisation. The new mains cables are currently being pulled through the newly constructed conduits in the laneway and on Mary Street to the new MSB, in anticipation of the scheduled Ausgrid power outage during the second week of September. This will be undertaken in the evening to minimise impacts to the operations of the centre.
It is anticipated that Stage 1 will be completed in December 2025 (weather permitting).
Stage 2 (construction of new heated 8-lane 50m pool and a heated 25m pool) is currently in the design phase, along with the preparation of the tender documentation package. These documents will be issued under the select tender in September 2025.
At the August 2025 Council meeting, the following additional items were endorsed and have now been incorporated into the project scope:
· Playground in the grassed area between the pools and the Bay Run.
· Eight additional shade structures around 50m and 25m pools
Stage 2 is currently in the design phase, along with the preparation of the tender documentation package. These documents will be issued under the select tender in September 2025.
An extensive design and tender documentation review process is currently being undertaken, with oversight from the project assurance consultant Turner & Townsend. In addition, NSW Public Works, a New South Wales (NSW) Government agency that provides expert advisory, planning, and delivery services for infrastructure and asset management projects across the state, are providing an added layer of quality assurance oversight to the process.
Stage 2 is due for completion in September 2027.
The upgrade of LPAC has been estimated at $55.5 million, with Stage 1 allocated $9.78 million and Stage 2 allocated $45.72 million. The Chief Financial Officer (CFO) has confirmed that funding to cover the estimated project cost is accounted for in the draft Long Term Financial Plan for the 2025/2026 financial year.
The inclusion of the playground and additional shade structures endorsed at the August 2025 Council meeting have an associated cost of $290,000 and $144,000, respectively. Accordingly, the project budget will be increased by $434,000 to accommodate these enhancements, resulting in a revised total project budget of $55.934 million. The CFO has confirmed funding can be drawn from the Infrastructure reserve and will be considered in the first quarterly budget review for FY25/26.
BACKGROUND
With the existing 50m and dive pools reaching the end of their lifespan having been constructed in the early 1960s, Council is undertaking a comprehensive upgrade to revitalise the facility. This transformation will ensure the Aquatic Centre remains a vibrant and sustainable hub for the community for the next 50 years.
Council has appointed external consultants to provide Architectural design, Project Management and Project Assurance services with demonstratable experience and capability to successfully deliver the project.
In this regard, CO.OP Studios were appointed as the lead design consultant in mid-2023 to provide all architectural and engineering design services. CO.OP and their sub-consultant team have extensive experience around Australia though their network of state offices designing elite level sporting and aquatic centre projects.
Altus Group were appointed in late 2024 as the Project Managers and bring with them a wealth of experience in delivering aquatic centre projects.
There is a comprehensive project assurance and governance framework being applied to the project. In this regard, Council appointed Turner and Townsend (T&T) as the Project Assurance Consultant in late 2023 to have oversight of Stages 1 and 2 to ensure the highest standards of project integrity and risk management.
T&T have had an ongoing involvement through the development of the designs, project risk management, cost estimates and business case documents. This involvement will continue through to project completion and include monthly reporting to the Major Capital Projects Committee on the progress of the project.
Wilde & Woolard has been appointed as the projects Quantity Surveyor (QS) to prepare cost estimates. The QS will also have an on-going role through the construction stages in assessing progress claims and variation costs, and monitoring cash flows.
The project continues to be monitored in accordance with the Risk Management Plan and is reported to Governance forums including:
· Project Control Group – Monthly
· Major Capital Projects Committee – Monthly
· Audit Risk and Improvement Committee – Quarterly
· Inner West Council meetings – Monthly
DISCUSSION
The LPAC Upgrade will be delivered in two stages due to construction practicalities and ensuring as many facilities at LPAC are open as possible during construction. It is also proposed to commence construction works during the winter months to minimise impacts on community pool users, sport groups, swim learners and LPAC operations.
Stage 1
This includes refurbishment of the outdoor kid’s pool known as mushroom pool and a new kids’ splash play area that will have a BBQ area, seating, and shade structures.
The indoor program pool hall will have HVAC upgrades, alongside the construction of a new fully electrified heating and filtration plant for the indoor program pool and kid’s pool.
Stage 1 works commenced in April 2025 and works have progressed significantly. The concrete pour for stage one of the mushroom pool has been completed, and steel reinforcement for the second stage of the mushroom pool is now in place and ready for concrete placement. The formwork and steel reinforcement for the splashpad have also been finalised, with preparations underway for it to be poured concurrently with the mushroom pool.
All inground services to the plantroom area are now completed, and the plantroom slab, along with part of the surrounding pavement, has been poured. The blockwork for the new plantroom, including the installation of structural steel and roof sheeting, has been accomplished. Preparation is ongoing for the pouring of plant room plinths.
Additionally, the concrete plinth and new Main Switchboard (MSB) on Mary Street have been installed and are awaiting energisation. The new mains cables are currently being pulled through the newly constructed conduits in the laneway and on Mary Street to the new MSB, in anticipation of the scheduled Ausgrid power outage during the second week of September. This will be undertaken in the evening to minimise impacts to the operations of the centre.
It is anticipated that Stage 1 will be completed in December 2025 (weather permitting).
Stage 2
The current scope includes the construction of new heated 8-lane 50m pool (1.1 to 1.8m deep) and a heated 25m pool (from zero to 2.1m depth with movable floor and accessible device), spectator seating and shade structures, new first aid, lifeguard, and storage rooms, new fully electrified pool heating system and filtration plants for 50 m and 25 m pools, accessibility lift and upgraded stairs to access the rear turfed area along with re-turfing, accessible pathway link and new picnic shelter.
At the August 2025 Council meeting, the following additional items were endorsed and have now been incorporated into the project scope.
· Playground in the grassed area between the pools and the Bay Run.
· Eight additional shade structures around 50m and 25m pools
Stage 2 is currently in the design phase, along with the preparation of the tender documentation package. These documents will be issued under the select tender in September 2025.
An extensive design and tender documentation review process is currently being undertaken, with oversight from the project assurance consultant Turner & Townsend. In addition, NSW Public Works, a New South Wales (NSW) Government agency that provides expert advisory, planning, and delivery services for infrastructure and asset management projects across the state, are providing an added layer of quality assurance oversight.
Stage 2 has the following high-level program:
· Complete 80% design for tender – August 2025
· Release D&C RFT to shortlisted tenderers – September 2025
· Construction tender and evaluation – January 2026
· Contract award and execution – February 2026
· Construction commences on-site – May 2026
· Construction complete – September 2027
The planning pathway approval for the project is via Section 2.73(2) of the State Environmental Planning Policy. This requires a Review of Environment Factors to confirm compliance and ensure the works are consistent with the Plan of Management and relevant environmental considerations prior to works commencing.
FINANCIAL IMPLICATIONS
An extensive value engineering and cost saving exercise has been undertaken to the project with oversight by the external Project Assurance Consultant and Quantity Surveyor.
Council was recently advised of its successful application for the Federal Government’s Round 1 Community Energy Upgrade Fund grant in the amount of $1,054,000 for Stage 1 works, this grant agreement has been received and executed.
The upgrade of LPAC has been estimated at $55.5 million, with Stage 1 allocated $9.78 million and Stage 2 allocated $45.72 million. The Chief Financial Officer (CFO) has confirmed that funding to cover the estimated project cost is accounted for in the draft Long Term Financial Plan for the 2025/2026 financial year.
The inclusion of the playground and additional shade structures endorsed at the August 2025 Council meeting have an associated cost of $290,000 and $144,000, respectively.
Accordingly, the project budget will be increased by $434,000 to accommodate these enhancements, resulting in a revised total project budget of $55.934 million.
The CFO has confirmed funding can be drawn from the infrastructure reserve and will be considered in the first quarterly budget review for FY25/26
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Leichhardt Park Wharf and Pontoon
Prepared By: David Paton - Engineering Services Manager
Authorised By: Peter Shields - Director Engineering
|
RECOMMENDATION
That Council receive and note the report. |
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
1: An ecologically sustainable Inner West 5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
Over the past century there have been a succession of marine structures built on the western edge of Leichhardt Park which have served the needs of small vessels and recreational activities such as fishing. In 2008, Council completed the construction of a new pontoon alongside the existing timber wharf to improve accessibility for the community. The timber wharf has since reached the end of its service life and was closed to the public in 2022 for safety reasons.
Some members of the community have petitioned to keep the timber wharf. Community members have acknowledged the significant role marine structures at this location have provided over past years, and they have also sought for changes to the structure so that it can serve larger boats. A specialist consultant was commissioned to assess the feasibility of rehabilitating the timber wharf, and to consider whether works to the wharf or nearby pontoon could result in larger boats using the facility.
The specialist consultant has determined that the depth of water at both the existing pontoon and wharf only supports boats up to approximately 8 metres in length. The consultant has also advised it is possible to accommodate a boat up to the maximum size that can enter the surrounding bay by building a marine structure that extends further out into the bay where the current wharf is located.
The specialist consultant has evaluated several options that could be further considered. Before any decision can be made on the way forward, further investigation is required to ensure all aspects are adequately considered. This includes design investigation, planning approvals and community consultation. On this basis, this report recommends that Council receive and note the report whilst these further considerations proceed.
BACKGROUND
Leichhardt Park currently has a timber wharf and a pontoon which are adjacent to the Maliyawul Street carpark.
Over the past century marine structures at this location have provided access to the waterway for the benefit of the community, including the Leichhardt based Italian fishing fleet. These marine structures have continued to change over this time. The current configuration of the timber wharf has been in place since the late 1980’s.
Aerial image of the L-shaped wharf alongside Leichhardt Park in 1943.
With the assistance of grant funding Council completed the construction of a new pontoon adjacent to the timber wharf in 2008. The new pontoon extends further into the waterway than the timber wharf and it was designed to provide an inclusive and accessible access point to the waterway for the local community.
In 2019, Council completed a detailed structural Inspection and Assessment Report on the timber wharf. Council undertook some urgent repair works in response to the findings from the report. The report concluded that “the existing structure requires significant repair works to repair damaged members” and “recommended that Council consider the cost of the repair against the value of the structure given there is an existing new floating maritime structure directly adjacent to the fixed wharf.”
The timber wharf was closed in September 2022 at short notice due to further safety concerns, which did not allow time for prior community engagement. The wharf is at the end of its useful life and has been deemed unsafe for public use and access such as:
· The vertical timber piles are necking and have been eaten away by marine borers which limits the structural load capacity.
· Timber planks are not secure due to wood rot and deterioration.
· The lower landings that are frequently submerged in high tides have badly deteriorated and are missing timber members.
Council received a petition in March 2025 from the community requesting that Council “carry out the necessary works to restore the functional use of Leichhardt Wharf while retaining its architectural contribution to the visual heritage of Iron Cove”. Further submissions from the community have placed emphasis on the capacity of the wharf structure to accommodate larger boats, compared to the pontoon.
DISCUSSION
Council commissioned a report from a specialist consultant on the feasibility of rehabilitating or upgrading the wharf or pontoon, including whether either could cater for larger boats. The report addresses the design standards for such facilities and is informed by a bathymetric survey which shows the water depths in the bay and in the vicinity of the pontoon and wharf. It does not contemplate all design, financial and planning related requirements, or any feedback from the community.
The key finding of the report is that the governing constraint to the size of boats able to access either of the existing facilities is the water depth in the bay, as defined by the survey. The minimum depth requirements are relevant in the immediate proximity of the two facilities, as well as the manoeuvring areas in front of them and the passageways leading to and from the wider bay area.
The minimum depth of water in the immediate vicinity of both facilities dictates that they can currently cater for a boat typically up to 8 metres in length. The water depths in the manoeuvring areas in front of the pontoon are also insufficient to accommodate a larger boat size (beyond 8 metres in length).
The water depths further out from the wharf and the nearby waterway passageways are sufficient to accommodate boats that are approximately 12 metres in length, but these greater depths could only be accessed by extending a marine structure out to those deeper waters at the location of the existing wharf.
Water depths in this vicinity have changed over time, which is typical for natural waterways. The report compared bathymetric data against the original design plans for the pontoon, and whilst this is of limited accuracy, it suggests depths at the pontoon have reduced by up to 200mm over the last 17 years.
The report also notes that whilst larger boats could access these facilities during high tides due to the increased depth, compliance with the Australian Standards is based on the lower levels, and this would be the basis for any approvals relating to changes to marine structures at this location. The following image demonstrates why there are limitations on the size of boat that can enter the bay due to water depths. The image depicts a vessel approximately 20 metres in length which is causing substantial seabed disturbance whilst attempting to berth at the wharf.
Aerial image of a 20m vessel berthing at the wharf, showing seabed disturbance.
Options Assessment
The consultant has considered a series of possible next steps, considering the feasibility of rehabilitating or upgrading the wharf or pontoon in Leichhardt Park.
All options in the report allow for the removal of all timber wharf components on the basis that they need to either be replaced or an alternate facility provided to meet the service needs. It is noted that the Plan of Management for Leichhardt Park supports the ongoing provision of a marine structure to access the waterway at this location.
Whilst there are further aspects yet to be considered before a future direction can be set, Council staff have done further preliminary analysis of these options considering possible service needs. The service needs considered include:
· Provision of inclusive access to the waterline and to board a boat berthed at the facility.
· Caters for an 8 metre long boat (existing) or 12 metre long boat (desired – maximum possible due to seabed depths nearby)
· Recreational uses, including fishing, launching small watercraft and general access to the waterline.
The following options table summarises the relative merits of approaches considered by the specialist consultant.
|
Option |
Comparison of Different Service Outcomes Achieved |
|||||
|
Inclusive access for 8m long boats |
Inclusive access for 12m long boats |
Removes ‘duplicated’ service |
Estimated Capital Cost (000) |
Meets budgeted capital Funds |
Meets budgeted operational funding ongoing |
|
|
Remove timber wharf, retain pontoon |
ü |
û |
ü |
$150,000 |
ü |
ü |
|
Replace existing timber wharf, retain pontoon |
ü |
û |
û |
$700,000 |
û |
ü |
|
Replace and extend existing timber wharf, retain pontoon |
ü |
ü |
û |
$900,000 |
û |
û |
|
Remove timber wharf, relocate pontoon in its place |
ü |
ü |
ü |
$350,000 |
ü |
ü |
The duplication of marine facilities at this location is not necessary to meet service or capacity needs. The pontoon facility can generally provide for all service needs, whilst the timber wharf is not inclusive, provides limited service outcomes and is high cost. There remains strong sentiment within the community to retain the timber wharf for historical reasons, although its current configuration is not reflective of past configurations of wharves that have served at this location.
Before any decision can be made on the way forward, further investigation is required to ensure all aspects are adequately considered. This includes funding options, design investigation, planning approvals and community consultation.
FINANCIAL IMPLICATIONS
There is $376,300 included in the 2025/26 Capital Works program to support works at this location. There are adequate funds available to proceed with the options analysis and community consultation activities. Once the proposed works are determined, if there is a change in the service provision, it may be possible to attract for grant funding from the NSW Government. Where the works require additional funds beyond those budgeted, this will require further approval from Council.
|
1.⇩ |
Vessel Berthing Assessment - Leichhardt Park Maritime Structures |
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Car share spots
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
From: Councillor Victor Macri
|
MOTION
That a report on the annual fee for car share spaces to include a comparison of other councils to come back to Council for consideration at the February 2026 meeting.
|
Background
With the number of car share companies expanding, it is putting increase pressure on at grade parking spots it is crucial that we use this resource wisely and in the best interests of the residents ensuring we achieve an equitable outcome.
Dear all,
I am writing in relation to Item 9 of the Local Traffic Committee meeting on 16 June 2025.
The item referred to an approach from Flexicar for 12 on-street car share spaces in the Inner
West LGA. The Minutes will record that the motion passed with the exclusion of Arthur Street
Marrickville.
I voted for the motion and the exclusion as I believed it was my responsibility as Jo Haylen’s rep to do so. Personally, I am opposed to the motion and would like to justify my opposition.
I will preface my comments by saying that I understand the positive aspects of car-share, i.e.,
alternative to car ownership, convenience, environmental benefits to mention a few.
My issue revolves around the use of public car spaces and the charges involved. As I
understand, the current fees are:
Application fee - $187
Signage - $439
Annual fee - $200
The annual fee for a dedicated car space is not realistic. A quick Google search found the
following commercial car space rents in residential or other private carparks.
Ashfield $141-$292/month
Leichhardt $208-$242/month
Marrickville $312-$390/month
Balmain $260-$403/month
Summer Hill $130-$364/month
Annandale $412-$637/month
It is important to recognise that these car spaces are off-street and not utilising public streets.
The other major difference is that these rentals are monthly.
Calculating on an annual amount, these commercial rents are between $1,440 and $7,644 per
annum. Based on that alone, the $200 annual fee charged by IWC is unrealistic.
As to rental charges, following is a comparison of the four major car share companies.
GoGet KINTO Popcar Flexicar
Subscription (Mth) $30 - $20 $15
Daily hire $69 $68 $79 $85
Per KM - 27c - 35c
Compared to No Birds ($31-60 daily) and Orana ($35-65) rentals charged by the car share
companies isn’t necessarily a good deal.
Car share companies doubtless take money away from established car hire companies. That
may explain why Hertz purchased the car-sharing company Flexicar in December 2010.
Given the concessions offered to car share companies it was a sound business decision.
Generally, car hire companies must own or rent premises to hold its vehicles, whilst car share
companies do incur such overheads. The formation of this business plan is pure genius and unfortunately councils across Sydney are on board for the ride.
Private car ownership reveals the following –
Per Household Greater Sydney IWC
Overall Car Ownership 84.2% 78.8%
One Car 38.1% 50.3%
Two Cars 31.0% 22.5%
Three Cars or more 15.1% 6.1%
No Cars 10.8% 17.0%
There are approximately 880 car share spaces in Greater Sydney, of which I believe around 80 are in the IWC LGA. Keeping in mind that the Fairer Future for the Inner West strategy mentions 35,000 homes, the statistics above would indicate an increase of around 17,600 cars.
According to Statista.com revenue in the Australian car-sharing market is projected to reach
US$246.80m (AUS$380m) in 2025.
On that figure alone, it is time that IWC charged commercial rents for the use of spaces. The
use of public street spaces should also be reconsidered. It is reasonable that the IWC use
council owned car parks to rent spaces.
The car share industry has set up an advantageous business model, and good luck to them.
That said, the IWC is losing out on an income stream that would benefit all ratepayers.
It is undeniable that car share companies (i.e., private car rental companies) are receiving
advantages not open to similar companies.
I urge the Council to reconsider the low charges made available to car share companies for use of public car parking space. Whilst I oppose use of parking spaces on public roads, the Council should at least consider raising the annual fees to reflect commercial rents in the IWC LGA.
Failing that, car share spaces should only be available in council owned car parks.
Graeme McKay
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Tree Removal at 54 Thornley Street Leichhardt
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
From: Councillor Andrew Blake
|
MOTION
1. That Council note that: a) Thornley Street is a quiet residential street situated on the Excelsior Estate running north to south; b) Outside 54 Thornley Street is a 16m tall Yellow Bloodwood tree which is one the last remaining mature aged tree within the area; c) The tree plays significant functions such as: i. Canopy and shade; ii. Emotional solace to those waiting at Leichhardt Women’s Medical Centre; and iii. Home to multiple species of mammals including possums, and birds, including lorikeets, cockatoos and currawongs.
d) On about 5 June 2025, Council affixed a tree removal notice to the tree; e) On 6 June 2025, a local resident submitted a GIPA application in respect of the tree (Attachment 3). The GIPA application sought production of documents dated or coming into existence on or after 1 January 2023 concerning, constituting or on the subject matter of any of the following: i. The decision made by the Inner West Council to issue a tree removal notice dated on or about 6 June 2025. ii. The reasons for the decision. iii. Inspections of the tree by employees and/or consultants of the Inner West Council. iv. Assessments by employees and/or consultants of the Inner West Council on the condition of the tree including written reports.
e) On 10 June 2025, being 2 business days after affixing the notice, Council commenced preparatory works to remove the tree the following date by placing bollards outside 54 Thornley Street. There were no extenuating circumstances requiring the removal of the tree within 14 days after the affixing of the notice and such action was contrary to Section 9 of Council’s Urban Forest Policy adopted 20 May 2025. f) On 10 June 2025, Council stopped the works to remove the tree following representations by Clr Philippa Scott. g) On a date after 10 June 2025, council replaced the tree removal notice with a second notice. The notice advises that a replacement Brush Box (understood to be “100 litre” tree) shall be planted as part of Council’s 2025/2026 Tree Planting Program if the tree is removed. h) On about 22 June 2025, residents established a petition calling for the recission of the decision to remove the tree. Notice of the petition was given to residents via a letter box drop to the 500 houses closest to the tree and posts to the Leichhardt Community Group Facebook page. As at 10:00am on 9 August 2025, 380 residents have signed the petition i) On about 17 July 2025, Council responded to the GIPA Application by only providing an extract from its CRM and correspondence to/from Councillors and residents dated after the first removal notice was affixed to the tree. j) On 30 July 2024, Michael Tay, Coordinator Public Tree prepared an Inspection Report addressing details of his inspection of the tree on 21 March 2025 and the reasons for the tree’s removal. In his report, Mr Tay considered that: i. The condition of the tree is good, and it is generally healthy. ii. The only reason for its removal is because, in his opinion, there are no practical remedial options to reinstate the footway to a conforming level and width
k) Residents have commissioned Margot Blues, Consulting Arborist (AQ5) to prepare an independent report on the condition of the tree. In her report dated 4 August 2025 Ms Blues expressed opinions to the following effect: l) Her TRAQ assessment resulted in an overall tree risk rating of LOW and an overall residual risk rating of LOW. i. As the tree is mature, in good health and well established, its removal should be the last consideration especially from an environmental viewpoint. ii. The tree has a very high retention value based on its health, condition, environmental benefits, prominence and estimated remaining ULE. iii. The slight disruption to the footpath … would not seem significant enough to warrant the removal of such a mature healthy tree. [The issue] could be managed and the tree retained.
2. That Council accept the petition tabled as Attachment 2 to this Notice of Motion.
3. That Council requests the General Manager to: a) Rescind the decision made on or before 5 June 2025 to remove the tree situated at 54 Thornley Street, Leichhardt (Tree). b) Commission a report from a suitably qualified independent environmental consultant (Environmental Consultant) to provide advice and recommendations in respect of Council’s obligations under the NSW Biodiversity and Conservation Act (NSW) 2016 and the Commonwealth Environmental Protection and Biodiversity and Conservation Act (Cth), and on receiving such a report act in accordance with the recommendations made the Environmental Consultant. c) Work with residents of Thornley to explore options for repairing the cracked footpath, include ramps, and/or constructing a footpath around the eastern side of the tree. d) In the event that Council has demonstrated that it has fulfilled its obligations with the above acts and exhausted all engineering options to preserve the tree, a replacement tree is to within four weeks of the removal of the Tree as part of its 2025/2026 tree planting program. e) If the tree is to be removed, a wildlife removal plan is to be put in place before removing the tree.
|
Background
The Thornley Street Bloodwork is an iconic landmark in Leichhardt. It provides shade to residents and passerby’s, as well as a home for numerous wildlife. This tree was slated for removal in June. The residents of Thornley have organized a petition to save this tree with almost 400 signatures. Despite repeated requests to delay the removal of this tree until after the August council meeting – so that the residents petition could be table, the tree was set for removal on 6 August. Over a dozen residents gathered in the early morning as a protest to the removal before the chain saws were called off.
This meeting is now opportunity for the residents to be heard and for council to look at alternative solutions to removing integral parts of our urban canopy.
Officer’s Comments:
Comment from General Manager:
Following recent requests from Councillors to defer removal of the tree, Legal Services have advised that the role of a Councillor is not to influence an administrative decision by Council officers when such decision has been properly performed under delegation. There is no express prohibition that forbids a Councillor from becoming involved in an operational decision of Council. However, if such a decision has been made in accordance with the legislation and more importantly to protect the safety of members of the public, then the role and influence of a Councillor in such decisions is limited. There is an open question in relation to the Work Health and Safety Act 2011 (WHS Act) about whether a Councillor or Council vote and decision which may override an operational decision of Council [the organisation], impacts the exclusion of Councillors from section 5 Meaning of ‘Person conducting a business or undertaking” (or PCBU) subsection (5) which provides “An elected member of a local authority does not in that capacity conduct a business or undertaking.”. If so, Councillors risk being held liable as an Officer under the WHS Act for any associated public safety incidents which follow.
The reason for the tree removal of the tree was addressed in correspondence to residents on 30 June 2025 with a new tree removal date proposed of 24 July 2025.
Council’s reason for removal hasn’t changed since this time but further supplementary information was provided to Councillors in a Briefing Note dated 1 August and the most recent submission provided by residents has been also addressed in detail in the file note dated 12 August 2025. Both of these are attached for Council’s reference in an additional report titled 54 Thornley Street Tree removal.
There is no practical option that will keep the footway open and retain the tree. Council has a responsibility to manage foreseeable risk and maintain appropriate footpaths for all users regardless of mobility. The removal and replacement of the tree provides a viable intergenerational option that removes the risk and provides for the future.
Council staff have formed the opinion that the tree is generally healthy, the High risk posed to pedestrians is foreseeable and unacceptable, and there are no practical remedial options to reinstate the footway to a conforming level and width. As stated in Council’s Risk Management Policy, Council has a low risk appetite for activities that pose safety risks to the public.
The tree will be removed under the Roads Act 1993 to allow the works to be undertaken and address the traffic hazard. The works include:
1. The tree removal, stump grinding,
2. Footway and kerb and gutter reinstatement with an investigation to expand to increase space for the new tree, and
3. A new 100 litre Brushbox planted as part of Council 2025/26 program due to commence in spring 2025.
|
1.⇩ |
Tree Photograph |
|
2.⇩ |
Save the Tree Petition |
|
3.⇩ |
Tree Removal Notice |
|
4.⇩ |
Tay Report |
|
5.⇩ |
Blues Report |
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Cooks River Lighting
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
From: Deputy Mayor Mat Howard
|
MOTION
1. That Council notes the recent allocation of funds required to install lighting along the Cooks River Pathway from Kendrick Park, Tempe, to Steel Park, Marrickville.
2. That Council acknowledges that this funding is the result of tireless community advocacy following the abhorrent attack of a young woman on the Cooks River Pathway in 2023.
3. That Council recognises the critical contribution of community members, such as Kiera Mackenzie, who have worked to raise awareness around the lack of lighting along the river, as well as local organisations such as the Cooks River Alliance, Mudcrabs, and Marrickville Football Club.
4. That Council continue to support ongoing community initiatives aimed at improving safety along the Cooks River and throughout the Inner West.
5. That Council ask council officers to add the Cooks River lighting project to the agenda and regular reporting of the Major Projects Committee.
6. That Council provide regular updates of progress to the community, Marrickville Football Club, Cooks River Alliance, and the Office of the Member for Summer Hill and Office of the Member for Heffron.
7. That Council, given the funding commitment from the State Government, and following a further assessment of costs for the Cooks River Lighting project, reallocate any surplus funding initially dedicated to the project in the Inner West Council’s operational budget to fund the upgrade of lighting, footpaths, safety upgrades and other infrastructure as part of the Sydenham Road Strategy.
|
Background
The recent 2025-2026 Budget contained a $1.6 million allocation of funding to Inner West Council to upgrade lighting along the northern side of the Cooks River from Kendrick Park, Tempe, to Steel Park, Marrickville.
This followed a concerted community campaign to install lighting following a violent attack on a young woman walking along the river, and sustained advocacy from Inner West Council.
A “walk shop” was convened by the Member for Summer Hill in 2024, bringing together representatives from Transport for NSW, Inner West Council, gas and oil companies with responsibility for the high pressure pipelines that run along the river, the Cooks River Alliance and others.
The intention of this motion is to acknowledge this community win and to provide further clarity and oversight over the development of the project.
The 2025-26 Inner West Council Budget provisioned for $1.6 million to complete this project, drawn from the Depreciation Reserve.
The reallocation of funding from the Depreciation Reserve in Inner West Council’s Budget to the Sydenham Road strategy will ensure additional works are undertaken to improve community safety in the Marrickville-Midjuburi Ward, further enhancing access to public transport and enhancing active transport.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: School Road Safety Audit
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
From: Deputy Mayor Mat Howard and Councillor Kerrie Fergusson
|
MOTION
1. That Council undertake a full audit of road safety around local schools in the Inner West Council area, with the ambition of improving road safety for students, pedestrians, cyclists and all road users.
2. That Council include as part of the audit: a) A safety assessment of all existing infrastructure, including pedestrian crossings, footpaths, cycleways, signalling, signage, parking, line markings and kiss and ride arrangements; b) A program of maintenance of existing infrastructure to improve safety; c) Opportunities for new infrastructure or traffic arrangements that will improve road safety around schools; and d) Opportunities to trial a reduction in school zone speeds to 30 km/hr in select locations.
3. That Council directly engage schools, P&C’s/P&F’s, students, residents surrounding schools, and local businesses, in the audit, through both direct engagement and a community survey.
4. That Council publicise the audit in the Inner West Community News and other council communication channels.
5. That Council directly engage the Department of Education, independent and catholic schools associations, and Transport for NSW in the audit.
6. That Council provide a full report, detailing the data and outcomes to the June 2026 Inner West Traffic Committee and a later council meeting, which specifies: a) information and feedback gathered at each school and early childhood education centre in the local government area; b) A list of safety concerns and actions to reasonably address them, including the relevant agency responsible (i.e. Transport for NSW, Department of Education, Inner West Council or other council, or other agency); and c) Any actions taken by Inner West Council to mitigate safety concerns, or plans to do so.
7. That Council undertake to address any urgent safety-critical maintenance of existing infrastructure as it arises, and as a priority.
8. That Council fund the audit through existing operational budgets, any critical maintenance works identified through the quarterly budget review process, and any other medium and long-term works through future budget processes.
9. That Council provide a councillor briefing before December 2025 to update councillors on the staff’s recommended approach to undertake this work and on progress made.
|
Background
Road trauma and injury remains the number 1 killer of children aged 2 and above. The most dangerous time on our roads is around 3pm, the afternoon pick-up.
At the same time, fewer than 40% of school children ride or walk to school.
Inner West Council has a long history of proactive engagement when it comes to promoting safety around local schools, in partnership with local schools, parents and residents.
A full audit of road safety around schools and early childhood education centres will provide critical data and community feedback about safety concerns at local schools and centres, and help determine a program of works alongside other responsible agencies to improve road safety around our schools and places of learning.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Vietnamese Refugee Memorial
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
From: Deputy Mayor Mat Howard
|
MOTION
1. That Council note the resolution C0425(1) of 29 April 2025 to acknowledge the contribution of Vietnamese Refugees to the Inner West.
2. That Councill further resolve that this acknowledgement should take the form of a permanent memorial and that it be located in the vicinity of Little Vietnam in Marrickville.
3. That Council begin consultation with the Vietnamese community and Marrickville community on the establishment of a permanent memorial.
4. That Council construct and dedicate the memorial prior to 30 April 2026, ensuring it is delivered within the year commemorating 50 years since the end of the Vietnam War.
5. That Council apportion funding from the main streets revitalisation fund to deliver the project.
6. That Council receive a progress report via councillor briefing note in September 2025, outlining the timeline, costs and consultation and engagement schedule for the establishment of a permanent memorial.
7. That Council engage staff from both the Communities Directorate and Infrastructure Directorate in the delivery of the memorial.
|
Background
At the Council meeting held on 29 April 2025, Council resolved the following in part:
3. That Council specifically acknowledge the enduring contribution made by the roughly 150,000 Vietnamese refugees that came to Australia following what is often referred to as the Fall of Saigon in 1975, many of whom settled in Marrickville.
4. That this acknowledgement take the form of a monument, plaque, tree planting or other significant acknowledgement in Marrickville, to be determined in consultation with the local Vietnamese community and Marrickville-Midjuburi Councillors
Following feedback from community, it is clear there is public interest in the acknowledgement taking the form of a permanent memorial.
The motion seeks to formalise and provide clarity on the delivery of a permanent memorial and to commence community consultation.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Support for Inner West Tech + Start Up and AI Procurement
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
From: Councillor Kerrie Fergusson
|
MOTION
That Council engage directly with Inner West Tech + Start Up, a local organisation supporting innovation and entrepreneurship, to explore opportunities for Council collaboration and support, including but not limited to: a) Hosting themed “tech challenge” events that connect local talent to real municipal issues; b) Running Council sponsored competitions that reward tech based solutions delivering community benefit; c) Assist with the establishment of pop-up tech hubs to support networking, development, and collaboration; and d) Prepare a report
for the October 2025 Council meeting detailing:
|
Background
Sydney’s tech and start-up scene is booming, valued at around $55 billion with over 3,000 startups and a fast growing workforce. Inner West Tech + Start Up (IWTS) is a fast growing, volunteer run not-for-profit community of over 200 local founders, engineers, and investors. It is supported by a five person committee comprised of established Inner West business leaders and plays a key role in fostering innovation and entrepreneurship within the Inner West LGA.
Working with IWTS and local startups will open dialogue between council and our local Tech community around solutions that can be tailored specifically to fit the needs of Local Government and our community. Initiatives like pop-up tech hubs and tech challenges encourage fresh ideas. This partnership would demonstrate the Inner West Council’s commitment to not only supporting local innovation and but to improving services for residents.
For more information on the Inner West Tech + Start Up, head to www.innerwest.tech
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Rights to Protest
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
From: Councillor Liz Atkins
|
MOTION
1. That Council acknowledges the right to peaceful protest is fundamental to a mature democracy.
2. That Council notes that this right has been under attack in New South Wales.
3. That Council calls on the NSW Government to repeal recent changes to the law that have criminalised the right to protest.
4. That Council writes to the NSW Premier, Opposition Leader and all local State MPs advocating for this change.
5. That Council submits points 1-3 of this motion to the Local Government NSW 2025 Annual Conference.
|
Background
NSW has a proud history of protest movements that have
shaped our society. From the first Mardi Gras parade to the renowned Green Bans
protecting green space and heritage across Sydney - much of what we love about
living here has been hard-won through protest movements.
Last year, the Human Rights Law Centre's Protest in Peril report found that the
right to protest has been under attack by governments and institutions. Over
the previous 20 years NSW has passed more anti-protest laws than any other
Australian jurisdiction, including two more under the current government in the
past 7 months.
The introduction of several new anti-protest laws have received bipartisan
support in recent years. The most egregious of these has been the vague and
unnecessary expansion of police “move-on” powers to disperse
peaceful protesters who have gathered close to a place of worship.
These anti-protest laws are an affront to our democracy and must be repealed.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Gambling Harm Minimisation in Children
From: Councillors Vicki Clay and Jo Carlisle
|
MOTION
1. That Council note support for Gambling Harm Minimisation in the Inner West community.
2. That Council include GambleAware Week 20-26 October 2025 in online communications and on the Council website.
3. That Council note data from the Office of Responsible Gambling indicating nearly 30% of children have gambled.
4. That Council support the Office of Responsible Gambling initiatives to address gambling harm in children by making Council venue(s) available (where requested) for the conduct of GambleAware information sessions by the Office of Responsible Gambling, for Inner West parents and children.
5. That Council provide the GambleAware resource information to the Youth Interagency.
6. That Council provide GambleAware resource information to Council’s Youth Local Democracy Group
|
Background
On 28 August 2025, Council conducted a Roundtable on Gambling Harm Minimisation to:
· Discuss undertaking research on reducing gambling harm in the Inner West
· Explore the appetite of potential partners to take part in a research project to ascertain actual gambling harm in the Inner West
· Explore options for preventing gambling harm in the first place (GambleAware Week 20-26 October 2025)
Experts were in attendance from:
· Advocacy and Government Relations, Wesley Mission
· Gambling Working Group, Fairfield City Health Alliance
· Population Health, Sydney Local Health District, Health NSW
· Office of Responsible Gambling
The Office of Responsible Gambling has an awareness campaign called GambleAware, which aims to address gambling-related issues and the subsequent harms.
As part of the presentation from the Office of Responsible Gambling, it was noted that nearly 30% of children have gambled. The Office of Responsible Gambling has a GambleAware for Parents program which:
· Aims to drive awareness of gambling and young people, and provide parents with practical tips to reduce children’s exposure to gambling
· The program is for parents or caregivers with children aged 11-17 years
· The messaging shows parent/caregiver how to know where they may be influencing their child’s attitudes and behaviours, keep an eye on their games, and start a conversation about gambling
· Campaign promotions are through native content, podcast ads, online videos, media releases, articles/advertorials, social media, GambleAware website.
In addition, NSW secondary school teachers are encouraged to utilize the free GambleAware in schools resources as part of everyday class work.
It is important that gambling harm be addressed as early as possible in the lives of those at risk.
As an initiative to ‘explore options for preventing gambling harm in the first place’, Council can assist in addressing gambling harm in children by making Council venue(s) available to the Office of Responsible Gambling to conduct GambleAware information sessions/workshops, for Inner West parents and children; and in addition, provide resource information to Youth Interagency and the Council’s Youth Local Democracy Group.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Delivering new homes in the Parramatta Road Corridor
From: The Mayor, Councillor Darcy Byrne
|
MOTION
1. That Council seek a partnership with the NSW Government to undertake further residential rezoning of the Parramatta Road corridor, with the aim of delivering up to 8000 new homes in the section of the corridor within the Inner West local government area. a) This is to be undertaken through a state significant development process, with Inner West council as a participating partner. The methodology for the investigations would replicate the locally based planning and block-by-block analysis that has been the basis of the Our Fairer Future plan (Inner West LEP 2025); and b) The planning process should also include consideration of transport, public domain improvements, open space, not-for-profit housing, commercial and retail opportunities, and improvements to the streetscape.
2. That Council write to the NSW Premier and the NSW Planning Minister seeking their agreement to commence this project immediately, with close collaboration between the Inner West council and the Department of Planning.
3. That Council note that our advocacy for the conversion of the former Westconnex dive site at Camperdown to a mixed residential development has been successful in achieving 200 new publicly owned homes as part of the development. a) Restate as part of this proposal to the NSW Government that the remaining two residual WestConnex sites in Ashfield and Haberfield should be converted to residential with public housing incorporated, based on the already established model at Camperdown.
|
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Early Childhood Education Reforms
From: Councillor Liz Atkins
|
MOTION
1. That Council endorses the following motion to be submitted to the Local Government NSW 2025 Annual Conference: a) That Local Government NSW calls on the NSW Government to: i. affirm the critical importance of providing safe and high quality to care for children in Early Childhood Education and Care settings; ii. recognise the systemic failure of current systems to ensure quality standards have been met, and as a consequence children have been endangered; iii. acknowledge that for-profit service providers are more likely to fall below acceptable standards, and that Early Childhood Education is best delivered by not-for-profit organisations; iv. acknowledge that Local Councils are well placed to provide and to support not-for profit early childhood education; v. fund Councils to establish safe staffing ratios so that no educator is left alone with children and acknowledge that CCTV is no substitute for safe staffing; vi. provide block funding to local councils for the purpose of expanding the council-run early learning centres, and to allow councils to help meet demand for early learning across NSW; vii. allocate 100% of Smart & Skilled Funding to TAFE NSW for early childhood education & care training; viii. introduce rent controls upon landlords of early learning centres; and ix. review and resource the regulator so that it is fit for purpose and to ensure that all centres are inspected and quality standards enforced and publicly reported.
2. That the General Manager be delegated the authority to make any minor amendments to the wording of this motion if requested by LGNSW and agreed to by the mover of the motion.
|
Background
The early learning sector has slowly plunged into a labour crisis driven by low wages, challenging working conditions, and a hyper privatised delivery model that risks putting profit before quality.
Since the 1990s the number of for-profit early learning services has exploded. Previously only representing a fraction of the sector, for-profit services now represent 95% of new builds and government run services represent 10% or less of total market share. This is a result of ceasing block funding for the operation of not-for-profit centres such as councils and introducing subsidies to corporate organisations in the sector.
This creates financial challenges for families as for-profit services cluster in ‘childcare oases’ in wealthier suburbs that can afford higher fees, while much of NSW languishes in a ‘childcare desert’ where there are far more children than available places. This trend is expected to continue with real estate firms such as Ray White and CBRE pitching large size for-profit services as ‘the most stable commercial investment’.
Educators share this challenge with for-profit providers tending to employ educators on the Children’s Services Award rather than an Enterprise Agreement. This has led to a situation where the majority of educators have indicated in a union survey that they plan to leave the sector in the next few years. A 2024 audit of rental prices by Anglicare, which indicates that less than 1% of rentals are affordable for early childhood educators, suggests that even educators at government run services on the Local Government Award are not immune to this problem.
Recent release of regulator documents in the NSW Parliament, and their reporting by ABC has also shone light on how this impacts child safety. In particular private equity firms like G8 and Affinity have been named in criminal investigations as a result. But data shows that this trend impacts the sector broadly, with over 40% of government services rated ‘exceeding’ compared to 11% of for-profit services. This correlates with a clear pattern of Council services having higher staffing ratios.
The marketisation of training of educators has also created challenges for the sector with Smart and Skilled funding available for private colleges who are incentivised to pass students as quickly as possible. Audits by the Australian Skills Quality Authority (ASQA) have shown an emerging issue of entirely non-existent qualifications, while fast track programs at other providers are otherwise deemed as lacking by the sector.
Local government is the main provider of public early childhood education and care, and collectively runs approximately 300 services, and hosts many other not-for-profit service providers. Rising land costs in Sydney increasingly also make non-government not-for-profit education and care less viable as trends continue. This makes Councils one of the largest players in not-for-profit early childhood education and care in NSW and means that it is vital that Councils be involved in responding to this crisis.
Recent federal government responses are only the beginning of addressing an issue that deeply impacts our local constituents. Restrictions on the use of phones and vapes and the roll out of CCTV are not intended nor suitable as preventative measures against child abuse. Safe staffing levels are the most obvious preventative response, and has been highlighted by the relevant Union.
The current minimum standards for staffing ratios were implemented in 2005. They allow for one educator to four babies, one educator to five toddlers, and one educator to ten three to five year olds. As the bare minimum these standards were never intended to represent best practice, and it is well past time that these standards are re-evaluated and best practice for safety established.
Councils are not immune to safety concerns or the labour crisis occurring in the sector. Many Councils rely on private labour hire firms such as ANZUK, Macarthur, and Ranstadt in order to meet ratios due to extended vacancies in lower paid roles or unexpected sick leave. These are educators who are paid less than Council’s in-house staff and are strangers to the children, while the Council pays significant fees to firms.
This means educators who often have no relationship with children or staff may be left alone with children. A significant case of this was reported in the media this year, with an alleged paedophile who worked at after school care in the City of Sydney, Inner West, Northern Beaches, Willoughby. The investigation into this case is ongoing at time of writing.
There are clear reforms to be made by the NSW Government to ensure that the sector meets its potential. This includes genuine resourcing and support of the regulator and strengthening TAFE NSW to ensure that educators are trained appropriately. It also entails resourcing Councils to expand service delivery so that safe, affordable, and high quality public education and care is available for families.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Music event at Henson Park
From: The Mayor, Councillor Darcy Byrne
|
MOTION
That Council convene a meeting with the Newtown Jets to discuss their proposal for a live music cultural event at Henson Park. |
Background
I am contacting you on behalf of the Newtown Jets to seek Inner West Council’s support to assist with the creation of a new event at Henson Park that celebrates inner west Sydney’s diverse and vibrant music (& arts) culture.
With Stage 1 & 2 redevelopment works scheduled for completion in January 2026, we believe the timing is perfect for an event unlike any other previously held at the ground which will open up the magnificence of Henson Park to an even wider community.
With ten years of experience hosting our annual Beer Footy Food Festival which brings together footy fans, beer enthusiasts and foodies for a shared experience, boasting a curated selection of local craft breweries and a range of gourmet food stalls. It really is a public occasion, that all our stakeholders including Inner West Council and the local community can be proud of.
In partnership with some of the country’s leading music event planners, and sensitive to the renovation program of the Henson Park sports ground playing surface, we are proposing a first off event in April 2026 with a capacity of 5,000 attendees per day celebrating a mix of predominantly local talent which will reinforce the inner west as Sydney’s epicenter of music and establish Henson Park as an entertainment venue as well as the beloved sports ground it is and has been since 1936.
A successful event, professionally managed, might also lend itself to recurrent approval if Inner West Council deemed it appropriate.
Newtown Jets thanks you for your enthusiasm and support of local sport and also your encouragement for the LGA to host music & arts events in the future, especially at a time where there is an unprecedented lack of venues for similar scale events in Australia’s largest city.
Please don’t hesitate to contact me if you have any queries or require additional information.
Yours in Music and Sport,
Stuart McCarthy
CEO
Newtown R.L.F.C
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Improving community resilience - embedding Social Workers in the Inner West Library System
From: Councillor Izabella Antoniou
|
MOTION
1. That Council note and recommit to the priority to ‘Investigate embedding social workers in Council’s library system’.
2. That Council note that this endeavour will be an important model for vulnerable young people to access necessary social support and minimising barriers to entry.
3. That Council prepare a report to be brought back to the November 2025 meeting: outlining the scope, service model, and proposed timeline for embedding social workers into the council library system.
|
Background
Research from Charles Sturt University has found that Public library staff are increasingly required to work with members of the public with high social needs. This is due to a range of factors including the closure of many frontline services, and low barrier to entry when it comes to accessing public libraries.
Regarding an Inner West specific context, the cost of living crisis is a factor leading to increased vulnerability within the community. Local services such as Bill Crews Foundation and Addi Road have spoken outwardly about the increased demand for their services, and the diversification of those needing help.
According to NCOSS’s Fairer Inner West fact sheet (2023), a higher
proportion of respondents in the Inner West (62%) had trouble paying for
household expenditure items, compared with the state average of 58%. Our LGA
also had the highest increase in Domestic and Family Violence - 54% - over the
course of the pandemic compared to any other area in the state.
Council has recognised a need to make support services accessible as it is highlighted as a goal within the current priorities and operational plan to investigate the installation of social workers within the library system.
In order to meet this emerging need, improve community resilience, while also providing appropriate support for library staff, a report outlining a trial of the program is to be delivered to council identifying an appropriate model and location(s).
As part of this trial program design, consultation with relevant local democracy groups and service providers in the area should be conducted to put forward a model that suits local needs and feeds into existing service providers.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: 'I Have a Dream' Mural Newtown - State Heritage Listing
From: Councillors Vicki Clay and Chloe Smith
|
MOTION
1. That Council note ongoing work by Inner West Council to ensure the protection of the ‘I Have a Dream’ Mural, including the application of an anti-graffiti coating and ongoing monitoring of the mural.
2. That Council acknowledge the ‘I Have a Dream’ Mural was heritage listed by the (then) Marrickville Council in 2014.
3. That to provide for further protections of the ‘I Have a Dream Mural,’ Council seeks advice on the application process for State Heritage listing with the NSW Government, to be reported back to Council.
|
Background
In 1991 two artists in Newtown painted the ‘I Have a Dream Mural’ in King Street Newtown, as a reflection of ‘three themes from the 20th century, Ms. Pryor said: gender equality, environmental activism and civil rights. The mural's location on King St perfectly fits the reference to Martin Luther King Junior's iconic speech, I Have A Dream.’ [Juilee Pryor – artist].
Since that time, the mural has gained international recognition as a feature of a Coldplay music video and has become an important part of the many features that attract visitors to Newtown and is much loved and cherished by the local community.
Consequently, in 2014, Marrickville Council commissioned an independent report to assess the mural's value. It found "the mural is of local historical, aesthetic and social heritage significance’ and confirmed that the mural had been provided with local government heritage listing.
Sadly, in recent days, the mural has been under concerted attack by graffitists, who have sought to damage/destroy the original artwork and negate its messaging.
Inner West Council has since actioned removal of the graffiti and covered the mural with a clear protective anti-graffiti coating, which would make future graffiti attacks easier to clean off. The Council has also committed to ongoing monitoring of the mural.
However, due to the importance of the mural and its global recognition, for further protection, it is recommended that Council seek to potentially expand on the local government heritage listing, by seeking advice from the NSW Government on the application process necessary for State Heritage Listing.
Before and After Photographs
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Stanmore Village Business Support
From: Councillors Vicki Clay and Chloe Smith
|
MOTION
1. That Council, as part of the communications for the Stanmore Music Festival, incorporate promotional messaging for local retail businesses in Stanmore Village.
2. That Council, as part of the program for the Stanmore Music Festival, work with festival organisers to develop a program map that includes all the food, drink and hospitality related businesses located near the Festival.
|
Background
Stanmore Village is a small retail space, with a slow growth pattern over the past few decades, with some establishments closing during the COVID and post-COVID era. While there have been some businesses opening, they have predominantly been in the healthcare sector and the arts.
However, over the past six months, Stanmore Village has had the advantage of three new food-related businesses opening, namely Baking 101, Divide 8 and Meaty’s Butcher. This has equated to a substantial growth in the options for local residents. The butcher has also been proactive in its enhancement of the popular Salisbury Hotel menu and ‘meat tray’ raffles.
In discussions with the proprietors, they expressed confidence in the Stanmore Village locale and ambience as a rationale for the selection of their retail location. It is also noted that two additional businesses are currently being developed in Stanmore Village. This is positive and supportive commentary on/reflection of the manner in which Council sustains the Village, making it a pleasant and welcoming environment.
The businesses are aware of the upcoming Stanmore Music Festival, and are planning on participation in a way that will provide an opportunity for the businesses to present their wares to the attendees during the Festival.
Communications of the Stanmore Music Festival would be predominantly in relation to the entertainment options available, however, it would be supportive of the new (and established) food, drink and hospitality businesses to include recognition in the Festival’s communications.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Traffic Management Study - Dulwich Hill
From: Councillor Jessica D'Arienzo
|
MOTION
1. That Council notes community concerns regarding traffic safety, congestion, and pedestrian accessibility in the Dulwich Hill area bounded by and including New Canterbury Road, Pigott Street and Denison Road, including the surrounding streets of Dulwich Street and Lewisham Street.
2. That Council acknowledges the need for comprehensive traffic analysis in this precinct to ensure the safety and wellbeing of residents, pedestrians, cyclists, and motorists.
3. That Council conducts a comprehensive traffic management study for the Dulwich Hill area bounded by: a) New Canterbury Road (northern boundary) b) Denison Road (southern boundary) c) Pigott Street (eastern boundary) d) Including the surrounding streets: Dulwich Street and Lewisham Street
4. That Council requests that the traffic management study include, but not be limited to: a) Traffic volume analysis and peak hour assessments b) Speed surveys and compliance monitoring c) Pedestrian and cyclist safety assessments d) Parking utilisation studies e) Analysis of through-traffic versus local traffic f) Identification of accident blackspots and safety concerns g) Assessment of public and active transport accessibility h) Impact analysis of nearby developments and land use changes
5. That Council engages with the local community with a community meeting to gather input on traffic-related concerns and potential solutions.
6. That Council recommends traffic management improvements including traffic calming measures, parking management strategies, speed limit reviews, signage and line marking improvements.
7. That Council provides a report to the Local Transport Forum presenting the findings of the traffic management study and recommended actions.
|
Background
The Dulwich Hill precinct bounded by New Canterbury Road, Pigott Street and Denison Road, including Dulwich Street and Lewisham Street serves as both a residential area and a busy transport corridor. Residents have raised concerns about traffic safety, speeding, parking pressures, and pedestrian safety in the area.
A comprehensive traffic management study will provide Council with the evidence base needed to make informed decisions about infrastructure improvements and traffic management strategies that balance the needs of residents, businesses, and road users while prioritising safety and liveability.
This motion aligns with Council's commitment to creating safe, accessible, and sustainable transport networks throughout the Inner West.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: FOGO in Early Childhood Education
From: Deputy Mayor, Councillor Mat Howard
|
MOTION
1. That Council expand the FOGO collection in schools and Council run early learning centres to include not for profit, community based childcare centres, funded through the Domestic Waste Reserve.
2. That Council consider a program that offers FOGO to for-profit childcare centres on a fee-for-service basis and provide a report to the December Council meeting.
|
Background
Following the successful roll out of food recycling to every Inner West household in 2024, Inner West Council collected 17,546 tonnes of FOGO in the first year of operation, far above what was anticipated. That’s the equivalent of 36,848 tonnes of CO2.
Noting this success, Council resolved to expand the service to schools and Council-run early learning centres following a survey conducted by Council that showed strong support from educators, students and parents who want food recycling implemented to help with education about sustainability.
As part of this offering, Council offers two FOGO green bins to each school and Council-run childcare centres at no cost to allow for a weekly collection as part of the weekly residential collection.
10 of Council's early learning centres and Nicholson Street Public School have commenced using the FOGO service. Ferncourt Public School, Wilkins Public School, St Patricks Primary School, Sydney Secondary College (Balmain) and Haberfield Public School are to commence shortly.
Council has now received interest from community based, not for profit early learning centres to be included in the FOGO program noting their unique position in the sector.
In order to further progress the FOGO implementation into the community, and at the same time educating the children of our local residents about FOGO practices, it is proposed that the current FOGO service for schools and Council early learning centres is also offered to the not for profit, community based childcare centres in the LGA.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: St Peters Interchange Parkland
From: Deputy Mayor, Councillor Mat Howard
|
MOTION
1. That Council reaffirm its position that any remediation
approach at the St Peters Interchange must address the source of
contamination and risks to community safety. 2. That Council write to Transport for NSW and the NSW
Environmental Protection Agency calling for full transparency on
contamination risks, the interim gas venting plan, and the timeline for safe
delivery of the promised parkland. 3. That Council request staff seek from Transport for NSW, the Environment Protection Authority and the site auditor a detailed update on the site, remediation plans, and associated risks and that further information be provided to councillors via a report to council as soon as practicable.
|
Background
The St Peters Interchange site was formerly the Alexandria landfill and was earmarked as new public parkland as part of the WestConnex project. Local residents were promised quality open space to offset the loss of homes, amenity and parkland during the motorway’s construction.
However, the site remains cordoned off due to contamination concerns. A recent report in the Sydney Morning Herald (13 August 2025) revealed that the state’s senior chemicals and radiation adviser at the Environment Protection Authority (EPA) refused to endorse the interim management plan for the site. The plan involves installing 50 passive gas vents to release contaminated gas but does not address the underlying source of pollution. The adviser described this as a “cheaper” and “slightly poorer” option that could worsen long-term contamination issues.
This revelation highlights differences of opinion between the EPA and the independent auditors overseeing remediation, raising serious concerns about the adequacy of the interim solution. Despite the interchange opening several years ago, the promised parkland remains undelivered, undermining community trust.
Inner West Council has consistently stood with residents in calling for safe, high-quality green space at St Peters. This motion ensures Council continues to advocate strongly for the delivery of the promised park, holding the NSW Government accountable for its commitments.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Review of Pedestrian Crossing - Livingstone Road, Marrickville
From: Deputy Mayor, Councillor Mat Howard
|
MOTION
1. That Council acknowledge the concerns raised by residents about the safety of the raised pedestrian crossing on Livingstone Road, adjacent to St Nicholas Greek Orthodox Church.
2. That Council note reports of several near misses at this crossing, which is heavily used by families, children, older residents and parishioners attending church and community activities.
3. That Council request staff to undertake a review of the Livingstone Road pedestrian crossing, in consultation with the church and local schools, and report back to the Local Traffic Forum before December 2025 with recommendations for any improvements. |
Background
The raised pedestrian crossing on Livingstone Road, Marrickville, was installed to improve safety for pedestrians in an area of heavy vehicle and foot traffic.
The crossing is a critical access point for a diverse range of community members. As well as working to ensure pedestrian safety for the general community, the crossing is immediately adjacent to St Nicholas Greek Orthodox Church, which hosts regular Sunday services, a weekly Sunday school, and community activities catering to both younger and older people. The crossing is also heavily utilised by students at Marrickville West Primary School, St Maroun’s College, and Casimir College.
Council has consistently recognised the importance of providing safe and accessible walking routes, particularly around schools and community facilities, including places of worship. A well-designed pedestrian crossing not only improves safety but also encourages active transport, reduces reliance on cars, and enhances the walkability of our neighbourhoods.
Residents have raised repeated concerns that despite the raised design, the Livingstone Road crossing continues to pose risks for pedestrians. Reports of several near misses highlight the need to review whether additional measures — such as improved sightlines, signage, lighting, or traffic calming — are necessary to ensure it functions as intended.
A review of this crossing would be consistent with Council’s commitment to road safety, active transport, and creating safer streets for all users, particularly the most vulnerable.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Inner West Landmark Playground
From: Deputy Mayor, Councillor Mat Howard and Councillor Kerrie Fergusson
|
MOTION
1. That Council note the construction of landmark playgrounds across NSW, including Wulaba Park, Fairfield Adventure Park, Casula Parklands Playground, Bungarribee Park, Charles Heath Reserve, Five Dock, Strathfield Park, and Banksia Play Space at Wadanggari Park.
2. That Council investigate the design and construction of a landmark playground in the Inner West Council Area and consider the establishment of a landmark playground as part of the Inner West Playground Strategy, to be exhibited in 2026, and in any future review of the Inner West Developer Contributions Plan.
|
Background
Landmark playgrounds are being designed and delivered across Sydney and NSW.
They provide an opportunity for children to engage in imaginative play, promote active living and recreation, and are catalysts for local economic activity as families travel from far and wide to give children new play experiences.
While we should all be immensely proud of council’s ongoing work to upgrade and enrich local parks and playgrounds, there is an opportunity to deliver a landmark playground in this term of council that reflects the boldness and creativity of our local community.
Examples of new landmark playgrounds across Sydney include the following:
EQ Playground, Entertainment Quarter
Thorndon Park, Campbelltown (SA)
Oatley Park Inclusive Playground, Oatley
Bungarribee Park, Western Sydney Parklands
Wulaba Park, Green Square
Banksia Playspace at Wadanggari Park, St Leonards
Strathfield Park, Strathfield
Charles Heath Reserve, Five Dock
As we grow our community and work to incorporate additional housing in our local suburbs, we can leverage developer contributions to invest in local community infrastructure such as playgrounds.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Footpath to Hawthorne Light Rail station
From: Councillor Philippa Scott
|
MOTION
2. That Council note that staff have estimated the cost to formalise this path is $50,000.
3. That Council resolve to report back at the next quarterly budget review with a capital works funding option which requires no overall increase in capital funds, and to complete the works within the 2025/26 financial year.
|
Background
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Safety on Livingstone Road
From: Councillor Chloe Smith
|
MOTION
1. That Council notes resident concerns about safe vehicle entry and visibility when accessing Livingstone Road from side streets between New Canterbury Road and Frazer Street/Sydenham Road, particularly during peak hours.
2. That Council notes that Livingstone Road (between New Canterbury Road and Frazer Street/Sydenham Road) is a state road, and refer the following matters to Transport for NSW and/or the Local Transport Forum for further investigation and report back: a) installation of 'keep clear' road markings where side streets enter Livingstone Road; b) installation of 'give way' or other safety signage where side streets enter Livingstone Road; c) no parking on Livingstone Road in the immediate vicinity of Rosford Avenue; d) any other safety measures identified; and e) also consider safe road treatments to improve access and egress to the Marrickville Library and associated residential carpark from Livingstone Road, including the feasibility of a “keep clear” road marking.
|
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Notice of Motion: Enmore Road Business Engagement
From: Councillor Chloe Smith
|
MOTION
1. That Council notes that Enmore Road is home to the state’s first ever Special Entertainment Precinct (SEP) and is the premier destination for live music and entertainment in NSW.
2. That Council notes that Enmore Road was accidentally excluded from business engagement following the adoption of new trading hours and extension of the precinct in June 2025, and reaffirms Council’s commitment to engaging with local businesses, business associations, and other stakeholders across Inner West SEPs to inform and support their engagement with the SEPs.
3. That Council door-knocks and contacts all businesses in the Enmore Road SEP within the next fortnight to distribute plain-language information about the new SEP conditions and provide a direct point of contact within Council for SEP enquiries and also provides this information for distribution to the Newtown Enmore Business Chamber (NEBC).
4. That Council hosts a forum in partnership with the NEBC to discuss how Council can continue to support business in Newtown and Enmore, including: a) The Enmore Road SEP and future South King Street SEP, b) Inner West Council’s business associations grants program adopted in June 2025 and other opportunities to support outdoor dining, place-making, streetscape, and facade improvements, c) The impact of the State Government’s Vibrancy Reforms, d) Events in Enmore and Newtown, including Fest by Inner West and the potential revival of the Newtown Festival, e) Creating a diverse economy that supports day and night-time retail and hospitality opportunities, f) Ongoing engagement opportunities and any other matters arising.
|
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Question on Notice: Tree Removals
From: Councillor Andrew Blake
Compliance with Environmental Legislation
Question
What assessment has Council made of its legal obligations under the NSW Biodiversity and Conservation Act (NSW) 2016 and the Commonwealth Environmental Protection and Biodiversity and Conservation Act (Cth) (Environmental Legislation) when deciding whether to remove a tree such as the one situated at 54 Thornley Street?
Answer
A review of the triggers in the NSW Biodiversity and Conservation Act (NSW) 2016 and the
Commonwealth Environmental Protection and Biodiversity and Conservation Act (Cth) found that such triggers were not activated.
The Federal and State legislation specifically deals with endangered species, habitats and ecosystems. In this case, a single tree in the urban context located on a road reserve would not necessarily cause a requirement for Council to undertake any mandated environmental assessments.
The loss of a single tree as under the Biodiversity and Conservation Act has a negligible impact to the decline of the Grey-headed Flying Fox at a national level, considering the level of dispersal across eastern Australia.
Based on the nightly movement of the Grey-headed Flying Fox (up to 60klm), the loss of a single tree within an area of several thousand hectares, where even at a density of only two potential foraging trees per hectare, suitable for foraging during the Spring when the Yellow Bloodwood flowers, is unlikely to result in a significant impact on the Wooli Creek or Lachlan Swamp camps, so that those camps are placed at increased risk of extinction.
The tree is a species that is not considered to naturally occur in the Inner West Local Government Area. The Yellow Bloodwood is a species of sandstone plateau environments and occurs in areas such as the lower Blue Mountains and Galston Gorge. Being a planted specimen, it is not part of an Endangered Ecological Community.
Council’s tree planting programs plant a range of large and small native species annually that offset any tree removals that occur. The annual program ensures that the potential impact from any removal is minimised.
Question
What work did Council undertake in accordance with its legal obligations under the state and federal Environmental Legislation before making the decision to remove the Tree at 54 Thornley Street?
Answer
None. Council is aware of the environmental requirements under NSW Biodiversity and Conservation Act (NSW) 2016 and the Commonwealth Environmental Protection and Biodiversity and Conservation Act (Cth), and that no environmental assessment was triggered in the removal of a single street tree.
Council is undertaking the works under Section 88 of the Roads Act which was considered by Biscoe J in Parks and Playgrounds Movement Inc in relation to the power to remove a number of large figs that occurred within a road reserve in a residential area. Importantly at [98] Biscoe J states:
A roads authority may, despite any other Act or law to the contrary, remove or lop any tree or other vegetation that is on or overhanging a public road if, in its opinion, it is necessary to do so for the purpose of carrying out road work or removing a traffic hazard.
The purpose of s 88 is to empower a roads authority to deal with a situation which, in its opinion, is dangerous or hazardous. By its nature, a dangerous or hazardous situation may need to be addressed quickly, even urgently. The ongoing hazard or danger to the public which results from holding that s 88 is subject to the delay involved in obtaining development consent if required under Part 4 of the EPA Act (including taking account of all the mandatory matters in s 79C) or in satisfying the requirements of ss 111 and 112 in Part 5, suggests a construction that s 88 is not subject to those requirements of Parts 4 and 5.
Compliance with Urban Forestry Policy
Question
What internal controls are in place to ensure Council complies with the Urban Forest Policy adopted 20 May 2025 (May 2025 Policy) when making decisions to remove trees on and after 20 May 2025?
Answer
Staff have been provided with and briefed on the Urban Forest Policy with operational procedures and tools put in place to meet the Policy requirements.
Question
Answer
Council was not obliged to retrospectively apply the new Urban Forest Policy to any tree that had been identified for removal prior to its adoption on 20 May 2025.
The tree is located in the former Leichhardt Council area, which had no requirement for notification in the former Leichhardt Urban Forest Policy or the Leichhardt Technical Manual.
The former Marrickville and Ashfield Policies (Strategies) notification process was applied to the whole of the amalgamated Inner West Council. The tree at 54 Thornley was subject to the historical notification process which did not require a memo (File Note).
Question
Did Council prepare a Notification Memo (or equivalent) for management stating the reason for the removal of the tree and options considered?
Answer
No – It was not required as the determination to remove the tree preceded the adoption of the Urban Forest Policy on 20 May 2025. The previous process did not require a Notification Memo (file note).
Question
What was the basis for reducing the minimum 14-day notification period so as to permit the removal of the Tree within 14 business days after the affixing the removal notice to the Tree on about 5 June 2025?
Answer
The process prior to the adoption of Urban Forest Policy on 20 May 2025 only required 10 days’ notice.
The 10 day notification was inadvertently reduced when the staff member who had the notification sign to attach became suddenly ill. The staff member was away from work for most of the week and Council was not aware that they had the sign with them to attach, and flyers, and they hadn’t completed this process.
This occurred in the context of a high-volume of work orders generated post the January to March 2025 weather events.
Once Council was made aware that the notification process had not met its set standards, works were stopped and the notification was extended to 20 days.
Removing and Replacing trees
Question
What is the value of a mature Blood Wood tree in the Inner West?
Answer
The valuation of any tree is reliant on a range of factors from tree through to location. There is no fixed value.
Question
What is the value of the tree at 54 Thornley Street?
Answer
The Thyer Valuation method was used to calculate the value of the tree at 54 Thornley Street. The result was a value of $21,382
Question
What is the average cost of removing a tree across the Inner West?
Answer
Costs vary subject to size of tree, location access, location and use of area, restrictions to stump grinding, services, cranes or other large plant, traffic control and or night works required and proximity of powerlines.
An average cost cannot be provided; however, tree removal can cost between $450 to $2,000 for a small tree or a mid-size tree in a park with good access and no limiting factors. For larger trees costs range from $4,000 up to $25,000, factoring for larger equipment needed, greater workforce and site needs.
Question
What is the average cost of removing a mature Blood Wood tree?
Answer
Costs vary due to many reasons such as the size of Bloodwood species, location access, location and use of area, restrictions to stump grinding, traffic control, the need for night works and the proximity of powerlines. An average cost cannot be provided, however, tree removal can cost between $2,000 in a park with good access and no limiting factors, up to $25,000 where a power outage is required.
Question
What is the estimated cost of removing the tree at 54 Thornley Street?
Answer
$7,000 was the estimated cost prior to any works proceeding due to proximity of Powerlines and need for Traffic Control.
Question
What remedial options were considered for preserving the tree at 54 Thornley Street?
Answer
The remedial options considered and feasibility are listed in the table below.
|
Option |
Detail |
Implications |
Feasible? |
|
1 |
Do nothing and retain the tree |
· This would provide further evidence regarding potential for limb failure over next 12 to 18 months. · Does not resolve the footway trip hazard. · Council is on notice given the reported limb failures and people tripping near the tree. · Council would not be able to defend an incident given the previous history and existing footway condition. |
No |
|
2 |
Cut the tree canopy, tree roots and root crown back and reinstate asphalt along footway |
· Further pruning poses an increased risk as this directly affects how the tree performs in weather events, increasing the risk of limb failure and impact other biological functions within the tree. Past practices such as lopping are deemed an unacceptable practice as per AS4373-2007 Pruning amenity trees, due to range of negative potential impacts for the tree, increased risk, and likely reduced life expectancy. · The level of displacement and root crown spread on the surface prevents the normal solution Council uses to remove and replace the asphalt. · The footway works requires excavation to bring the footway back to a suitable level. This requires the roots and root crown to be removed to allow a complaint footpath. · The severing, grinding or otherwise damaging roots within the trees structural root zone is contrary to Australian Standard AS4970-2009 Protection of trees and would compromise the trees structural stability increasing the risk and likelihood of whole tree failure. · Further ramping of asphalt over the roots and root crown would not achieve a compliant footway width or slope, given the spread of the tree at ground level and would impact the adjacent entry way to the private property. · To construct a complaint raised boardwalk along the footway cannot be achieved due to the private property entry way, the adjacent driveway. This would require some excavation for footings within the trees structural root zone and installation of a handrail. |
No |
|
3 |
Install porous paving, Softfall or other similar products. |
· The roots of the tree and the root crown are at or above the footway surface. · To install these options would require some excavation which would damage/sever tree roots and root crown within the trees structural root zone, compromising the trees structural stability. |
No |
|
4 |
Close the footway to pedestrians |
· This would impact the access to the property immediately adjacent as entry gate is located at the tree. · Would remove the trip hazard risk · Would require all pedestrians to cross to the other side of the road. · May require a crossing in Thornley street before the closed footway. · Would require a traffic study to determine the level of risk to all pedestrians, impact to traffic in the surrounding streets by the change and may require the road be coming one way. · Would be in place until the tree is eventually removed subject to future health and structure. |
No |
|
5 |
Remove the tree, reinstate the footpath Kerb & gutter and plant a 100 litre Brushbox tree. |
· Removes the immediate risk for footpath users. · Resolves the midterm storm water flow issue · Removes the potential for further large limb failures. · Provides renewal of the urban forest and all associated benefits at this location. · Reduces Council risk profile at this location. |
Yes |
|
6 |
Build the footway in the road. |
· Require the inner edge of the footpath to be located out in the parking lane at one (1) meter from face of existing gutter, so that pedestrians would not hit their heads on the leaning trunk and to avoid the tree root system in the gutter. · The footpath would then extend a further 1.2m into the 10.5m road to achieve the minimum footpath width. This would reduce the overall road width to 8.3 meters at this point leading into the Carey Street intersection. · The footpath would need to transition further back along Cary Street to allow safe use by all residents, resulting in loss of the parking space at 54 Thornley Street. · The required tree protections zone (TPZ) as per AS4970-2009 Protection of Trees on Development Sites is a 9-meter radius based on 12 x diameter of trunk at 1.4m above ground to ensure tree health and stability. · The SRZ (structural root zone) calculation is not relevant as the tree has an asymmetrical root system (AS4970-2009) therefore the TPZ becomes the default SRZ. · Whilst not applicable, the critical SRZ calculation for this tree is a 2.93 meters radius, which encompasses the lifted and heaved asphalt area in the footway. This is an area critical to the tree's stability and extreme caution is required in this zone, this is generally considered a not go zone. · Allowing some reduction of the 9-meter TPZ, the excavation would need to transition back into the footway a minimum 6 meters at either side measured from the centre of the tree so that the excavation would not compromise the tree. This distance may impact the driveway of 52 Thornley Street Leichhardt. · There is no drainage in Thornley Street or nearby, so a pit could not be installed to manage the water that would pool inside between old and new footpath, which would be sealed at each end. Best practice is to not install surface pipes in the gutter at either end of the new foot path due to repeat failures and maintenance. · The footpath would require excavation of road and existing footway, this may further impact tree roots due to their tendency to develop under gutters and kerb in a linear fashion (Craul 1985, 1999) as the road pavement is heavily compacted and does not support root growth. This is further supported by the peer reviewed arboriculture literature. · Tree roots generally grow in the top thirty centimetres of soil with some descending roots (Perry 1982, Moore 2012) within a specific tolerance for oxygen, moisture, temperature and compaction which results in loss of pore space (Coder 2000, Craul 1985, 1999, Perry 1982). Whilst trees may have some deeper roots, they still need to develop the typical spreading lateral root plate, which combine with any sinker roots to provide stability through cohesion with the soil (Perry 1982, Moore 2012). · Cost of in road build estimate @ $40,000. · This option does not address the trip hazard for the resident at 54 using their entry gate located at the tree and would require closure of the existing footway as the tree roots in the footway cannot be excavate. |
No |
|
7 |
Ramp over the tree roots. |
· This would need to be a suspended walkway min clearance of 297mm above ground level and top of path would need to be 376mm above ground level · No excavation can occur within 6m radius of the tree to ensure tree stability is not compromised. · Support pads could be installed no closer than 3m radius from the tree provided no excavation occurs. · Suspended walkway would need to bridge 6m between supports. · A set of stairs would need to be installed on the private land with minimal excavation. · No level changes, filling over tree roots or root crown can occur without compromising tree health and structure – would significantly reduce the tree Useful Life Expectancy and create hidden decay that could cause failure. |
No |
Question
What methods had previously been used to extend the life of the tree at 54 Thornley Street?
Answer
Change from Concrete path to asphalt. Pruning to reduce limb failure in 2024, however, this has since been found to be ineffective as per Arboricultural research.
Question
How many limb failures have been recorded for the tree at 54 Thornley Street?
Answer
The table below provides a chronology of events.
|
Date |
Item |
Action |
|
31 May 2019 |
Request: Limb failed from tree onto residents’ fence and across pathway
|
Limb removed |
|
16 November 2023 |
Request: Large fallen limb. Property damage blocking footway and driveway access |
Limb removed. Works order completed in system 29 November 2025 |
|
29 November 2023 |
Request: Limb fell taking down powerlines and blocking footway claims the tree is hazardous and placing Council on notice |
Refers Limb failed on 16 November 2023. |
|
December 2024 |
Phone call during weather event. Large limb failed. Confirmed in submission by resident of house 52 |
Inspection by Coordinator Public Trees found large limb cut up and piled under the tree consistent with SES methodology. Council removed debris. |
Question
What is the average number of limb failures for a Bloodwood tree of a similar age of the tree at 54 Thornley Street?
Answer
There are many factors, and no one answer. The history of average limb failure on bloodwood (or any species) has not been captured.
Limb failure can occur for a range of reasons from single weather event, cumulative events through to changes in available soil moisture or loss of roots due to biotic or abiotic causes. Tree exposure and location can all play a part in whether limbs fail.
In the natural environment Corymbia and Eucalypt species shed limbs as they grow as part of their biological process, sacrificing some limbs for the overall wellbeing of the whole tree and ensuring growth.
Question
Has Council investigated the practicalities of planting a replacement tree at 54 Thornley Street, including whether the stump of the tree can be removed to allow such planting to occur?
Answer
Yes, Council can effectively plant a replacement tree. There is no stormwater on the side of 54 Thornley Street and no critical infrastructure, which allows Council to undertake additional works to reduce the future interactions between the tree and infrastructure, extending the useful life of both.
Question
What actions will Council take if it is not possible to plant a Replacement Tree at 54 Thornley Street, (e.g., if it is not possible to satisfactorily remove the stump of the Tree)?
Answer
The stump can be removed and is planned to be done in 2 stages to create the space required to plant a new tree. Stage 1 is grinding by contractor. Stage 2 is excavation by Council’s Civil team.
Question
What is Council’s evaluation criteria for determining whether a tree on public land ought to be removed?
Answer
At the time the tree was assessed Councils’ evaluation criteria was based on the former Marrickville and Ashfield Strategies.
The tree assessment process has been developed further since adoption of the May 2025 Urban Forest Policy. The Urban Forest Policy Strategic Action Plan required several documents and processes to be developed.
These new processes for tree assessment have been developed in accordance with Industry Best Practice Tree Assessment and the Inner West Council Urban Forest Policy, which includes consideration of the context, use of space and inclusiveness and any interaction with other structures or assets. The type of assessment can vary subject to the circumstance. the current process to a formalised
The steps taken are outlined below
· A tree inspection through visual tree assessment (VTA stage 1). Where required further investigations are conducted (VTA 2 and 3), and
· A detailed tree risk assessment (TRAQ) in accordance with industry best practice tree condition assessment methodology, and
· Supporting evidence, including clear and relevant photographs of the tree(s), any hazards, targets, and demonstration of risk, and
· Consult relevant professions as required such as engineers or heritage officers for advice, and
· A feasibility review of options for managing risk, review of options for managing risk and determination.
Prior to the adoption of the current policy, Inner West Council tree processes required officers to generally consider the above issues during their assessment. As part of the Urban Forest Policy Strategic Action Plan, these steps are being formalised and the improved digitised tree assessment process will capture all the relevant factors including the risk rating for any tree.
Question
How does Council evaluate requests made by residents that such trees be removed?
Answer
Council considers tree health, structure, negative interactions with property or infrastructure and context in accordance with Best Practice. Refer to the previous question and response which outlines the process for assessments.
Question
How many trees on public land with a size index of 700 or greater are being considered for removal, and where are those trees located?
Answer
Council can only confirm if a tree is being considered for removal as each inspection is undertaken as part of the tree assessment process. There is no list of trees for consideration.
Question
How many trees on public land with a size index of 700 or greater have been removed by Council since 1 July 2024, and where were those trees located?
Answer
Council does not have this data available prior to 20 May 2025, as the size index process was not a requirement or captured under the previous Council Policies, and all tree works were recorded against individual works requests. The new Council process for tree assessments will allow for data to be readily provided into the future.
Since 1 July 2024 (20 May 2025) Council has listed 14 notifiable trees with an index of 750 or greater for removal. One of the 14 trees had size index of 1000 or greater, being a Sydney Blue Gum in a footway at 36A Rose St Annandale.
The list below provides the locations and details of the 14 trees.
|
Date |
Location |
Tree |
Details |
|
04 June 2025 |
33 Pigott Street, Dulwich Hill |
Sapium sebiferum (Chinese Tallowwood) |
The tree is in poor overall condition and has low retention value. |
|
04 June 2025 |
6 Norman Street, Rozelle |
Claret Ash (Fraxinus raywood) |
The tree is impacting the surrounding infrastructure where the root interaction cannot be mitigated without adversely impacting the tree's stability. |
|
01 July 2025 |
8 Turner Avenue, Haberfield |
Phoenix Palm (Phoenix canariensis) |
Self-sown and unstainable in current location |
|
01 July 2025 |
67 Chandos Street, Ashfield |
Lophostemon Confertus |
Tree in poor health and condition. |
|
01 August 2025 |
24A Harriet Street, Marrickville |
Angophora floribunda ( Rough barked apple) |
Impacting surrounding infrastructure which cannot be mitigated without adversely affecting tree stability. |
|
24 July 2025 |
38 Kensington Road, Summer Hill |
Brush Box (Lophostemon confertus) |
The tree appears to have developed a lean and it's health is in decline. |
|
31 July 2025 |
158 Bland Street, Haberfield |
Crepe Myrtle (Lagerstroemia indica) |
The tree is in poor health, exhibits severe dieback, poor structure and has a short safe useful life expectancy. |
|
04 August 2025 |
36A Rose Street, Annandale |
Sydney Blue Gum (Eucalyptus saligna) |
The tree has poor form and trunk lean away from powerlines and is impacting the surrounding infrastructure where the root interaction cannot be mitigated without adversely impacting the tree's stability. |
|
04 August 2025 |
10-14 Lillian Fowler Street, Marrickville |
She Oak (Casuarina species) |
The tree is in very poor health and in decline. |
|
08 August 2025 |
Balmain Sailing Club, Water Street Birchgrove |
Eucalyptus species |
The tree is in terminal decline and displays severe borer damage to the lower trunk. |
|
12 August 2025 |
210B Denison Street, Newtown |
Black Locust (Robinia pseudoacacia) |
Poor form, vehicle impact damage and significant obstruction to road access. |
|
12 August 2025 |
227 and 229 Sydenham Road, Marrickville |
2 x Tuckeroo tree (Cupaniopsis anacardioides) |
The tree is impacting private property which cannot be overcome without adversely affecting the tree's stability. The adjacent tree has an interdependent canopy, and its risk will increase due to poor structure. |
|
04 September 2025 |
23 Hampden Street, Ashfield |
Brush Box (Lophostemon confertus) |
The tree has caused significant damage to the surrounding infrastructure, which cannot be mitigated without adversely impacting the tree's stability. |
|
04 September 2025 |
Council land parcel at the rear of 25 Palace Street, Petersham |
Jacaranda tree (Jacaranda mimosifolia) |
The tree has caused significant damage to the adjacent private property, which cannot be overcome through reasonable or practical means. |
Question
Answer
Council uses consulting AQF5 Arborists on occasion, when further investigation is required using specialist equipment, or to assist with tree inspections when there is a peak in workload.
Council employees are AQF5 Arborists in tree assessment roles, who undergo the same training as the external consultants. Council has employed a University Qualified AQF8 Arborist to manage Public Trees. Council has the skill set and experience required to assess and manage public trees.
It is important to note that the decision to remove trees is not based solely on the condition of the tree, access, risk and inclusiveness are all relevant factors in meeting Council’s legal and legislative obligations. An external arborist will consider the tree however they are not obligated and may not consider all the legal and legislative requirements that Council must consider. Whilst assessment of the trees is highly important these other elements of the urban environment must also be considered.
Question
How does Council assess the health of a tree with a size index of 1000 or greater?
Answer
Council assesses the health and structure of all trees using the same process in accordance with Industry Best Practice. The biological and biomechanical functions of a tree are the same, regardless of size.
Question
How many times has Council made such assessments since 1 July 2024?
Answer
Councils Public Tree Team assessed 6,804 Customer requests from 1 July 2024 to 30 June 2025.
Question
How are those assessments recorded?
Answer
All customer requests are recorded in Council’s enquiry system. Prior to the Policy change of May 2025, the outcome of inspections relating to a tree were recorded and attached to an individual customer request. With the introduction of the Policy Council is now transitioning to a customised and digitised tree management system.
Question
When was the first decision made to remove the tree at 54 Thornley Street, and is there a written record of this decision?
Answer
The decision to remove the tree was initially flagged on 22 March 2025 by the Public Trees Coordinator. The Inner West Council Civil team confirmed they could not restore a safe footway on 22 April 2025. The decision was recorded against customer request.
Question
Answer
The following table provides a chronology of inspections of the tree and or footpath.
|
Date |
Event |
Action |
|
2018 |
Civil review and site development. |
Concrete footway removed and Asphalt footway first installed. |
|
31 May 2019 |
Request: Limb failed from tree onto residents’ fence and across pathway |
Limb removed |
|
16 November 2023 |
Request: Large fallen limb. Property damage blocking footway and driveway access |
Limb removed. Works order completed in system 29 November 2025 |
|
29 November 2023 |
Request: Limb fell taking down powerlines and blocking footway claims the tree is hazardous and placing Council on notice |
Refers Limb failed on 16 November 2023. |
|
4 December 2023 |
Response to CRM received on 29 November |
Reduction pruning undertaken to try and limit the number of failures. Limited success with this approach. |
|
December 2024 |
Phone call during weather event. Large limb failed. |
Inspection by Coordinator Public Trees found large limb cut up and piled under the tree consistent with SES methodology. Council removed debris. |
|
16 December 2024 |
Request received regarding footpath Prams can't go easily pass because of the roots, trip hazard to all, especially elderly people. |
Inspection of the tree queued. |
|
17 March 2025 |
Inspection of tree relating to December 2024 Customer request |
Council Public Trees Coordinator inspected the tree to confirm that removal was required. |
|
31 March 2025 |
Works programming |
Workorder created to remove the tree subject to Civil Works inspection. |
|
22 April 2025 |
Civil Works Inspection confirming the footway could not be safely restored to due to the position of the tree roots |
Works programmed and packaged for quotation in April 2025. |
Question
Does Council have a record of any complaints about the footpath immediately adjacent to the Tree at 54 Thornley Street, beyond the 2 that Michael Tay refers in his Inspection Report dated 30 July 2025?
Answer
One footpath request received 16 December 2024.
Question
What is the risk posed to pedestrians at 54 Thornley Street in the foreseeable future to which Mr. Tay refers to in his report from 30 July?
Answer
The risk identified to pedestrians is High (see previously provided briefing note for further information).
Question
What is the basis of Mr. Tay’s opinion that there are no practical remedial options to reinstate the Footpath at 54 Thornley Street to a conforming level and width?
Answer
The basis of the opinion by Coordinator Public Trees is based on a range of factors based on experience and arboricultural knowledge, as well as the advice from the Civil inspection. Key considerations include:
· The level of interaction,
· Proximity of from gate,
· Extent of tree roots and that they are raised within the footway,
· The extended root crown,
· The height required to build a suspended walkway
· Performance of past remedial options
The Public Trees Manager reviewed this and formed the same opinion based on a collaborative discussion with Civil design and Traffic engineers, on the feasibility of the options in both footway and road that proved unfeasible when considering tree, pedestrians and traffic considerations.
Question
Why does Council consider that it is not possible to repair the Adjacent Footpath using materials similar to those used at 14 Thornley Street?
Answer
At 14 Thornley Street the option to install porous paving, softfall or other similar products was possible. It is acknowledged that this option is not recommended as:
· The roots of the tree and the root crown are at or above the footway surface.
· To install these options would require some excavation which would damage/sever tree roots and root crown within the trees structural root zone, compromising the trees structural stability.
The installation of materials similar to 14 Thornley would not achieve the required 1.2m footpath width required or would require severing of the trees root crown and tree roots compromising the tree and creating a foreseeable risk of whole tree failure. This would not be in accordance with industry best practice nor the Australian Standard AS4970-2009 and is not defensible in the event of an incident.
Question
Were any requests made to Council during the period 1 January 2025 and 5 June 2025 to remove the Tree at 54 Thornley Street either in writing or otherwise which are not recorded in Council’s CMR? If so, please provide details.
Answer
No.
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Question on Notice: Callan Park
From: Councillor Ismet Tastan
Comment by the General Manager:
Answers to the questions will be provided at the Ordinary Council meeting in October 2025.
Questions relating to Callan Park Buildings - Repatriation Ward B - currently flagged as a potential location for a clubhouse for Balmain District Football Club (BDFC).
Question
Does Inner West Council have a licence to occupy Repatriation Ward B?
Question
How much funding has Council identified is required to fund renovations and upgrades of Repatriation Ward B and if so, where did/will this come from? Are there specific conditions imposed on providing this funding?
Question
Has it been decided who will be responsible for the renovation - Greater Sydney Parklands Trust/ BDFC/ Inner West Council?
Question
Does Council have a licence to occupy other buildings within Callan Park and if yes - which ones?
Question
Has Council had to fund repairs on other buildings it occupies under licence in Callan Park and if so, what was the purpose and cost of these?
Callan Park Sporting Fields
Could you please provide the following (separately per field ) :
Question
What sporting groups use the fields at Callan Park?
Question
What months do the different sporting groups play?
Question
What days and hours do sporting groups play and train?
Question
What fees are paid to Council for these grounds by each club?
Question
What expenses does Council incur per financial year in maintaining these fields?
Question
What turf does Council use on these fields?
General questions
Question
Is each field maintained to a standard that is “fit for purpose” for each sport? How does Council define “fit for purpose” ?
Question
Are there any plans to increase fees in the next two years?
Nil.
|
|
Council Meeting 23 September 2025 |
Subject: Together2: Social Enterprise Cafe for disability employment
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
Prepared By: Adele Pittaway - Community Wellbeing Manager
Authorised By: Ruth Callaghan - Director Community
|
RECOMMENDATION
That Council receive and note the report.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
4: Healthy, resilient and caring communities |
|
|
EXECUTIVE SUMMARY
The CEO of Together2, formally known as the Rozelle Neighbourhood Centre, approached Council staff in late 2024 with a request that Council contribute to capital works to convert a space in its building at 756 Darling St Rozelle (which it rents from the Uniting Church) to establish a social enterprise café aimed at providing training, work experience and potential employment for young people with disabilities. Council then resolved that consultations commence with Together2 and Council staff on the potential for a joint project and consideration of what the capital costs might be.
Based on information and quotes provided by Together2 to Council staff during 2025, the organisation is seeking $472,986 as a “one-off capital investment” for the project. While the concept is supported and several meetings seeking further information have been held, the scope of the works needs to be more clearly defined before Council can commit to significant funding to a building that it does not own. As the attachments to this report indicate, the information provided to date includes the proposed floor plan, architectural drawings and material finishes (furniture, cabinetry etc).
Council’s Major Projects team have indicated that to effectively assess the extent of the project, including quantification of project costs, further information would be required such as a report on the building’s condition, survey, hazmat report etc and other due diligence in relation to the structure of the building. Council could offer to Together2 that building project experts from the Major Projects team could be made available for a walk through of the building and assistance in identifying next steps.
BACKGROUND
At the Council meeting held on 22 October 2024, Council resolved the following:
That Council consult with Together2 about joint project with Council to fit out and establish a social enterprise cafe at the Together2 premises to provide training and employment opportunities for local young people living with disability, and table a report for the December Ordinary Council meeting on how the partnership could be structured and what the capital costs of the project might be.
A report was received and noted
by Council on 3 December 2024. The report detailed that
the Director Community met with the Together2 CEO and project staff on 20
November 2024 to discuss the social enterprise café and requested
further detail in relation to the project scope and financial costs.
On 4 March 2025 a meeting was held between Together2 leadership and senior Council staff to discuss the capacity for funding the social enterprise café given that Council does not own the premises and there is no current budget allocation. Since then there have been several meetings and email discussions but staff do not yet have the detail required to do a full assessment of the proposal.
DISCUSSION
Together2 (formerly the Rozelle Neighbourhood Centre) fosters inclusivity and celebrates diversity through work with community including older people, young people and those living with disabilities. Together2 state that the proposed social enterprise will “provide employment and training pathways for individuals with disabilities and those facing workforce participation barriers” in addition to serving as “a welcoming ’third space’ where informal and intentional social interactions thrive”. Council is supportive of this community development approach.
During the meeting on 4 March 2025, Together2 were advised by staff that funding was not available to cover the costs indicated in the quotes provided to that date (up to $450,000). An email sent following the meeting asked for detailed information on; what aspects of the social enterprise Council could Council support financially or otherwise, what referral pathways could be established to ensure benefit to the wider local government area and the funding required for capital works to the building.
On 7 April 2025 (see attached document of that date) Together2 confirmed a request “seeking a one-off capital investment of $472,986 from Council to support the establishment of a fully compliant and accessible social enterprise café at 756 Darling Street, Rozelle.”
Ongoing discussions are required to assess the project and the size of any potential investment by Council including a more detailed scope of the proposed structural works to the building. Staff from Council’s major projects area with the relevant expertise could assist with this by providing expert guidance on next steps to Together2.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Revitalising Rozelle Neighbourhood Centre - SEC Proposal IWC |
|
2.⇩ |
Proposed Interior Fit-out Design Concept V2.0 |
|
3.⇩ |
WD-200A-Proposed Plan |
|
ROZELLE - Quote Summary (12.06.2024) - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
Quotation - Rozelle Neighbourhood Centre - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
AGC Quote - Commercial. Rozelle Neighbourhood Centre - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
Council Meeting 23 September 2025 |
Subject: Domestic Violence Hubs
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
Prepared By: Adele Pittaway - Community Wellbeing Manager
Authorised By: Ruth Callaghan - Director Community
|
RECOMMENDATION
That Council endorse the trial of a Domestic Violence Hub as set out in the confidential report and that a report on the outcomes of the trial be provided to Council by December 2026.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
4: Healthy, resilient and caring communities |
|
|
DISCUSSION
Council will move into closed session to deal with the Domestic Violence Hubs, for information which is classified as confidential under section 10A(2)(f) of the Local Government Act 1993) contains matters affecting the security of the council, councillors, council staff or council property
Pursuant to section 10A(2), 10(2) and 10A(3) of the Local Government Act 1993, the media and public will be excluded from the meeting on the basis that the business to be considered is classified as confidential under Section 10A(2)(f) of the Local Government Act 1993.
|
Confidential Report - Domestic Violence Hubs - Confidential This attachment is confidential in accordance to matters affecting the security of the council, councillors, council staff or council property (Section 10A(2)(f) of the Local Government Act 1993). |
|
|
Council Meeting 23 September 2025 |
Subject: Lambert Park Sporting Ground - APIA Lease Conditions
Council at its meeting on 19 August 2025 resolved that the matter be deferred to the meeting to be held on 23 September 2025.
Prepared By: Scott Mullen - Strategic Investments & Property Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council adopt the recommendations contained in Confidential Attachment 1.
|
DISCUSSION
Council will move into a closed session to deal with the Lambert Park Sporting Ground - APIA Lease Conditions, as the information is classified as confidential under section 10A(2)(c) of the Local Government Act 1993. The matter is deemed confidential, as the matter is commercial information of a confidential nature, that would if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business and if disclosed confer a commercial advantage on a competitor of the council.
Pursuant to section 10A(2), 10(2) and 10A(3) of the Local Government Act 1993, the media and public will be excluded from the meeting on the basis the business to be considered is classified as confidential under section 10A(2)(c) of the Local Government Act 1993.
|
Confidential Report - Lambert Park Sporting Ground - Apia Lease Conditions - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
Council Meeting 23 September 2025 |
Subject: Public Exhibition - Voluntary Planning Agreement - 67-75 Lords Road, Leichhardt
Prepared By: Scott Mullen - Strategic Investments & Property Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council adopt the recommendations contained in Confidential Attachment 1.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport |
|
|
DISCUSSION
Council will move into a closed session to deal with the Public Exhibition - Voluntary Planning Agreement - 67-75 Lords Road, Leichhardt, as the information is classified as confidential under section 10A(2)(c) of the Local Government Act 1993. The matter is deemed confidential, as the matter is commercial information of a confidential nature, that would if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business and if disclosed confer a commercial advantage on a competitor of the council.
Pursuant to section 10A(2), 10(2) and 10A(3) of the Local Government Act 1993, the media and public will be excluded from the meeting on the basis the business to be considered is classified as confidential under section 10A(2)(c) of the Local Government Act 1993.
|
Confidential Report - Public Exhibition - Voluntary Planning Agreement - 67-75 Lords Road, Leichhardt - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
VPA - 75 Lords Road - Planning Agreement - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
VPA - 75 Lords Road - Linear Park Design Package - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
VPA - 75 Lords Road - Landscape Concept Plan - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
VPA - 75 Lords Road - Explanatory Note - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
Council Meeting 23 September 2025 |
Subject: Quarterly Strategic Investment Property Report
Prepared By: Scott Mullen - Strategic Investments & Property Manager
Authorised By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council receive and note the report.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
EXECUTIVE SUMMARY
This report provides Council with a quarterly update on the financial and operational performance of its commercial property investments in Liverpool and Warrawong.
For the quarter ending 30 June 2025, the combined net income from these properties totalled $1,219,709, with strong occupancy rates.
BACKGROUND
Council previously held investment properties at Tempe Lands, which were acquired by Transport for New South Wales (TfNSW) for the Sydney Gateway Project in March 2020 through a compulsory process by agreement.
In 2021, Council engaged Ernst & Young (EY) to conduct a comprehensive review of the existing property portfolio and to assist in the development of a Real Estate Investment Strategy. The strategy adopted provides a structured framework and clear criteria for acquiring replacement investment properties, ensuring that future purchases are aligned with the previous rental revenue generated by the acquired lands.
The acquisition of investment properties located in Liverpool and Warrawong was approved at Special Council Meetings held in November 2022 and April 2023, respectively.
DISCUSSION
203 NORTHUMBERLAND STREET LIVERPOOL
Financial Performance
A summary of the financial performance of the property is provided below:
Revenue
The total revenue amounts to $3,727,815, compared to a budgeted figure of $3,503,291, resulting in a favourable variance of $224,524 (6.4%). Revenue is reported on a year-to-date accrual basis, covering the period from 1 July 2024 to 30 June 2025.
The favourable revenue variance is primarily attributed to increased office leasing activity:
· Suite 501, initially budgeted as vacant, is now leased to Neami.
· Suites 502 and 503, also budgeted as vacant, have been leased to STARTTS.
· Suite 504, originally forecast to be vacant, has had its lease renewed with Credit Repair.
Expenses
The total building expenses, encompassing operating expenditure, direct recoveries, and owner expenditure, amounted to $690,357 against a budget of $625,897. This represents an unfavourable variance of $64,460 (10.30%).
The increase in expenditure is primarily attributable to the payment of the STARTTS leasing fee to Knight Frank, totalling $43,532.
Financial Balance
The balance exceeded budget expectations, resulting in a favourable variance of $160,064, or 5.56%.
Capital Works
The planned capital budget for FY 2025/26 is $433,500.
Recent property activities included comprehensive audits of mechanical systems, building inspections, and external façade assessments, with repair works as required being planned. Planned works also cover the rear car park and entrance areas.
The overall ten-year capital budget for the property, as detailed in the EY Due Diligence Analysis at time of purchase, has been incorporated into Council’s Long Term Financial Plan.
67 KING STREET WARRAWONG
The property offers a total Net Lettable Area (NLA) of 5,224.00 square metres. All 5,224.00 square metres (representing 100%) have been successfully leased, with no unleased areas currently available.
Monthly Holdovers is 2,479.50 sqm (47.46%). This relates to Helius Pathology and ISLHD. Both tenants have exercised their lease options to extend their lease term.
Financial Performance
A summary of the financial performance of the property is provided below:
|
|
Full Year |
||
|
Account |
Forecast |
Budget |
$Var |
|
Revenue |
1,988,770.56 |
1,990,201.06 |
-1,430.50 |
|
Operating Expenditure |
468,183.06 |
490,322.00 |
22,138.94 |
|
Direct Recoveries |
7,771.00 |
- |
-7,771.00 |
|
Net Operating Profit (Loss) |
1,512,816.50 |
1,499,879.06 |
12,937.44 |
|
Owner Expenditure |
630.00 |
- |
-630.00 |
|
Net Profit / (Loss) |
1,512,186.50 |
1,499,879.06 |
12,307.44 |
Revenue
The total revenue amounts to $1,988,771, compared to a budgeted figure of $1,990,201, resulting in an unfavourable minor variance of $1,431 (0.07%). Revenue is reported on a year-to-date accrual basis, covering the period from 1 July 2024 to 30 June 2025.
Expenses
The total building expenses, including operating expenditure, direct recoveries, and owner expenditure, amounted to $476,584 compared with a budget of $490,322. This reflects a variance of $13,738 (2.80%).
Financial Balance
The financial balance exceeded budget expectations, resulting in a favourable variance of $12,307, or 0.82%.
Capital Works
The planned capital budget for FY 2025/26 is $491,875.
Recent works for the property included planning for carpark resurfacing, repair of a block wall, some exterior painting, and drainage improvements. Roof safety improvements continued.
The overall ten-year capital budget for the property, as detailed in the EY Due Diligence Analysis at time of purchase, has been incorporated into Council’s Long Term Financial Plan.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report, though financial performance of the properties has been included within the discussion of this report.
For the quarter ending 30 June 2025, the combined net income from these properties totalled $1,219,709.
Council will move into closed session to deal with the Quarterly Strategic Investment Property Report for additional information which is classified as confidential under Section 10A(2)(d)(c) of the Local Government Act 1993. The matter is deemed confidential, as the matter is commercial information of a confidential nature that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business.
Pursuant to section 10A(2), 10(2) and 10A(3) of the Local Government Act 1993, the media and public will be excluded from the meeting on the basis that the business to be considered is classified as confidential under section 10A(2)(d)(c) of the Local Government Act 1993.
|
Confidential Report - Quarterly Investment Property Report June 2025 - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business; AND commercial information of a confidential nature (Section 10A(2)(d)(i) of the Local Government Act 1993) that would, if disclosed prejudice the commercial position of the person who supplied it; AND commercial information of a confidential nature (Section 10A(2)(d)(ii) of the Local Government Act 1993) that would, if disclosed confer a commercial advantage on a competitor of the council. |
|
|
Council Meeting 23 September 2025 |
Subject: RFT 48-24 Stormwater Drainage Pit and Pipeline Condition Survey 2025
Prepared By: David Paton - Engineering Services Manager
Authorised By: Peter Shields - Director Engineering
|
RECOMMENDATION
That Council adopt the recommendations contained in Confidential Attachment 1.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
1: An ecologically sustainable Inner West 2: Liveable, connected neighbourhoods and transport |
|
|
DISCUSSION
In accordance with the Local Government Act 1993, on Wednesday 13 November 2024, Inner West Council invited tenders for RFT 48-24 Stormwater Drainage Pit and Pipeline Condition Survey 2025. The advertisement period closed on Thursday 5 December 2024.
Council will move into closed session to deal with the RFT 48-24 Stormwater Drainage Pit and Pipeline Condition Survey 2025 for information which is classified as confidential under Section 10A(2)(c) of the Local Government Act 1993 and section 10A(2)(d)(i) (of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business AND that would, if disclosed prejudice the commercial position of the person who supplied it.
Pursuant to section 10A(2), 10(2) and 10A(3) of the Local Government Act 1993, the media and public will be excluded from the meeting on the basis that the business to be considered is classified as confidential under Section 10A(2)(c) and section 10A(2)(d)(i) of the Local Government Act 1993.
|
Confidential Report - RFT 48-24 Stormwater Drainage Pit and Pipeline Condition Survey 2025 - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business; AND commercial information of a confidential nature (Section 10A(2)(d)(i) of the Local Government Act 1993) that would, if disclosed prejudice the commercial position of the person who supplied it. |
|
|
RFT 48-24 Stormwater Audit Tender Evaluation Report - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business; AND commercial information of a confidential nature (Section 10A(2)(d)(i) of the Local Government Act 1993) that would, if disclosed prejudice the commercial position of the person who supplied it. |
|
|
Council Meeting 23 September 2025 |
Subject: Renewal of Microsoft Enterprise Agreement
Prepared By: Darren Morris - Chief Information Officer and Steven Thompson - IT Business Solutions Manager
Authorised By: Sharon Bowman - Director Corporate
|
RECOMMENDATION
That Council adopt the recommendation contained in the Confidential Attachment 1.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
DISCUSSION
Council will move into a closed session to deal with Renewal of Microsoft Enterprise Agreement, as the information is classified as confidential under section 10A(2)(c) of the Local Government Act 1993. The matter is deemed confidential, as the matter is commercial information of a confidential nature, that would if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business and if disclosed confer a commercial advantage on a competitor of the council.
Pursuant to section 10A(2), 10(2) and 10A(3) of the Local Government Act 1993, the media and public will be excluded from the meeting on the basis the business to be considered is classified as confidential under section 10A(2)(c) of the Local Government Act 1993.
|
Confidential Report - Renewal of Microsoft Enterprise Agreement - Confidential This attachment is confidential in accordance to information (Section 10A(2)(c) of the Local Government Act 1993) that would, if disclosed, confer a commercial advantage on a person with whom the council is conducting (or proposes to conduct) business. |
|
|
Council Meeting 23 September 2025 |
Subject: Appointment of Independent Audit, Risk and Improvement Committee (ARIC) Member, Minutes and ARIC Annual Report 2024-25
Prepared By: Julian Sakarai - Senior Manager Governance and Risk
Authorised By: Sharon Bowman - Director Corporate
|
RECOMMENDATION
1. That Council receive the minutes and adopt the recommendations of the Audit, Risk and Improvement Committee meeting held on 27 August 2025.
2. That Council adopt the recommendations contained in Confidential Attachment Appointment of Independent Member to Audit, Risk and Improvement Committee.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
The draft confirmed minutes of the Audit, Risk and Improvement Committee (ARIC) meeting held on 27 August 2025 are attached for Council’s consideration, including the draft ARIC Annual Report 2024-25.
A Confidential report is also provided in relation to the appointment of an Independent Member to the ARIC.
DISCUSSION
ARIC minutes and ARIC Annual Report 2024-25
The ARIC Terms of Reference require copies of the minutes of ARIC to be provided to Council. The draft confirmed minutes of the ARIC meeting held on 27 August 2025 are attached for Council’s consideration.
The minutes reflect ARIC’s approval of the draft ARIC Annual Report 2024-25. The ARIC annual reports are aligned to a financial year reporting timetable, consistent with Office of Local Government Guidelines on Risk Management and Internal Audit and with Council’s broader annual and financial reporting requirements.
ARIC Independent Member Appointment
At the Council Meeting held on 3 September 2024, Council resolved to increase the number of independent members on its ARIC to three. On 18 February 2025 Council considered and appointed two Independent Members. The attached confidential Attachment 1 makes a recommendation in respect of a final Independent Member appointment to fill the remaining vacancy.
Council will move into closed session to deal with the appointment of the ARIC independent Member, which is classified as confidential under section 10A(2)(a) of the Local Government Act 1993. The matter is deemed confidential, as it contains personnel matters concerning particular individuals (other than Councillors).
Pursuant to section 10A(3) of the Local Government Act 1993, the media and public will be excluded from the meeting on the basis that the business to be considered is classified as confidential under section 10A(2)(a) of the Local Government Act 1993.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Draft Minutes of Audit, Risk and Improvement Committee meeting 27 August 2025 |
|
2.⇩ |
Draft ARIC Annual Report 2024-25 |
|
Confidential Report - Appointment of Independent Member to Audit, Risk and Improvement Committee - Confidential This attachment is confidential in accordance to personnel matters concerning particular individuals (other than councillors) (Section 10A(2)(a) of the Local Government Act 1993). |
|
|
Independent Member CV - Confidential This attachment is confidential in accordance to personnel matters concerning particular individuals (other than councillors) (Section 10A(2)(a) of the Local Government Act 1993). |
