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AGENDA R |
Council Meeting
TUESDAY 9 DECEMBER 2025
6:30 PM
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Council Meeting 9 December 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.
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Council Meeting 9 December 2025 |
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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 18 November 2025 Council 7
8 Public Forum – Hearing from All Registered Speakers
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
C1225(1) Item 1 Local Transport Forum Terms of Reference and 2025 Authorisation and Delegation Instrument 39
C1225(1) Item 2 Membership of Catchment Groups 61
C1225(1) Item 3 FOGO For Inner West Early Learning Centres 67
C1225(1) Item 4 Carbon Neutral Update 71
C1225(1) Item 5 Update Report - Engagement Program for the Inner West Sustainability Hub 76
C1225(1) Item 6 Sustainable Procurement Working Group Update 81
C1225(1) Item 7 Local Transport Forum Meeting - 17 November 2025 85
C1225(1) Item 8 Community survey on preferences for future street design 103
C1225(1) Item 9 Cleaning Up Our laneways - Optimised Service Levels 106
C1225(1) Item 10 Remembering Carla Stacey AO 111
C1225(1) Item 11 Public Exhibition - Wicks Park - Draft Plan of Management 114
C1225(1) Item 12 Lackey Street Summer Hill Improvements - Project Update 201
C1225(1) Item 13 Inner West Pride Walk Update 205
C1225(1) Item 14 Bringing Mardi Gras to the Inner West 210
C1225(1) Item 15 Town Hall Festivals Update 214
C1225(1) Item 16 General Revenue, Debt Recovery and Hardship Policy 224
C1225(1) Item 17 Current and proposed support for Inner West Tech + Start Up 246
C1225(1) Item 18 Customer Experience Update 249
C1225(1) Item 19 Post Exhibition - Code of Meeting Practice 255
C1225(1) Item 20 2026 Ordinary Council Meeting Schedule and Major Capital Projects Committee Schedule 309
C1225(1) Item 21 Local Government Remuneration Tribunal 2026 Annual Review 312
12 Reports for Noting
ITEM Page
C1225(1) Item 22 Financially Sustainable Service Delivery Program Update 319
C1225(1) Item 23 Major Residential Development Panel and Housing Delivery - Quarterly Update 322
C1225(1) Item 24 Customer Service in Development Assessments - Outcomes of post DA survey 331
C1225(1) Item 25 Tourism Action Plan Bi-Monthly Report 336
C1225(1) Item 26 Inner West Precinct - State-Led Rezoning Proposal for Parramatta Road Corridor 342
C1225(1) Item 27 Resource Recovery and Social Housing update for last six months 345
C1225(1) Item 28 Mandatory Reporting to Council of Reports Received from Fire & Rescue NSW for 4 Properties 348
C1225(1) Item 29 Cooks River fishing signage and disposal bins 368
C1225(1) Item 30 Leichhardt Park Aquatic Centre Upgrade - Monthly Project Update 372
C1225(1) Item 31 Leichhardt Oval Refurbishment - Monthly Project Update 376
C1225(1) Item 32 GreenWay - Bushcare and maintenance, signage and public art 380
C1225(1) Item 33 Loyalty Square Improvement Works - Memorial Walls 385
C1225(1) Item 34 Tempe Reserve - Future Use of the Former Jets Club Area 393
C1225(1) Item 35 Disability employment in Council update 397
C1225(1) Item 36 Statistical Report on Code of Conduct Complaints 1 September 2024 to 31 August 2025 402
C1225(1) Item 37 Council At Your Door Update 406
13 Notices of Motion
ITEM Page
C1225(1) Item 38 Notice of Motion: Marrickville Library Multi-function Tables 409
C1225(1) Item 39 Notice of Motion: Summer Heat Survey 411
C1225(1) Item 40 Notice of Motion: Marrickville Squadron 90 Year Anniversary 412
C1225(1) Item 41 Notice of Motion: Heatwave Response Plan 414
C1225(1) Item 42 Notice of Motion: Rising Tide 416
C1225(1) Item 43 Notice of Motion: Plans of Management 417
C1225(1) Item 44 Notice of Motion: Supporting Residents with Information on Rate Postponement Options 418
C1225(1) Item 45 Notice of Motion: Blueprint for Equity 419
C1225(1) Item 46 Notice of Motion: Cooks River Sheet Metal Piling 421
C1225(1) Item 47 Notice of Motion: Terry Street, Belmore Street And Belmore Lane, Tempe 423
C1225(1) Item 48 Notice of Motion: Ashfield Aquatic Centre - Summer Spruce 425
C1225(1) Item 49 Notice of Motion: Pickleball Courts in Balmain Ward 426
C1225(1) Item 50 Notice of Motion: TfNSW Tree Mortality Land Bridge Rozelle Parklands 427
C1225(1) Item 51 Notice of Motion: Coordination of the King Street SEP with City of Sydney 428
C1225(1) Item 52 Notice of Motion: Supporting Local Community Groups Through Return and Earn Recycling at Inner West Major Events & Venues 430
C1225(1) Item 53 Notice of Motion: H5 Bird Flu 432
C1225(1) Item 54 Notice of Motion: Updated Recreation Needs Study 434
C1225(1) Item 55 Notice of Motion: Callan Park Tidal Pool 436
C1225(1) Item 56 Notice of Motion: Christmas at the Women’s Community Shelter Inner West Project 437
14 Questions From Councillors
ITEM Page
C1225(1) Item 57 Question on Notice: Early Childhood Education and Care 438
15 Reports with Confidential Information
Reports appearing in this section of the Business Paper contain confidential information in attachments.
The confidential information has been circulated separately.
ITEM Page
C1225(1) Item 58 67-75 Lords Road, Leichhardt - Dedication of Open Space 439
C1225(1) Item 59 Sale of Bignell Lane, Annandale 440
C1225(1) Item 60 Marrickville Town Hall - Basement Use EOI 441
C1225(1) Item 61 RFT 35-25 Callan Park Tidal Baths Design & Construct Contract 443
C1225(1) Item 62 Domestic Waste Collection Service Harmonisation 444
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Council Meeting 9 December 2025 |
Minutes of Ordinary Council Meeting held on 18 November 2025 at Ashfield Service Centre
Meeting commenced at 6.30pm
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Present: |
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Chloe Smith Izabella Antoniou Liz Atkins Olivia Barlow Andrew Blake Jo Carlisle Vicki Clay Jessica D’Arienzo Kerrie Fergusson Mat Howard Victor Macri Philippa Scott Ismet Tastan Simone Plummer |
Deputy Mayor (Chairperson) Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor Councillor General Manager Director Planning |
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Ruth Callaghan |
Director Community |
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Sharon Bowman Peter Shields Ryann Midei Matthew Pearce |
Director Corporate Director Engineering Director Property and Major Projects General Counsel |
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George Georgakis Chris Sleiman Daniel East Scott Mullen Katherine Paixao Carmelina Giannini |
Administration Manager Chief Financial Officer Senior Manager Strategic Planning Strategic Investment and Property Manager Business Paper Coordinator Executive Assistant to the Director Community |
APOLOGIES AND REQUEST FOR REMOTE PARTICIPATION:
Motion: (Scott/Howard)
That apologies from The Mayor, Councillor Byrne and Councillor Raciti be accepted.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan
Against Motion: Nil
DISCLOSURES OF INTEREST:
Councillor Barlow declared a non-significant, non-pecuniary interest in Item 9 - Local Transport Forum Meeting - 20 October 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 Transport Forum. She will remain in the meeting during discussion and voting on the matter as the vote is exercised through a representative.
Councillor Howard declared a non-significant, non-pecuniary interest in Item 34 - Notice of Motion: Bringing Mardi Gras to the Inner West as his spouse is the co-chair of the voluntary board of Sydney Gay and Lesbian Mardi Gras. To avoid any perception of conflict he will leave the meeting during discussion and voting on the matter.
Councillor Scott declared a significant, pecuniary interest in Item 38 - 67-75 Lords Road, Leichhardt - Dedication of Open Space as the development site at Lords Road is adjacent to her residence. She will leave the meeting during discussion and voting on the matter.
The Deputy Mayor, Councillor Smith declared a non-significant, non-pecuniary interest in Item 9 - Local Transport Forum Meeting - 20 October 2025 as Item 7 of the Local Transport Forum proposes a raised pedestrian crossing which is approximately 300 metres away from her place of residence. She believes this to be a non-significant, non-pecuniary interest and as such she will remain in the meeting for the duration and voting on this matter.
CONFIRMATION OF MINUTES
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That the Minutes of the Council held on Tuesday, 28 October 2025 be confirmed as a correct record.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, 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.
Procedural Motion (Howard/Atkins)
That Council Suspend Standing Orders to bring forward the following items to be dealt with at this time:
1. Item 7 - Public Exhibition - Jarvie Park - Draft Plan of Management and Masterplan
2. Item 8 - Public Exhibition - Weed Management Policy
3. Item 9 - Local Transport Forum Meeting - 20 October 2025
4. Item 13 - Pratten Park Masterplan Advisory Committee
5. Item 15 - Investment Report at 31 October 2025
6. Item 18 - Leichhardt Wharf and Pontoon Update
7. Item 20 - Youth Voice Summit
8. Item 22 - 2024-2025 Pecuniary Interest Returns and Updated Return
9. Item 23 - Notice of Motion: Waterloo Street Rozelle
10. Item 24 - Notice of Motion: Sustainable procurement for major projects
11. Item 26 - Notice of Motion: Sydenham Station Mural
12. Item 27 - Notice of Motion: Road Safety on Richardson’s Crescent, Marrickville
13. Item 28 - Notice of Motion: Camperdown Park – Shaded Seating
14. Item 31 - Notice of Motion: 2026 Integrated Transport Strategy Consultation
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, 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 7 - Public Exhibition - Jarvie Park - Draft Plan of Management and Masterplan
2. Item 8 - Public Exhibition - Weed Management Policy
3. Item 9 - Local Transport Forum Meeting - 20 October 2025
4. Item 13 - Pratten Park Masterplan Advisory Committee
5. Item 15 - Investment Report at 31 October 2025
6. Item 18 - Leichhardt Wharf and Pontoon Update
7. Item 20 - Youth Voice Summit
8. Item 22 - 2024-2025 Pecuniary Interest Returns and Updated Return
9. Item 23 - Notice of Motion: Waterloo Street Rozelle
10. Item 24 - Notice of Motion: Sustainable procurement for major projects
11. Item 26 - Notice of Motion: Sydenham Station Mural
12. Item 27 - Notice of Motion: Road Safety on Richardson’s Crescent, Marrickville
13. Item 28 - Notice of Motion: Camperdown Park – Shaded Seating
14. Item 31 - Notice of Motion: 2026 Integrated Transport Strategy Consultation
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan
Against Motion: Nil
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1. That Council publicly exhibit and receive feedback on the draft Weed Management Policy, as appended to this report, for a period no less than 28 days.
2. That following the conclusion of the exhibition period, the draft Weed Management Policy be brought back to Council for consideration for adoption.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. That Council endorse the roles and responsibilities of the Pratten Park Masterplan Advisory Committee as highlighted in the report.
2. That Council endorse the proposed membership of the Pratten Park Masterplan Advisory Committee to include: a) All Ward Councillors; b) Pratten Park Bowling Club (1 member plus 1 alternate); c) Canterbury and District Football Association (1 member plus 1 alternate); d) Ashfield Pirates Football Club (1 member plus 1 alternate); e) Western Suburbs Lawn Tennis Association (1 member plus 1 alternate); f) Western Suburbs District Cricket Club (1 member plus 1 alternate); g) Ashfield and District Historical Society (1 member plus 1 alternate); and h) A member of the Access Local Democracy Group (1 member plus 1 alternate).
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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That Council receive and note the report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil
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That Council receive and note the report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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That Council receive and note the report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. That Council notes that residents of Waterloo Street, Rozelle, and surrounding streets have been dealing with significant impacts from state infrastructure projects like Westconnex for many years.
2. That Council notes that the Rozelle Village development has begun, which will bring significant additional truck movements to Waterloo Street until at least February 2028.
3. That Council pursues all options for traffic and construction management to minimise traffic along Waterloo St and the impact on residents throughout the project including a review of the traffic management plan now that the site is operational.
4. That Council ensure compliance and that workers and contractors are not using Waterloo Street or surrounding streets for parking.
5. That Council writes to Transport for NSW to advocate for: a) Extended DA hours for the Victoria Road access beyond the current 10am-3pm restriction to enable reduced truck movements on Waterloo Street; b) Further consideration of the use of the Victoria Road footpath to better enable access to the site from Victoria Road and reduce truck movements on Waterloo Street; and c) Exploration of other options which will enable medium and heavy vehicles such as concrete trucks to access the site via Victoria Road for extended hours beyond 10am – 3pm.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. That Council note that Sydenham Station is a key multimodal transport hub and one of the major gateways to the Inner West, connecting train, metro, bus, cycling and pedestrian networks, and serving as an important arrival point for residents, workers and visitors.
2. That Council acknowledge the significant upgrades delivered through the Sydney Metro City & Southwest project, which have improved accessibility, safety and connectivity at Sydenham Station.
3. That Council recognise the opportunity to enhance Sydenham Station’s role as a gateway to the Inner West through public art that reflects the area’s creativity, diversity and community spirit.
4. That Council request that Council officers seek funding and partnership opportunities with Transport for NSW, Sydney Trains, Sydney Metro or other relevant state agencies to deliver a mural (or series of murals) on either side of Sydenham Station.
5. That Council receive a report via Councillor Briefing Note by March 2026 outlining: a) outcomes of any funding and partnership discussions; b) feasible locations for mural installation; and c) potential inclusion in Council’s Perfect Match Program, in relation to Resolution C1025(1) Clause 7 (Sydenham Road Strategy) agreed at the 28 October 2025 Council meeting.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. 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.
2. That Council note and recommit to resolution C0325(1) made at the 11 March 2025 meeting that states: “That Council, as part of updating key planning instruments and policies, including Council’s Development Control Plan (DCP) and design guidelines, incorporate measures that improve waste management for residents of future multi-unit dwellings. These measures should include, but not be limited to opportunities to provide infrastructure and guidelines to make FOGO and sustainable waste collection more accessible and updated guidelines around adequate space both within buildings and for on-street bin collection, recognising diversified waste streams for FOGO, recycling and landfill.”
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. That Council receive a report back to the December 2025 Meeting with a detailed recommendation including the specific actions Council would undertake to become Carbon Neutral and opportunities to review Council’s offset investments in future.
2. That additional information to further potential carbon reduction methods with a focus on council lead or local projects in order to minimise the ongoing reliance on offsets within our Carbon Neutrality scheme as part of the Climate Strategy to be brought to Council in 2026.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. That Council endorse the Haberfield Roundtable Action Plan for delivery.
2. That a further report be provided for those actions that require a budget or resource allocation to the April 2026 Council meeting and include an update of those actions that have been completed.
3. That Council include in this secondary report a review of the Haberfield Main Street revitalisation program submission for Haberfield from AshBiz submitted in September 2023.
4. That Council responds to AshBiz to update them on the submission and confirm what can be delivered through the roundtable action plan or main street revitalisation program following the secondary report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. That Council endorse the proposed Town Hall Open Day Festival schedule as outlined in the report.
2. That Council advertise and refer to the festivals as ‘new Town Hall Festivals’ moving forward.
3. That following the initial three festivals in May 2026, a report is tabled to Council reviewing the format, funding, attendance and other outcomes of each festival and scheduling considerations for the remaining town hall festivals.
4. That funding of $5,000 form part of the 2026/27 second quarter budget review.
5. That funding of $15,000 form part of the 2026/27 budget consideration.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. That Council approve the Love Your Club grant program for small registered clubs and that the Senior Manager Communications and Engagement develops a promotional plan for the Small Clubs Network and Love Your Club program in partnership with members.
2. That Council continues to review opportunities to engage with local small clubs who are not members of the Network.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
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1. That Council promote and advertise the availability of Dawn Fraser Baths for events to commence from December 2025.
2. That the promotion material includes weddings or corporate style events, community activations and celebrations, potential creative use and bookings for children’s birthday parties.
3. That availability for private events will not have any adverse impact upon the primary function of recreational use for the community, including water polo and winter swimmers.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
Procedural Motion (Howard/Carlisle)
That Council allow the Deputy Mayor, Clr Smith to speak for 2 additional minutes on Item 14.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan
Against Motion: Nil
Procedural Motion (Antoniou/Blake)
That Council allow Clr Atkins to speak for 1 additional minute on Item 14.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan
Against Motion: Nil
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C1125(1)
Item 17 Leichhardt Park Aquatic Centre
Upgrade - Monthly Project |
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1. That Council receive and note the report.
2. That Council note the following Stage 1 progress since the last report that: a) Major concrete works for the mushroom pool, splashpad, and plantroom plinths were completed, with earthworks advancing to integrate these additions; and b) The balance tank and electrical switchboard was installed, with preparations underway for pool toy installation.
3. That Council note the following Stage 2 progress since the last report: a) The select tender process has closed, and submissions are currently being evaluated.
4. That future recurrent reports on the Leichhardt Park Aquatic Centre Upgrade specify in the recommendations key actions and progress that has occurred since the last report.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
Councillor D'Arienzo left the Meeting at 7:50 pm.
Councillor D'Arienzo returned to the Meeting at 7:52 pm.
Procedural Motion (Smith/Blake)
That the meeting be adjourned for 10 minutes.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan
Against Motion: Nil
The meeting was adjourned at 7.53 pm
The meeting recommenced at 8.03 pm
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1. That Council provides a report from the Director of Engineering to the March 2026 meeting on ways Council can support Halloween celebrations across the Inner West in 2026, including: a) Keeping local streets safe by providing electronic speed signs across the LGA displaying the message “Slow down – it’s Trick or Treat!”; b) Creating an online “Inner West Halloween Guide” featuring Trick or Treat maps and community event listings and including access information for routes, event venues, and where otherwise appropriate; and c) Assisting community led street parties by providing advice on street closures, barrier collection, public liability insurance, best practices for accessibility and inclusivity, and waste management.
2. That Council continue to promote a sustainable and environment friendly approach to Halloween including: a) continue to educate the Inner West community not to use synthetic spiderwebs and other Halloween decorations, which can potentially endanger wildlife; b) continue to promote environmentally friendly, sustainable alternative decorations and ideas on their website, socials and in the community; and c) explore options to partner with local organisations like Reverse Garbage and the Sustainability Hub to expand the availability of environmentally friendly and sustainable Halloween workshops and events across each Council ward.
Motion Carried For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan Against Motion: Nil |
Councillor Howard left the Meeting at 8:17 pm as he declared a significant, pecuniary interest in Item 34 as his spouse is the co-chair of the voluntary board of Sydney Gay and Lesbian Mardi Gras.
Councillor Howard returned to the Meeting at 8:22 pm.
Procedural Motion (Carlisle/Howard)
That Council allow the Clr D’Arienzo to speak for 1 additional minute on Item 35.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan
Against Motion: Nil
Procedural Motion: (Howard/Atkins)
That Council enter into Confidential session.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Scott, Smith and Tastan
Against Motion: Nil
Councillor Scott left the Meeting at 8:35 pm as she declared a significant, pecuniary interest in Item 38 as the development site at Lords Road is adjacent to her residence.
Confidential Session
That in accordance with Section 10A(1) of the Local Government Act 1993, the following matter be considered in Closed Session of Council for the reason provided:
C1125(1) Item 38 67-75 Lords Road, Leichhardt - Dedication of Open Space (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.
resolutions passed during closed session
Motion: (Howard/Barlow)
That Council move back into the Open Session of the Council Meeting.
Motion Carried
For Motion: Crs Antoniou, Atkins, Barlow, Blake, Carlisle, Clay, D'Arienzo, Fergusson, Howard, Macri, Smith and Tastan
Against Motion: Nil
Absent: Cr Scott
Councillor Scott returned to the Meeting at 8:36 pm.
Meeting closed at 8.36pm.
Public Speakers:
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Item #
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Speaker |
Suburb |
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Item 6: |
Danielle Blakely |
Sydney |
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Item 14: |
Pip Hinman Tom Patterson Charles Bailey |
Newtown Newtown Leichhardt |
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Item 23: |
David Anderson Robyn Steele Oliver N Freeman |
Rozelle Rozelle Rozelle |
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Item 34: |
Tracie Miller |
Sydney |
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Item 35: |
Bronte Hughes |
Ashfield |
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Item 36: |
Justin Hill Laura Ryan Heather Davie Helen Hughes |
Marrickville Newtown Marrickville Summer Hill |
**Petition tabled by Clr Clay for Item 14 Camperdown Memorial Rest Park – Extension of Hire Agreement**
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Council Meeting 9 December 2025 |
Subject: Local Transport Forum Terms of Reference and 2025 Authorisation and Delegation Instrument
Council at its meeting on 28 October 2025 resolved that the matter be deferred.
Prepared By: Peter Shields - Director Engineering
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RECOMMENDATION
1. That Council adopt the revised Terms of reference for the Local Transport Forum.
2. That Council sub-delegate to the General Manager the functions delegated by Transport for NSW to Council in the “Authorisation and Delegation – Prescribed Traffic Control Devices and Regulation of Traffic”, as outlined in this report, and incorporate these sub-delegations in the Instrument of Delegation to the General Manager.
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STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
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2: Liveable, connected neighbourhoods and transport |
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EXECUTIVE SUMMARY
Transport for NSW has recently made changes in the governance and delegation framework for managing local traffic and transport matters within Council. The State Government has introduced a new authorisation and delegation process, renaming the Local Traffic Committee (LTC) to the Local Transport Forum (LTF) and updating its membership and operational procedures. The intention is to streamline decision-making, expedite approvals for local street management, and clarify the role of Council.
Given the changes, it is recommended that Council to adopt the revised Terms of Reference for the Local Transport Forum and to sub-delegate specific traffic management functions to the General Manager. These include approving operational traffic matters like temporary road closures, sign adjustments, and parking changes and allowing the approval of traffic facilities that are consistent with an approved concept or allowing minor modifications to traffic facilities where required to achieve compliance or address safety concerns.
The proposed changes are intended to allow Council to manage local streets more effectively, reduce delays, and provide clear escalation and review mechanisms.
BACKGROUND
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. The
intention of the changes is to expedite the approval process associated with the management
of local streets.
Key changes include:
· The Local Traffic Committee (LTC) is renamed Local Transport Forum (LTF).
· The formal members of the Local Transport Forum are representatives from each of Council, Transport, NSW Police, and the relevant State Member(s) of Parliament. This is consistent with the Local Traffic Committee.
· There will be no voting at the Local Transport Forum, but Forum members will be able to comment on proposals.
· Referral of items to the LTF would be mandatory for items regulating traffic for greater than 6 months or in instances where public transport is negatively impacted for greater than 24 hours.
· Other items such as parking changes or installation of pedestrian facilities can be referred to the LTF for technical advice.
· Councils may sub-delegate approval functions related to the management of traffic and parking to staff.
· 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 retains powers to reverse Council decisions in events of significant concern.
Currently, delegation has been provided to the General Manager (and their delegate) for the following operational traffic matters:
· Short term temporary road closure
· Works Zones
· Sign adjustment
· Line marking
· Warning Signs
· Australian Road Rules Signs
· Temporary Bus Zones
· Loading Zones
· Motorbike Parking
· Car Share Parking
· Disabled (Accessible) Parking
· Time Restricted parking (maximum 10 parking spaces)
DISCUSSION
Revised Terms of Reference have been provided in Attachment 1.
Delegation to the General Manager
A key intention of the making of the “Authorisation and Delegation – Prescribed Traffic Control Devices and Regulation of Traffic” (Delegation) is to empower Councils to manage streets more effectively. In the Delegation, Trasport for NSW has delegated to Council:
· The functions and powers of Transport for NSW under section 115(2) of the Roads Act 1993 to regulate traffic on a public road for purposes other than those set out in in that section.
· The power to establish and operate a special event parking scheme for a road under Part 8, Division 3 of the Road Transport (General) Regulation 2021.
The Delegation also explicitly allows for Council to sub-delegate these powers to the General Manager and other employees of Council.
On this basis, it is proposed that the following matters be sub-delegated to the General Manager and included as an additional delegation in the Instrument of Delegation to the General Manager. Council’s General Manager will in turn sub-delegate these functions to the Director Engineering and the Traffic and Transport Planning Manager, as the senior most Council officers with operational responsibility for traffic and transport matters. The majority of these items have previously been delegated, and the additional delegations specifically relate to:
· Regulation of traffic
· Intersection controls
· Electric Vehicle Parking restrictions
· Special event parking schemes
· Modification to approved Traffic Facilities/Infrastructure
Further detail of each delegation is listed in the following table.
|
Proposed Delegation |
Comments/ Control Measures |
|
Temporary full road closures |
For approved events less than 48 hours in duration For road works less than 12 weeks in duration |
|
Regulation of traffic |
Regulation of traffic (turn bans, one-way, cyclist excepted signs etc) for a period of up to 6 months |
|
Temporary Work Zones |
Where located predominately in front of the property undertaking the works or where the impacted resident/property owner has given written concurrence |
|
Sign adjustment |
Minor sign adjustments such as modifications to make signs more visible (e.g. move from behind a tree, installing supplementary signs or increase sign sizes) |
|
Linemarking, symbols and pavement markings |
New or realigned linemarking, symbols and pavement markings in accordance with the Australian Standards |
|
Intersection controls |
New or upgraded ‘Give way’ or ‘Stop’ control including signs and linemarking |
|
Warning and guidance signs |
Installation of traffic warning signs and guidance signs in accordance with the Australian Standards |
|
‘No Stopping’ and ‘No Parking’ Signs |
Signs to reinforce the statutory or safety requirements (e.g. 10m ‘No Stopping’ at intersections) this includes a reduction in the statutory ‘No Stopping’ requirements subject to a TfNSW risk assessment being undertaken |
|
Temporary Bus Zones |
For up to 6 months, at the request of a public transport provider |
|
Loading Zones |
Where located predominately in front of the property requesting the Loading Zone or where the adjacent resident/property owner has been consulted and raises no objection. |
|
Motorbike Parking |
Where there is no net loss in parking for cars (e.g. Between driveways) or where majority support is achieved during engagement. |
|
Car Share Parking |
- Where located adjacent to a park, Council owned property, multi-dwelling residential property, mixed used development; or at the rear or side of a single residential property or at the rear or side of a business property, subject to engagement. - In front of a single residential or single business property where the resident/property owner has provided written concurrence. |
|
Electric Vehicle Parking |
- Where located adjacent to a park, Council owned property, multi-dwelling residential property, mixed used development; or at the rear or side of a single residential property or at the rear or side of a business property, subject to engagement. - In front of a single residential or single business property where the resident/property owner has provided written concurrence. |
|
Mobility (Accessible) Parking |
Where located predominately in front of the property requesting the Mobility Parking or where located on the side or rear boundary of another property or where the impacted resident/property owner has given written concurrence. |
|
Time Restricted Parking, (Resident Parking Scheme or otherwise time restricted) |
Where changes are made to a maximum of ten parking spaces, and all residents/businesses immediately adjacent to the proposed time restricted parking have given written support (through individual correspondence) |
|
Special event parking scheme |
For the activation of an established special event parking scheme for a large scale event |
|
Modification to approved Traffic Facilities/Infrastructure |
Where the modification is minor and required to achieve technical compliance or address identified safety concerns (subject to any required stakeholder engagement). |
*Referral to the LTF is mandatory where there is regulation of traffic that negatively impacts public transport for more than 24 hours.
Other Traffic Matters
Other traffic or parking matters not identified in the table above will continue to be reported through the formal LTF meeting process and Minutes of these meetings will be provided to the next available Council Meeting for adoption.
Review Process
To ensure appropriate oversight, the existing review process will continue. If LTF members, Committee Chairperson or Councillors receive substantial complaints regarding a delegated officer’s decision, they may request a review by the General Manager via the LTF and Council.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Local Traffic Forum Terms of Reference |
|
Council Meeting 9 December 2025 |
Subject: Membership of Catchment Groups
Council at its meeting on 28 October 2025 resolved that the matter be deferred to the meeting to be held on 9 December 2025.
Prepared By: Simone Plummer - Director Planning
|
RECOMMENDATION
That Council writes to the Sydney Coastal Councils Group to formally resign Council’s membership of the group.
|
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
Council is a member of three regional catchment groups – the Cooks River Alliance, the Parramatta River Catchment Group and the Sydney Coastal Councils Group. The work of the three groups often overlaps and Council pays three sets of membership fees as well as providing significant occasional project funding and in-kind resourcing.
Of the three groups, the Sydney Coastal Councils Group is the most focussed on advocacy and policy, as opposed to active program delivery that is the focus of the other two. Its current major work excludes the Inner West and neighbouring councils. It is becoming increasing difficult to demonstrate the direct value to the Inner West community derived from membership in the Coastal Councils Group, as compared to the more locally visible and practical activities undertaken by the Parramatta River Catchment Group and the Cooks River Alliance.
The historic contribution of the Coastal Councils Group is acknowledged. However, projects within the Inner West area are principally undertaken by the Parramatta River Catchment Group and the Cooks River Alliance. Having regard to these factors, best value for money for Inner West residents, and the need to reduce duplication of work between all three groups, this report recommends resigning Council’s membership of the Sydney Coastal Council Group to better target staff resourcing and reduce costs in the environment and catchment management area of Council’s operations.
BACKGROUND
Membership of regional partnerships, especially those associated with catchment planning, goes toward the achievement of Council’s Community Strategic Plan objectives in relation to ecology, stormwater management and good governance, especially:
· Healthy Waterways (CSP Outcome 1.3)
· Collaboration and valued partnerships (CSP Outcome 5.4), and
· Sustainable development (CSP Outcome 2.1)
Council actively contributes to each of our regional partner organisations, through membership fees the in-kind commitment of staff time and Councillor participation on management committees. However, the “return” to Council in terms of value that they can demonstrate to our residents varies between the organisations.
DISCUSSION
Inner West Council is a member of three regional catchment groups:
· the Cooks River Alliance (‘CRA’) Who We Are - Cooks River Alliance
· the Parramatta River Catchment Group (‘PRCG’),
https://www.ourlivingriver.com.au/about-us/prcg-overview/
· the Sydney Coastal Councils Group (‘SCCG’), which includes some, but not all Sydney councils which are within the “coastal zone” About the Sydney Coastal Councils Group (SCCG)
Inner West has been a long-standing member (through Leichhardt) of the SCCG, which was established in 1989. Recently, the SCCG has focussed its principal activity on the “Outer Harbour” area where the group has funding for a Coastal Management Plan for LGAs including Northern Beaches, Mosman, Woollahra and Waverley.
The table below provides a membership analysis of the of the 3 inner Sydney catchment groups:
|
Inner Sydney catchment groups – Council membership analysis |
|
|
Cooks River Alliance |
Bayside, Canterbury-Bankstown, Inner West, Strathfield |
|
Parramatta River Catchment Group |
Blacktown, Burwood, Canada Bay, Canterbury-Bankstown, Cumberland, Inner West, Parramatta, Ryde, Strathfield |
|
Sydney Coastal Councils |
Bayside, Inner West, Northern Beaches, North Sydney, Randwick, Sutherland Shire, Waverley, Willoughby, Woollahra |
|
Multiple memberships |
|
|
Cooks River and Parramatta River |
Canterbury-Bankstown, Inner West, Strathfield |
|
Cooks River and Sydney Coastal Councils |
Bayside, Inner West |
|
Parramatta River and Sydney Coastal Councils |
Inner West |
|
Cooks River, Parramatta River and Sydney Coastal Councils |
Inner West |
Membership commitment generally entails:
· Membership fees, which covers staff and planned project costs
· Ad-hoc project opportunities including calls for funding and in-kind support
· Commitment of in-kind staff time to working groups and technical committees
· Commitment of Councillors and senior staff time to management committees
A brief summary comparison of the groups is provided below, with a specific emphasis on issues that are of value or relevance to the Inner West community.
|
|
PRCG |
Cooks River |
SCCG |
|
Membership cost |
$33,420 (funded from stormwater levy) |
$80,351 (funded from stormwater levy) |
$44,372 (funded from general revenue) |
|
Staff |
5 |
4 |
3 |
|
Major Activities |
Swim sites, Get the Site Right, Riverkeeper, masterplan, CMP, Riverfest, WSUD, litter, bank naturalisation, grants, community engagement, advocacy |
CMP and master plan, waterway health, recreation, biodiversity, community engagement, litter, annual Wurridjul festival, grants, campaigns |
Advocacy, research, Outer Harbour CMP, pilot programs, facilitate capacity building and grant opportunities for members |
|
Context |
Based at IWC, Indigenous focus, multidisciplinary team, broad structure keeps membership high and fees low, good reputation. Brand and “Mission” well established – river health linked to swimming |
Based at CBC, highly collaborative and community-focused, effective at progressing grant and CMP programs. Refreshed brand and team |
Less project-focused, engaged at Departmental and ministerial level in advocacy and policy submissions, planning and research. Well-developed technical and management committees |
|
Risk area |
Size of catchment – relevance of programs in (say) Blacktown may not translate to open harbour areas like Inner West |
Water quality and health of the Cooks, ownership of hard/ canal assets a challenge |
Difficult to demonstrate a direct link to deliverables for residents – CMP does not cover LGA and others do the on-ground work |
The work of all three groups is resourced principally from the Urban Ecology team, which includes a specialist Catchments officer. Catchments work is inter-disciplinary and specialist staff from stormwater and engineering provide expertise to projects that the groups undertake, and programs such as “Get the Site Right” are resourced by Council’s Regulatory team.
Council is the host of the PRCG for five years until July 2029, and accommodates 5 staff as well as providing support for the group to launch programs. An Inner West Councillor previously served as the long-term Chair of the PRCG and another currently serves as the Deputy Chair.
The Inner West LGA is principally within the Parramatta River and Cooks River catchments where advocacy, catchment planning, and river projects are undertaken by the Parramatta River Catchment Group and the Cooks River Alliance. The eastern edge of the LGA is described as being within the Sydney Harbour Catchment, which is covered by the SCCG. This includes land not controlled by Council including White Bay and Rozelle Bay, as well as Ballast Point.
Within the East Balmain area, Parramatta River Group projects such as the Mort Bay Swim Site are the most prominent river activations for our local community, and Council’s own local litter Strategy “Inner West Litter Less” forms the basis for litter prevention in local parks and waterfront reserves. Although the SCCG has historically played a significant role in catchment planning for the north-eastern part of the LGA, its on-ground visibility and role in the Inner West is diminishing.
Figure 2: Water / Land interface for each of the three groups. The demarcation between PRCG and SCCG is flexible.
At the Council meeting held on 23 June 2020, Council resolved the following:
1. Any proposal to leave or to join an external Local, Regional or State-wide Committee or Organisation e.g. Local Government NSW, SSROC and SCCG must come to Council for endorsement;
2. The membership of Inner West Council in the Sydney Coastal Councils Group be retained and renewed for 2020/21 financial year; and
3. All current regional and state memberships be renewed.
Sydney Coastal Councils Group
The Inner West has participated in the Sydney Coastal Councils Group for more than 20 years. The group has historically been a key voice for issues affecting Sydney Harbour and the driver of the catchment planning for the harbour. A map showing the current membership of the SCCG is provided below.
Figure 3: Sydney Coastal Councils Group member Councils
The emphasis of the SCCG has increasingly become focused on advocacy and research, which while of high quality is difficult to demonstrate value directly to our community. The most recent on-ground project that the group has prepared in the Inner West was a proposal for a Coastal Adaptation Plan under the Disaster Ready Fund, which Inner West had committed to resourcing, however this was eventually rejected by the NSW State Government.
The SCCG’s legacy project is the Greater Sydney Harbour Coastal Management Plan (‘CMP’) which involved significant resourcing commitments by members over a number of years. However, the group has not been able to successfully secure ongoing funding or progress the whole-of-harbour CMP and has now amending its model to one which only includes projects for an “Outer Harbour” scope, meaning the projects are not directly within or benefitting the Inner West. This CMP now includes Councils such as Northern Beaches and Waverley but not Inner West or its neighbours such as Canterbury, Canada Bay or Ryde, despite these councils having land in the coastal zone.
As a result, the member Councils of the Parramatta River Catchment Group, who had contributed to the first two stages of the Greater Sydney Harbour CMP, have now been excluded from the Sydney Harbour CMP, which is the main project of the SCCG. These Councils have progressed a plan to undertake a CMP for the Parramatta and Lane Cove River catchment.
In addition, there is a substantial overlap between work done by the SCCG and the other catchment groups. An example of this is the Greater Sydney Harbour litter plan where the SCCG and PRCG are working together – meaning that Council’s membership fees, in-kind and other support are being contributed to two organisations.
The draft SCCG Strategic Plan includes new steps such as “Explore opportunities to build member Councils’ capacity to pursue WSUD drawing on current and previous National and State capacity building programs and in possible partnership with other organisations”. At present, Inner West hosts the PRCG, which has a dedicated WSUD program including an officer based at Petersham who undertakes this work.
Further, the Parramatta Riverkeeper works closely with landcare, local bushcare and citizen science groups, including in Balmain and Annandale which are technically in the “Sydney Harbour Catchment”. Throughout the southern and eastern parts of the LGA, the Cooks River Alliance works closely with community groups in bushcare and recreation. Both the PRCG and CRA strongly promote “Get the Site Right” across the Inner West. While the SCCG promotes the program it does not provide local content. Inner West residents are highly engaged and Council derives best value from the groups which work directly with our community in this space.
As the Inner West is not included in the SCCG’s major current project, as well as the duplication or overlap of some programs, and in light of the more visible comparative value to our community of the other two catchment groups, it is recommended that Council resigns Inner West’s membership of the SCCG.
In the SCCG’s Constitution, the relevant provision is as follows:
(9.1) A Member may resign from membership of the Association by giving at least 6 months’ notice in writing of the Member's intention to resign.
Internal Consultation with Stakeholders
Council’s Ecology team note the ongoing challenges associated with funding membership of the SCCG without tangible outcomes to show to our community. Program overlap with other catchment groups was noted as a concern, particularly in areas such as community engagement on river health and programs such as Get the Site Right.
Council’s Stormwater team noted that Leichhardt Council was an early member of the SCCG and that there have been past benefits associated with the research and advocacy work of the group.
Conclusion
The ongoing value of SCCG to its other, outer harbour member councils is recognised. However, more recently and given its current project plan the SCCG remains focused on outer harbour LGAs. The PRCG and CRA are active and encourage the highly engaged inner west community. In light of the above, it is recommended that Council writes to the Sydney Coastal Councils Group to formally resign Council’s membership of the group.
FINANCIAL IMPLICATIONS
Should the Council endorse the recommendation to resign Council’s membership of the Sydney Costal Councils Group, an annual saving of $44,372.01 to general revenue (increasing each subsequent year) would result.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: FOGO For Inner West Early Learning Centres
Prepared By: Simone Plummer - Director Planning
|
RECOMMENDATION
1. That Council write to all the not for profit early learning centres inviting them to participate in the FOGO program.
2. That the costs of running this program be used to inform a charge that Council consider in providing a service to the for profit child care centres.
3. That Council endorse FOGO in Early Learning Centres as a pilot program, to accurately inform the direction on fee-for-service FOGO to childcare centres in 2026.
|
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
Council is building on our community’s efforts by expanding FOGO to schools, parks and early learning centres. This will result in further progress toward Council’s waste reduction and carbon emissions reduction targets.
It will also enable Council to engage with and educate our younger community members on the importance of waste avoidance, recycling and practical ways to improve the local environment.
Recently, Council resolved to expand the FOGO in Early Learning Centres (ELC) component of this program.
The report proposes that the learnings from the FOGO in ELCs and FOGO to not-for-profit childcare sector are used to inform the commercial service.
This will provide an evidence-based analysis of Council costs as well as the needs of ELCs, to inform any future expansion to a full commercial offering.
BACKGROUND
Council’s FOGO program has been carefully planned. It commenced with a pilot program for apartments before being rolled out to all residential properties across the Inner West in October 2023. Inner West FOGO has come to be regarded as best practice by the NSW EPA and contamination rates remain low. To consolidate the benefits of FOGO, including carbon emissions reduction and diversion of waste from landfill, Council has expanded the service into parks, schools and ELCs which are utilised by Inner West residents.
At the Council meeting held on 23 September 2025, Council resolved the following:
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.
DISCUSSION
Inner West FOGO in Context
Council has developed a residential FOGO service which is regarded by the NSW EPA as best-practice.
ELCs are especially relevant to the FOGO service because they are involved in the care and early education of young people in the Inner West. The waste generated includes a significant component of organics (food scraps) which can be diverted from landfill. This means that schools and ELCs are an obvious area for Council to help achieve zero waste and also to connect with a key part of our community – young people.
Development of the FOGO service to the not-for-profit sector is underway and expected to be made available in early 2026. This will involve Council writing to not for profit Early Learning Centres (ELCs)
The NSW FOGO mandate commences on 1 July 2026. This will commence for the largest food waste generating businesses (with 3,840 litres or more of garbage per week), ranging through medium-generation businesses (≥1920L) launching in 2028, to 1 July 2030 for smaller generators (under 660 litres per week).
The startingblocks.gov.au website allows residents to search for childcare providers within a set radius of a suburb or address. A desktop assessment indicates that there are more than two hundred providers across the Inner West, ranging from home-based family daycare to businesses which are part of larger childcare chains or franchises.
Food waste generation is likely to be very different in childcare compared to residential properties. At this stage, tonnages are unknown and will vary from centre to centre (and possibly seasonally). Many centres would partly or fully shut down and not require FOGO collection in school holiday times (unlike residential properties).
The initial roll out to the not-for-profit sector will enable Council to gather data and calibrate the new commercial service offering. Council can monitor and review the service to the not-for-profit sector in early 2026, before considering expanding to a fee-for-service model at a later date.
It will be critical to monitor the initial service offering to ELCs as it evolves. Resource Recovery teams will need to carefully:
· roll out an onboarding program to ELCs
· monitor the quality of FOGO for contamination and liaise with processors
· monitor the frequency of FOGO collection required by ELC and childcare customers during the pilot, for centres of different sizes
· accurately monitor and quantify FOGO weights and costs in schools and ELCs to inform the fee-for-service program
· monitor the cumulative capacity of Council’s teams – taking into account other new services in parks and schools as well as growing domestic waste runs
· re-appraise Council of any forecast increases in staffing, trucks or ongoing budgets as the service(s) grow
An update report will be delivered to Council after 1 year of operation of the new FOGO services to not-for-profit community based childcare.
FINANCIAL IMPLICATIONS
There are no immediate new budget implications associated with the recommendations of this report. However, if there is a growth in demand there may be a requirement to schedule additional waste services in future years (which will be factored into future price structure and budget in the fee-for-service scheme).
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Carbon Neutral Update
Prepared By: Simone Plummer - Director Planning
|
RECOMMENDATION
1. That Council endorse the identified steps toward becoming Carbon Neutral, including: a) actions from the Climate and Renewables Strategy, including streetlight upgrades, gas transition for Council building projects and electric fleet transition b) additional, immediate measures which could provide emissions reduction such as the recently adopted actions for recycled materials in civil works projects c) Purchase carbon offsets, and selecting the best value-for-money option this year d) Seek certification under the Australian Climate Active scheme
2. That a briefing is brought to Council by June 2026 with options and recommendations for a long-term carbon offset purchase strategy which forms part of the overall Inner West Climate Plan
|
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
Council undertakes a suite of carbon emissions reduction initiatives under its adopted Climate and Renewables Strategy. Like many other large organisations, to achieve Carbon Neutral status, Council will need to purchase carbon offsets for the residual emissions.
As Council’s carbon reduction initiatives mature, Council’s own emissions are gradually reducing. In turn, “Scope 3” (supply chain) emissions have become the largest source of its corporate emissions. Overarching NSW and Federal government policies will also reduce Council’s carbon inventory as new standards for cars or renewables come into force for both Council and suppliers.
Staff have recommended that Council take a “best value-for-money” approach to purchasing carbon offsets in this current year. Based on the work Council is doing, and the effect of state and federal policy, it is likely that the annual carbon offset requirement will reduce and this would allow Council to take a different approach in future years.
BACKGROUND
At its ordinary meeting on 18 November 2025, Council considered a report on becoming Carbon Neutral and the specific question of carbon offsets, and resolved:
That Council receive a report back to the December Meeting with a detailed recommendation including the specific actions Council would undertake to become Carbon Neutral and opportunities to review Council’s offset investments in future…[and]
…that additional information to further potential carbon reduction methods with a focus on council lead or local projects in order to minimise the ongoing reliance on offsets within our Carbon Neutrality scheme as part of the Climate Strategy to be brought to Council in 2026.
This report provides the requested update to Council.
DISCUSSION
In December 2018, Council adopted a target to become Carbon Neutral by 2025.
Council currently undertakes a suite of measures to reduce its corporate emissions under the adopted Climate and Renewables Strategy and other project-specific plans such as the fleet transition plan. The Climate and Renewables Strategy was adopted in 2019 and set out a pathway for Council to become Carbon Neutral by 2025.
The source of Council emissions is broken down in more detail in the diagram below.
Figure 1: Council’s emissions, showing the inventory total (left), individual sources reducing over time (to 2030/31), and the likely 2030 residual to be offset (right).
When calculating emissions for an organisation the following is included
· Those arising from activities under the direct control or ownership of an organisation i.e. Fleet, or waste and
· Those arising as a consequence of the organisation’s activities but outside its direct ownership i.e. employee journey to work or supply chain emissions arising from contractors (cleaners, maintenance).
If strategically managed, Council’s purchases of carbon offsets could be reduced from 10,482t now to approximately 3,000tCO2-e by 2030/31.
Each source can be addressed through a combination of direct reductions and efficiency improvements. For instance, the national transition of the electricity grid to renewable energy will significantly lower emissions from business services. Similarly, vehicle emissions will be reduced in line with government fleet policies.
Corporate emissions from electricity have been eliminated due to Council’s 100% renewable electricity supply. Supply chain emissions (Scope 3) now represent the largest share of Council’s emissions at 65%, followed by Council’s emissions from fleet, gas, and refrigerants, which account for the remaining 35%. Supply chain emissions will also decrease over time due to other government policies, such as increased renewable energy in the electricity grid and vehicle efficiency.
A simplified diagram which demonstrates the imbalance between Council-caused emissions and supplier emissions is below:
Figure 2: simplified Scope1/ Scope 3 emissions comparison
The most significant categories within Scope 3 emissions include:
· Services – emissions from contractors, cleaning services, and building maintenance
· IT equipment – emissions associated with the production, transport, and disposal of electronic devices
· Employee commuting – emissions resulting from staff transportation
· General materials – emissions from the production, transport, and use of materials such as concrete and road base, or stationery
Actions to reduce Council’s emissions to date include:
|
Action |
Status |
|
Purchasing 100% renewable electricity from 1 July 2022 (3 years early) |
complete |
|
Installing nearly 600kW of solar PV on 26 Council buildings (total solar PV installations now over 800 kW across 40 Council buildings) |
complete |
|
Energy efficiency upgrades (including LED lights) across ELCs, libraries, town halls and community centres |
ongoing |
|
Upgrades to all Ausgrid streetlights through SSROC’s Streetlight Improvement Program |
95% complete |
|
Phasing out gas in Council operations by 2030 by electrifying: LPAC (phase 1 underway, phase 2 scheduled FY27) ELCs and smaller venues (FY26/FY27) AKAC (scheduled FY28) FDAC (scheduled 2028) AAC and Marrickville Library (scheduled 2030) |
in progress |
|
Transitioning Council vehicle fleet to electric by 2030/31 |
partially complete
|
Strategies to reduce remaining emissions from Council’s operations include:
· Transition all fleet vehicles and tools to electric by 2030 in line with Council’s 2023 Sustainable Fleet Transition Plan
· Zero gas use in Council facilities by 2030/31 - in line with Council’s 2023 resolution “Gas Free Inner West”
Actions to reduce emissions from supply chain include:
· Sustainable Procurement Working Group to progress low carbon and circular economy purchasing as resolved/ endorsed by Council in 2025
· Improved data capture: currently, supply chain emissions are estimated using industry-averages, which can overestimate actual emissions. By improving data capture, such as collecting supplier-specific emissions data, Council can generate a more accurate emissions profile, potentially reducing offset requirements
· Selecting low carbon products and suppliers including Climate Active-accredited
· Encouraging key suppliers to reduce their emissions
Actions to reduce emissions in Council facilities are being undertaken by utilising/ installing improved air-conditioning systems and heat pumps or reducing their use by superior building design.
Actions to reduce emissions from organic waste through the expansion of FOGO – including FOGO trial in service centres, St Peters Depot, and ELCs aims to reduce organic waste to landfill. If successful, trial can be expanded to other Council facilities.
Council has sought advice on options for the offset purchase “bundle” from consultancy 100% Renewables. A series of different portfolios were examined and explained to Council. The likely costs to Council from different options were significant. Cost increases significantly based on the proportion of Australian offsets as compared to international offsets. A mixed purchase is possible.
At this point in time, a best value-for-money option is recommended to Council based on cost and this would entail a 100% purchase of international offsets.
Going forward the annual offset requirement for Council will be calculated annually, to account for the ongoing actions that continue to reduce Council’s carbon emissions. As these actions take effect the need to purchase offsets will also continue to reduce. This annual calculation also enables the opportunity for review of the best value and most appropriate annual offset purchase option.
Conclusion
In order to achieve its commitment and ensure that Council can remain informed about its carbon offset purchases, it is recommended to endorse a plan of action toward becoming Carbon Neutral which includes:
1. Continue to prioritise and implement the remaining carbon reduction actions from the Climate and Renewables Strategy, including streetlight upgrades, gas transition for Council building projects and electric fleet transition in order to reduce Council’s offset costs as much as possible
2. Implement additional immediate measures which could provide additional carbon reduction value without incurring un-budgeted cost (for example, the recently adopted actions for recycled materials in civil works projects)
3. Purchase carbon offsets, and selecting the best value-for-money option this year
4. Seek certification under the Australian Climate Active scheme, and
5. Bring a briefing to Council in 2026 with recommendations for a long-term carbon offset purchase strategy as Council’s current carbon reduction actions mature
FINANCIAL IMPLICATIONS
There are no immediate financial implications associated with the implementation of the proposed recommendations outlined in the report.
The current estimate for Council to be certified as Carbon Neutral in 2025 at a best “value for money” option as recommended in November 2025 is as set out below:
|
Offsets |
$61,000 |
|
Climate Active license fee |
$12,962 |
|
Third party verification |
Up to $15,000 |
|
Total |
$89,000 |
The above is accommodated within the current (2025-26) Urban Sustainability budget and Long Term Financial Plan.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Update Report - Engagement Program for the Inner West Sustainability Hub
Prepared By: Simone Plummer - Director Planning
|
RECOMMENDATION
That Council endorse the schedule, status and budgeting update for activations 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
Council has recently adopted an increased program of engagements and events in order to further activate the Inner West Sustainability Hub.
This report provides an update as requested by the Council, setting out the responsibility for delivering each new item in the revised program, including estimated costs and the timeframe for commencement.
The revised program will
· Increase the profile of the Sustainability Hub within both the Inner West community, local schools and amongst circular economy stakeholders
· Provide partnership opportunities
· Deliver capacity building opportunities
· Pilot evening events
· Increase footfall through an EOI for relevant high profile tenants
· Promote the Inner West Reuse Trail
BACKGROUND
At the Council meeting held on 23 September 2025, Council resolved the following:
1. That Council endorse and adopt the increased program of engagements for the Inner West Sustainability Hub, and include hosting the annual end of year reception for Council’s environmental volunteers at the [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, with a report back to Council at the conclusion of the EOI process.
3. That per previous Council resolution, consult with stakeholders listed in the report on the name and scheduling of the new sustainability-themed festival to be held at the [Sustainability] Hub, funded by the reallocated budget for the Footprints Ecofestival, including whether to coincide this event with a recognised world environment day.
4. That Council include promotion of the proposed ‘Inner West Reuse Trail’ as part of the Inner West Tourism Action Plan.
5. That as part of Council’s Sustainable Schools Network FOGO education program, engage with local schools and ELCs to develop an appropriate interactive excursion program at the [Sustainability] Hub focused on recycling and the circular economy.
6. That Council receive a report on scheduling, engagement, and budgetary considerations for the program of engagements and other initiatives listed above by the December 2025 Council Meeting.
This report responds to point 6 of the Council resolution.
DISCUSSION
The table below sets out an indicative schedule, responsible service area and approximate costing for each of the items identified in the revised program of activations for the Inner West Sustainability Hub.
These activations will be primarily resourced by Council’s Environment and Sustainability group, which includes the Urban Sustainability, Urban Ecology and Resource Recovery Planning teams. Representatives from other relevant teams have also been consulted on the delivery of these items where indicated.
|
Events and Engagements at the Inner West Sustainability Hub from Council resolution C0925(1) Item 14
|
||
|
What |
Who responsible |
Status/ Resourcing/ Timeframe |
|
… hosting the annual end of year reception for Council’s environmental volunteers at the [Sustainability] Hub |
Urban Ecology |
In progress.
To be completed 2026.
2025 volunteer end of year event had already been booked for Marrickville Pavillion before the resolution was passed.
Existing Budget with Urban Ecology.
|
|
Connect the “Blue Path” into the site from Liverpool Road to highlight access into the site
|
Resource Recovery Planning |
Partially complete.
Painting/ surface testing complete. Quote received for $2500-3000. To be completed by December 2025.
Pooled between Environment and Sustainability teams budgets
|
|
Host a follow-up networking event to Council’s Circular Economy Roundtable
|
Resource Recovery Planning |
In progress.
First event has been booked for Marrickville Pavillion as Sustainability Hub is booked out. Second follow-up will be held at the Sustainability Hub in mid-2026
No additional budget implication – catering etc in existing Resource Recovery Planning budget
|
|
Work with regional partners to facilitate capacity building activities |
Managers within Environment and Sustainability teams |
In progress.
Ecology – work with catchment groups and resilience groups such as PRCG is in place
Resource Recovery Planning – SSROC incentives grant to include opportunities at the Sustainability Hub in 2026
Urban Sustainability – Regional groups such as Renew have hosted engagements at the Sustainability Hub and future events are planned
No additional funding required in 2025-26 program
|
|
Partner with a local business or social enterprise operator to pilot a food offering
|
Senior Manager Environment and Sustainability; Resource Recovery Planning |
In progress.
Consultation has commenced with Ashfield Chamber of Commerce. Opportunities also being explored with Bill Crews Foundation barista training at Ashfield.
Draft program design entails Council supplying space at the Sustainability Hub, and access to reuse/ repurposed coffee cups. Vendor would supply coffee machine and staff. Comms via existing Council channels. Minimal funding requirement expected – awaiting market response
|
|
Pilot a program of quarterly evening events at the [Sustainability] Hub, with an environmental theme (art, book launches, speakers, etc.)
|
Environment and Sustainability teams |
Draft status only.
Program being investigated with libraries, events and other Council specialists. Draft program includes quarterly rotation of movie, book, photography, speakers and artist engagements, with an environmental theme. To be commenced in early 2026.
It is envisaged that the pilot program will be accommodated within existing Environment and Sustainability budget dependent on exhibitors; additional budget may be required in 2026-27 FY.
|
|
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, with a report back to Council at the conclusion of the EOI process
|
Senior Manager Environment and Sustainability; Manager Resource Recovery Planning |
In progress.
Draft EoI commenced in consultation with relevant internal Council specialist teams. EoI for approval and to be ready for market before end of calendar year 2025.
No immediate additional funding required.
|
|
consult with stakeholders listed in the report on the name and scheduling of the new sustainability-themed festival to be held at the [Sustainability] Hub, funded by the reallocated budget for the Footprints Ecofestival, including whether to coincide this event with a recognised world environment day
|
Urban Sustainability (with Events) |
In progress.
Indicative feedback from Council’s Events team indicates that September 2026 is suitable and this would align with Biodiversity Month as well as other key “Days”. Stakeholder consultation on festival naming to be undertaken in 2025.
No new funding required – drawing on existing Environment events (Footprints) budget
|
|
include promotion of the proposed ‘Inner West Reuse Trail’ as part of the Inner West Tourism Action Plan
|
Resource Recovery Planning |
In progress.
Reuse and repair map (stage 1 of the Reuse Trail project) is now live on Council’s website. As the Tourism Action Plan progresses, Resource Recovery Planning staff will coordinate data and physical resources to cross-promote
No additional funding required at this time.
|
|
as part of Council’s Sustainable Schools Network FOGO education program, engage with local schools and ELCs to develop an appropriate interactive excursion program at the [Sustainability] Hub focused on recycling and the circular economy
|
Environment and Sustainability team Coordinators |
Draft status only.
To be developed by March 2026 for pilot. Requires coordination with school network stakeholders to ensure suitable content.
No immediate additional funding required. May require additional funding in 2026-27 FY, dependant on schools expectations.
|
|
That Council receive a report on scheduling, engagement, and budgetary considerations for the program of engagements and other initiatives listed above by the December 2025 Council Meeting
|
Senior Manager Environment and Sustainability |
Complete. |
FINANCIAL IMPLICATIONS
There are no immediate additional financial implications associated with the implementation of the proposed recommendations outlined in the report. The events and engagements adopted by Council will largely be accommodated within existing budgets.
However, there are aspects of Council’s resolution which will create new programs such as:
· a pilot scheme for evening events; and
· designing a new schools excursion program, building off FOGO-in-schools, with a focus on reuse and recycling.
The initial planning of these projects does not have immediate financial implications. Their implementation is likely to require modest additional resourcing as outlined below:
· it is envisaged that a small allocation to provide as grants, presenter payments or catering for evening events program will be required estimated to be $10,000 or less pa; and
· the schools incursion program would require initial funding of approximately $20,000 to purchase resources and allow for program design but would then be resourced internally and so would require minimal ongoing funding.
Review of costs and budget allocation for the Sustainability Hub in 2026-27 will ensure appropriate resourcing of these programs.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Sustainable Procurement Working Group Update
Prepared By: Simone Plummer - Director Planning
|
RECOMMENDATION
That Council endorse the Sustainable Working Group’s recommended priority areas for the use of recycled materials, particularly the continued participation in SSROC’s regional Paving the Way program, which will now focus on incorporating recycled soft plastics in civil works.
|
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
Council has recently endorsed a series of new ways to increase the use of recycled plastics in Inner West procurement and projects.
This report provides an update as requested by the Council, including priority areas for the use of recycled materials, highlighting the use of recycled soft plastics in capital works projects. The report outlines that Inner West has taken part in Phases 1 and 2 of SSROC’s Paving the Way program, which diverts consumer waste from landfill and drives the circular economy through markets for recycled material.
The report recommends that Council continues to participate in this program, now into Phase 3, with a focus on recycling soft plastics for use in civil works projects. Other potential priority Council procurement areas for recycled content are also identified.
BACKGROUND
Council has a long-held position to address the issue of problematic plastic waste products, especially soft plastics and microplastics.
At the Council meeting held on 18 February 2025, Council resolved the following in part:
2. That Council receive further report in April 2025 outlining:
a) projects where recycled plastic aggregate is used in base products, including but not limited to play equipment, road base, footpaths and concrete;
b) a full list of further opportunities and project types where plastic aggregate can be incorporated;
c) details on where plastic aggregate is used in such projects from other Australian and international jurisdictions; and
d) a decision for councillors regarding the application of a procurement weighting for the use of plastic aggregate and/or a target for the number of projects where this will be used and/or any other opportunities to expand the use of plastic aggregate in Inner West projects.
That report detailed the formation of an internal Sustainable Procurement Working Party to help inform consistent staff decision-making on these issues. In considering the report, at the Council meeting held on 17 June 2025, Council resolved the following:
1. That Council endorse the Sustainable Procurement Working Group investigation of priority areas for use of recycled materials, highlighting the use of recycled soft plastics in capital works projects, with an update report to the December 2025 Council meeting.
2. That Council require that tenders include recycled content materials (e.g. recycled crushed glass, recycled plastic and crumb rubber) in infrastructure and civil works projects where proven technology, and specifications are available.
3. That Council amend procurement processes to consider lifecycle costs of products when comparing pricing for recycled content alternatives.
4. That Council write to relevant state and federal ministers to advocate for the inclusion of recycled content and circular economy requirements as standard practice in government tenders and infrastructure projects.
This report responds to point 1 of the above resolution.
More recently, at the Council meeting held on 18 November 2025, Council resolved:
1. That Council commends the ongoing work of the Council to ensure its procurement processes are aligned with its commitment to sustainability.
2. That Council notes Council’s ongoing commitment to circular economy principles—i.e., designing out waste, keeping materials in use, and drawing on local reuse, repaired, and recycled materials supply chains; and the success of our Circular Economy Roundtable early in 2026.
3. That Council resolves to undertake a review of Council’s maintenance, construction and other related procurement strategies with a view to increasing the use of recycled and up-cycled construction materials from local providers (including but not limited to paint, timber and textiles) in major council projects and to report back to Council on or before June 2027, with an interim report in June 2026.
4. That Council request staff, to help inform the June 2027 report, conducts a trial with reputable local organisations working in the not-for-profit circular economy sector to incorporate each of the following in a sizeable council project in the 2026-2027 financial year: (a) paint; (b) timber and other construction materials; (c) textiles, fabrics or furnishings; and that any costs associated with this trial be sourced from existing major projects budgets or as part of the 2026-2027 budget process.
5. That Council ask staff to include as part of the Interim June 2026 report:
a) Detail on actions council is currently undertaking to incorporate circular economy products and principles in major projects, maintenance or construction projects;
b) Information on community and industry engagement;
c) Data or research associated with incorporating circular economy principles in local government projects; and
d) Further information on a proposed trial as described in (4).
6. That this project be reported to the Environment Local Democracy Group for feedback.
Point 3 of the above resolution will also be of relevance, with future updates to Council to make reference to the success of projects noted in this report.
DISCUSSION
In June 2025, Council was advised that its procurement strategy and tender evaluation processes had been updated to incorporate sustainability criteria. Key developments include:
1. Supplier Badging: suppliers who meet sustainability criteria are now awarded a badge on the VendorPanel platform. This promotes responsible procurement by enabling Council to easily identify and select environmentally and socially responsible vendors.
2. Priority Projects: the Sustainable Procurement Working Group is investigating priority projects for the use of recycled materials, with a particular focus on incorporating soft plastics into capital works.
3. Tender Requirements: Council’s procurement processes are being amended to require that tenders for infrastructure and civil works projects include recycled materials where proven technologies are available, such as those demonstrated through SSROC’s Paving the Way program.
4. Policy Update: Council’s Procurement Policy is being updated to embed sustainability principles, ensuring alignment with strategic objectives and regulatory best practice.
The Federal Government provides access to market-proven success stories and emerging Australian businesses that are leading the way on providing recycled materials in civil works projects on their website: Sustainable Procurement - DCCEEW
In conjunction with Council’s Engineering, Parks and Stormwater teams, the following opportunities for future sustainable procurement, which are most suitable for a recycled plastic component have been identified:
· Inner West is part of the SSROC regional contract Paving the Way, which has a focus on using recycled materials in infrastructure projects. Council participated in Phase 1 of this program which involved using recycled glass as sand replacement in infrastructure projects such as footpaths. Council is now participating in Phase 2 with trials of crumb rubber in road surfaces across the region. Phase 3 will focus on the use of soft plastics in civil works. An asphalt product called “Reconophalt” that has a recycled soft plastic component is now available and other SSROC Councils have recently used this product
· Infrastructure and construction products such as stormwater pipes and roads and drainage base can be manufactured from recycled plastic drink containers (by Australian companies such as Geofabrics and The Green Pipe as featured on the Federal government’s Sustainable Procurement website)
· Composite products to be used in parks furniture and signage can be manufactured from recycled kerbside plastics (by Australian companies such as APR Composites)
· Civil utility products such as wheel stops for car parks, soft-fall surfaces and playground surrounds can be manufactured from recycled soft plastics and post-consumer waste (in NSW by companies such as Plastic Forests).
Conclusion
It is recommended that Council adopt participation in Phase 3 of Paving the Way as a priority project. The use of Phase 3 products can be adopted in suitable civil applications across the LGA once the technology and standards are in place.
In addition, through the Sustainable Procurement Working Group, the following is being included as priority considerations in procurement by relevant teams and subject matter experts within Council:
· Stormwater: Use of recycled plastic materials in stormwater applications where safe and suitable (Technical Services – Stormwater).
· Roads: Use of recycled plastic materials in road applications where safe and suitable (Traffic and Transport Planning, and Roads teams).
· Parks: Use of composite materials incorporating recycled plastic in park furniture and signage where suitable (Parks Planning and Parks Assets).
· Civil Utilities: Use of composite materials incorporating recycled plastic in civil utility products such as wheel stops for car parks (Infrastructure Planning and Technical Services).
FINANCIAL IMPLICATIONS
There are no immediate additional financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Local Transport Forum Meeting - 17 November 2025
Prepared By: Peter Shields - Director Engineering
|
RECOMMENDATION
That Council receive and adopt the recommendations of the Local Transport Forum meeting held on 17 November 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 Transport Forum meeting was held at the Ashfield Service Centre and has made recommendations for Council’s consideration and adoption.
DISCUSSION
The November 2025 meeting of the Local Transport Forum was held at the Ashfield Service Centre. The minutes of the meeting are shown in Attachment 1.
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 – November
|
Ward |
Item |
|
Baludarri (Balmain)
|
Darling Street Between Mort Street and Booth Street, Balmain - Road Occupancy – Anzac Day Dawn Service |
|
Gulgadya (Leichhardt)
|
Bignell Lane, Annandale - Permanent Road Closure Proposal |
|
Midjuburi (Marrickville)
|
InnerWest@40 - Area 5 Stanmore and Petersham; Area 8 Dulwich Hill south and Marrickville west- Proposed speed limit reduction from 50 km/h to 40km/h |
|
St Peters Triangle - Proposed reversal of traffic flows at Applebee Street and Lackey Street, St Peters |
|
|
Schwebel Street, Marrickville - Proposed Partial one-way eastbound treatment at Schwebel Street between Station Street / Leofrene Avenue and Junction Road |
|
|
Illawarra Road, Marrickville - Proposed Raised Pedestrian Crossing |
|
|
Djarrawunang (Ashfield)
|
InnerWest@40 - Area 5 Stanmore and Petersham; Area 8 Dulwich Hill south and Marrickville west- Proposed speed limit reduction from 50 km/h to 40km/h |
|
Damun (Stanmore) |
InnerWest@40 - Area 5 Stanmore and Petersham; Area 8 Dulwich Hill south and Marrickville west- Proposed speed limit reduction from 50 km/h to 40km/h |
|
Eliza Street, Newtown – Temporary full road closure for a community event on Sunday 25 January 2026 – Summer Crawl Street Stage Festival 2026 (Damun-Stanmore Ward / |
|
|
Audley Street, Audley Lane, Sadlier Crescent, Fisher Street and eastbound parking lanes on New Canterbury Road Petersham – Temporary Full Road Closures For Special Event On Saturday 21 March 2026 - Petersham Festival Bairro Portuguese |
|
|
Fowler Lane, Camperdown - Proposed installation of 'No Parking' restrictions |
|
|
All Wards |
Local Transport Forum Schedule 2026 |
|
1.⇩ |
Local Transport Forum minutes- 17 November 2025 |
|
Council Meeting 9 December 2025 |
Subject: Community survey on preferences for future street design
Prepared By: Peter Shields - Director Engineering
|
RECOMMENDATION
1. That Council proceeds with a comprehensive Inner West wide survey of residents to provide community feedback on: a) priorities and preferences for the future design of streets and neighbourhoods; and b) identify infrastructure needed to create safer streets, more liveable communities, and reduce reliance on cars for short trips.
2. That Council allocate funding of $55,000 for external specialist costs at the next quarterly budget review.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport |
|
|
EXECUTIVE SUMMARY
At the Council meeting held on 17 June 2025, Council resolved to engage a specialist consultant to conduct a comprehensive Inner West wide survey of residents about the future design of their streets and neighbourhoods, with a report outlining the survey costs, funding required and survey methods.
Staff have spoken with internal stakeholders and specialist consultants to consider what would be required to conduct the survey as outlined in the previous resolution. In conjunction with outcomes from the Shifting Gears (mode shift forum) hosted by Council in May 2025, the survey results are expected to inform a future review of the Inner West Integrated Transport Strategy and public domain design.
This report recommends that Council proceed with a community survey about future design of streets and infrastructure needed to reduce reliance on cars for short trips, with funding to be provisioned in the next quarterly budget review.
BACKGROUND
At the Council meeting held on 17 June 2025, Council resolved to the following:
1. That Council engages a consultant specialising in Active Transport to conduct a comprehensive Inner West wide survey of residents.
2. That Council ensures the survey gathers community feedback on priorities and preferences for the future design of streets and neighbourhoods, and identifies the infrastructure needed to create safer streets, more liveable communities, and reduce reliance on cars for short trips.
3. That Council schedules the survey to be conducted in November 2025.
4. That Council receives a report at the September 2025 Council meeting detailing survey costs, funding opportunities, and proposed methods for conducting the survey.
In addition to providing information regarding the community’s views on street design, safety and achieving a shift away from private car use, it’s results could help inform a future review of Council’s Integrated Transport Strategy (GOING PLACES 2020) and public domain design.
DISCUSSION
Council’s 17 June resolution aims to gather community feedback on priorities and preferences for the design of streets and neighbourhoods, identifying infrastructure needed to create safer streets and to reduce the reliance on cars for short journeys. Staff have spoken with a range of potential providers to consider what would be required to gather feedback on what residents want and identify the highest ranked priorities.
Survey Process
Overall, there are a series of components to the surveying process including:
1. Establishing the survey sample in terms of size and proportional representation of the Inner West community in relation to relevant social and economic factors;
2. Developing relevant questions to meet the survey objectives, noting that testing may be necessary to confirm the capability of the questions in meeting the objectives.
3. Determining suitable methods to conduct the survey, noting that several methods may be needed to achieve a viable and representative sample to address the survey objectives.
4. Analysing the responses received, noting that different survey methods may require different approaches to analysis.
5. Preparing a report outlining the results of the analysis.
The sample size and survey methods are the primary drivers of cost and various factors need to be considered including the quantity of people surveyed on behalf of all Inner West residents and the potential response rates likely for different survey methods. When considering these issues, trade-offs are inevitably required between statistical accuracy and relevance of the results, combined with practical constraints such as time and cost.
All providers spoken with have recommended a multi-faceted survey approach in terms of methodology, recognising that randomness and response rate can differ for different methods. For example, opt-in methods require action to be taken by the resident to participate in the survey such as acting on a letterboxed flyer or online survey, whereas opt-out methods require respondents to intentionally discontinue their participation, as would occur with on-street surveys.
Work would be undertaken with the consultant to develop questions that are meaningful to the Inner West community, while aiming to achieve the objectives of the council resolution. The table below outlines possible survey methods and related issues. It should be noted that the options listed below are not all-inclusive and a combination of the survey methods could be used.
The project brief would encourage providers to propose the most cost-effective solution to achieving Council’s desired outcomes.
Prior to finalising the project brief, staff will:
· Develop the survey scope in collaboration with relevant Council teams including Engagement, Public Domain, Traffic Engineering and Strategic Transport Planning).
· Engaged with appropriate Local Democracy Groups.
Methodology Options
|
Method |
Issues |
|
Survey accessed via QR code and promoted using social media, and flyers/posters at Council venues
|
· Opt-in method · Lack of certainty whether this approach would provide a statistically robust sample due to the risk of participation predominantly by people only interested in a specific issue. |
|
Survey accessed via QR code on flyer letterboxed to all homes
|
· Opt-in method · Lack of certainty whether this approach would provide a statistically robust sample due to the risk of participation predominantly by people only interested in a specific issue. Often relatively low response rates. |
|
Use of panels of pre-recruited people who have agreed to participate in surveys |
· Opt-in method · Targeted to Inner West residents. · Allows for a more random sample. · May not provide a statistically robust sample size. |
|
On-street intercept surveys conducted throughout the Inner West |
· Opt-out method · Potentially allows for a more random sample. · Screening question would be required to confirm residency. |
Timeline
This survey will be scheduled to commence after the conclusion of the Building Our Community survey which closes 1 March 2026. This will allow the outcomes of Building Our Community to be considered in the development of the survey.
It is anticipated that the survey and associated analysis will take approximately 9 months, from commissioning of the consultant team.
FINANCIAL IMPLICATIONS
Should Council decide to proceed with the survey, a specialist consultant would be engaged by Council for an estimated cost of $55,000. This is currently unfunded within the 2025/26 budget and Long-Term Financial Plan. The additional funds would be provisioned as part of the next quarterly budget review.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Cleaning Up Our laneways - Optimised Service Levels
Prepared By: Peter Shields - Director Engineering
|
RECOMMENDATION
1. That Council adopt the reviewed public domain cleansing service levels, being Premium, Very High, Enhanced and Standard, to meet current and evolving needs of the community.
2. That the adopted cleansing service levels are implemented within 4 weeks, including the ongoing publication of a map on Council’s website identifying the service level set for all public domain locations.
|
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
Cleansing of the public domain within the Inner West currently operates under inconsistent legacy arrangements. In June 2024 Council resolved to trial an adjustment in service levels of lanes near Enmore Road. In May 2025 Council sought for consideration of further changes to cleansing services to respond to the needs of Special Entertainment Precincts.
There is an inequitable concentration of roads in the southern end of the local government area which have a more frequent cleansing services. Current cleansing service levels are also relatively rigid and the community would benefit from these service levels being routinely adjusted to respond to seasonal change, local events, bin presentation changes, waste education initiatives and changes to the public domain.
A refreshed range of cleansing service levels is proposed that would ensure the service is equitable, remains agile to meet current needs, adequately responds to the evolving needs of laneways and roads near Special Entertainment Precincts. These proposed service levels can operate with no change in funding or resources.
This report recommends that Council adopt the refreshed cleansing service levels and implement them in the next 4 weeks. The new cleansing service will be compliment by waste inspections operating to a similar service level. The report notes that a review of street lighting nearby special entertainment precincts is proceeding and any upgrades to lighting and tree trimming would follow.
BACKGROUND
Laneways within the Inner West local government area are currently serviced under inconsistent legacy arrangements. These arrangements have resulted in varying service levels and operational approaches.
Approximately 250 laneways in the southern end of the local government area have a high cleansing service level. These lanes are in Newtown, Dulwich Hill, St Peters, Stanmore and Petersham. The cleansing program for these lanes operates on a 14-day cycle using three dedicated crews. The scope of work includes the collection of hard waste, removal of weeds, and sweeping of laneways. The ability for Council to clean these lanes to a consistent standard is limited by local constraints such as the lane width and the presence of vehicles and mobile garbage bins obstructing access.
In all other parts of the local government area, high traffic laneways adjacent to business centres and main roads are cleaned to a medium cleansing service level. This service operates on a 40-day cycle and includes weed removal and sweeping. All other laneways and local roads outside business centres are serviced on a low cleansing service level, which operates on a quarterly cycle.
At the Council meeting held on 24 June 2024, Council resolved the following in part:
1. That Council undertake a 6-month trial of measures to improve the state of designated laneways off Enmore Road. The trial will include the following:
a) Increasing the street sweeping/cleaning cycle to ensure no laneway is cleaned less frequently than a 14-day cycle;
b) Increasing council inspections of laneways to no fewer than a weekly cycle to identify and manage illegal dumping;
c) Increasing inspections to check for correct storage of bins and waste by businesses;
d) Targeted outreach to businesses on Enmore Road to inform them of their obligations regarding bin storage on property and penalties for incorrect storage;
e) Where repeat offenders are identified, targeted follow up with businesses and relevant waste management companies; and
f) Writing to residents in neighbouring streets informing them about relevant waste collection and recycling services and penalties for illegal dumping
Thirteen lanes near Enmore Road were included within the trial. The trial required higher servicing whereby a dedicated crew visited the laneway 3 times each week to clear any illegal dumping and litter. Despite additional waste education initiatives being introduced, the volume of illegal dumped rubbish remained consistent across the trial period. The laneways were considered to have a high level of cleanliness due to the higher frequency of clearing the illegal dumps. Council resourced this trial within existing operational resources and budget.
At the Council meeting held on 20 May 2025, Council resolved the following in part:
2. That Council maintain the increased service level in the identified laneways as was undertaken during the trial.
3. That Council undertake and receive a report back on a replicated six-month trial in laneways adjacent to other main streets that have been identified as future Special Entertainment Precincts, including:
a) Darling St, Balmain-Rozelle,
b) Marrickville Rd and New Canterbury Rd, Dulwich Hill,
c) Norton St, Leichhardt,
d) Victoria Rd and Addison Rd, Marrickville,
e) Marrickville Town Centre, and
f) South King St, Newtown.
4. That Council include assessment of waste storage as part of annual inspections of all medium and high risk food businesses and continue undertaking both education of and regulatory action against non-compliant businesses.
5. That Council pending approvals with Ausgrid, install additional lighting in areas of the laneways identified as having deficient lighting, with funding identified as part of the next quarterly budget review.
This report considers the merits of an enhanced laneways cleansing trial and provides a further update on waste education and lighting works planned.
DISCUSSION
Service Changes required for an Enhanced Trial
Laneways within the special entertainment precincts of Leichhardt, Rozelle and Balmain are cleaned to a medium service level. The Enhanced Trial would require these lanes to be serviced on a high service level, plus further monitoring of illegal dumping and litter 3 times each week was also added.
For laneways within Marrickville, Dulwich Hill and Newtown special entertainment precincts, they are already on a high cleansing cycle, and the Enhanced Trial requires additional cleaning of illegal dumping and litter 3 times per week.
An enhanced trial could not be accommodated within budgets or resourcing and is estimated to require 1 additional cleansing crew and truck.
Laneway Cleanliness
The level of illegal dumping and litter in laneways varies and is dependent upon a mix of issues including:
· Bin presentation location – If no bins are presented for collection in a laneway, it typically is less prone to illegal dumping.
· Bins left in lanes – Where residential or commercial bins are left in laneways and not returned to be stored within the property this often attracts dumping.
· Laneway and Footway width – Narrow lanes with no or minimal footway tend to have less dumping
· Turnover rates of tenants – In areas where there is a high rate if tenant turnover, there is a lower awareness or respect for Inner West Council waste presentation requirements.
The laneways adjacent to Special Entertainment Precincts vary in terms of the above attributes, and therefore their existing standards of cleanliness vary. Applying a high cleaning service standard with 3 visits a week for illegal dumping and litter is not considered best use of available resources as some lanes are not considered to warrant this standard.
Legacy Service Levels
The high cleansing service level provided to 250 laneways in the southern end of the local government area is inequitable and delivers inconsistent service standards to the broader Inner West Community. This level of service has not been adjusted for many years. During this time community demographics have evolved, community expectations have changed and the use of some public spaces has adjusted.
Proposed Cleansing Service Levels
It is proposed that Council adopts a new approach to cleansing service levels, whereby:
· existing resource levels are maintained, which caps costs funded by the community
· the level of cleansing service is subject to ongoing adjustment to respond to seasonal change, local events, bin presentation changes, waste education initiatives and changes to the public domain.
· Council maintains a map available to the public on the Inner West Council website which displays current service levels for every street and laneway.
· the levels of service are defined in keeping with the table below.
|
Cleansing Service Level |
Typical Locations provided |
Minimum Service Frequency |
|||
|
Dumps, litter |
Footway Pressure Cln |
Sweeping |
Weeds |
||
|
Premium |
Main Streets |
Daily |
Weekly |
Daily |
Weekly |
|
Very High |
Roads near main streets |
3 days/ week |
Upon Report |
Fortnightly |
Fortnightly |
|
Enhanced |
Inner urban lanes, hotspots |
Fortnightly |
Upon Report |
Fortnightly |
Fortnightly |
|
Standard |
All other roads |
Upon Report |
Upon Report |
Bi-Monthly (Monthly in daylight savings) |
Quarterly |
Under this proposed arrangement, identified roads and lanes near Special Entertainment Precincts would typically be on a very high service level. Council staff will continue to adjust cleansing service levels as circumstances change for a given location. This will result in a more consistent and equitable cleansing standard applied across the local government area.
The existing 3 dedicated crews who presently focus only on the 250 laneways in the southern end of the local government area would be distributed to service all locations with a Very High and Enhanced service level. This may result in a small number of existing locations having a change in service, any change would be complimented by monitoring to ensure there is not a noticeable drop in street cleanliness. If there is a service drop, the particular location can be adjusted to a higher standard accordingly.
This proposed approach will ensure that Council has an agile and modern service that responds to current and evolving needs of the community, remaining within budgeted constraints.
Waste Inspections
In addition to programmed cleansing activities, inspections within Very High and Enhanced service precincts will incorporate higher and ongoing focus on waste management practices. Inspectors will verify that businesses maintain appropriate waste services and adhere to key requirements, including:
· All rubbish must be placed in bins.
· Bins are to be stored on the property between collections.
· Bin lids should be closed and locked where possible.
This integrated approach reinforces Council’s commitment to both environmental health and public amenity. Where education fails to achieve compliance, regulatory action will be pursued in accordance with Council policy.
The trial period has confirmed that increased servicing, combined with proactive compliance and education, delivers significant improvements to public domain cleanliness. Extending these measures areas near all Special Entertainment Precincts will support Council’s strategic objectives of creating clean, safe, and vibrant public spaces.
Lighting
An audit of the lighting in roads surrounding Special Entertainment Precincts and laneways has commenced and will be completed by mid-2026. Roads deemed to be inefficient in lighting levels will be prioritised for response activities, such as additional Ausgrid lights and tree trimming.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Remembering Carla Stacey AO
Prepared By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
1. That Council establish the Carla Stacey Leadership in Sport Volunteer Awards Program with the inaugural award and held in conjunction with the Amy Large Community Awards in May 2026.
2. That Council proceed with naming the pathway between Amy Street and Centennial Street, Marrickville in Carla Stacey’s honour.
|
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 5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
Earlier this year the community was saddened and deeply moved to learn of the passing of Carla Stacey AO, a former Council staff member, Senior Ministerial Advisor (in the NSW Government) and community volunteer.
The development of a community award program in honour of Carla Stacey’s legacy and contribution to the Marrickville and Inner West community, along with the naming of a pathway within Henson Park, was resolved for further investigation at the August 2025 Council meeting.
It is proposed to rename the Sporting Volunteer Award category within the annual Amy Large Volunteer Awards to the “Carla Stacey Leadership in Sport Volunteer Award”, which will be launched in May 2026 to recognise outstanding sporting volunteers.
It is also proposed to name the pathway between Amy Street and Centennial Street, Marrickville in Carla Stacey’s honour.
Ordinarily, a naming proposal of this kind would necessitate community engagement in accordance with Council’s naming policy. However, in recognition of Carla Stacey’s remarkable and lasting impact on the local community over many years, Council’s General Manager has reviewed the circumstances of the naming and recommends proceeding directly with the naming.
BACKGROUND
Earlier this year the community was saddened and deeply moved to learn of the passing of Carla Stacey AO, a former Council staff member, Senior Ministerial Advisor (in the NSW Government) and community volunteer. Carla worked tirelessly over many years to empower, support, and advance community sport and recreation throughout the Inner West.
Carla possessed remarkable leadership qualities, which she consistently applied to inspire, advance, and achieve meaningful outcomes in community sports. Her unwavering work ethic reflected a deep understanding of both the sporting and cultural needs of the community, empowering individuals to succeed while simultaneously fostering a spirit of cohesion and inclusion. Through her dedication, Carla not only elevated sporting achievements but also helped build a stronger, more united community.
The development of a community award program in honour of Carla Stacey’s legacy and contribution to the Marrickville and Inner West community, along with the naming of a pathway within Henson Park, was resolved for further investigation at the August 2025 Council meeting as follows:
1. That Council note the sad passing of Carla Stacey AO and write to her family expressing the sincere and deep condolences of the Inner West Council.
2. That Council acknowledge the significant and enduring contribution of Carla Stacey AO to the Marrickville and Inner West communities by:
a) Establishing an award program in her name recognising citizens who make a contribution to nurturing participation and excellence in sport and recreation, to be included as part of the Inner West community awards program; and
b) Investigate naming the pathway between Amy Street and Centennial Street, Marrickville - currently informally designated the “Amy Street pathway”- in her honour, in accordance with the Inner West Naming Policy, with a report to be forthcoming at a later date.
DISCUSSION
Council officers have investigated opportunities for a legacy award program and the naming of a pathway in Henson Park, to remember, acknowledge and celebrate Carla’s contribution to community life within Marrickville and the Inner West.
Award Program
Council currently manages and hosts the annual Amy Large Volunteer Awards, which celebrate the contributions of community volunteers. In 2025, sporting volunteers were recognised in this program for the first time. As part of a revised awards initiative, it is proposed to rename the Sporting Volunteer Award category in honour of Carla Stacey, with the award to be known as the “Carla Stacey Leadership in Sport Volunteer Award”. This dedicated award will provide an opportunity for the community to nominate and celebrate local sporting heroes, as well as acknowledge the tireless efforts of sporting volunteers who make a positive impact on community life through their commitment to sport. The inaugural award is intended to be promoted through Council’s Office of Sport and presented alongside the Amy Large Awards in May 2026.
Naming the Amy Street Pathway (within Henson Park)
Council’s resolution from August 2025 calls to investigate naming the Amy Street footpath which extends within the park from Amy Street to Centennial Street, Marrickville in Carla’s honour. Its worth noting that this pathway is currently closed while the Henson Park Upgrade works are under construction.
It is important to note that the proposed naming does not require approval from the Geographical Names Board. Furthermore, legal advice has confirmed that a formal request to change the name of the pathway is unnecessary, as the pathway is situated entirely within the parkland.
Ordinarily, a naming proposal of this kind would necessitate community engagement in accordance with Council’s naming policy. However, in recognition of Carla Stacey’s remarkable and lasting impact on the local community over many years, Council’s General Manager has reviewed the circumstances of the naming and recommends proceeding directly with the naming.
Accordingly, it is recommended that Council name the pathway within the parkland which extends between Amy Street and Centennial Street in honour of Carla Stacey.
Public domain improvement works are currently being planned for the pathway in line with the Council resolution on the matter. As the construction site currently occupies the existing footpath, the new fencing and pathway works will proceed following the completion of the upgrade works, which are anticipated to finish in February 2026. Consequently, it is expected that the fencing and pathway will be completed by March/April, with artistic works scheduled for completion by April/May 2026.
FINANCIAL IMPLICATIONS
Costs associated with the development of the parkland signage will be funded from Council’s 2025/26 operational budget.
There are no additional costs associated with the naming of the Leadership in Sport Volunteer Award awards program.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Public Exhibition - Wicks Park - Draft Plan of Management
Prepared By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
1. That Council publicly exhibit the draft Plan of Management and Masterplan for Wicks Park for a period of 42 days and seek community feedback.
2. That following the conclusion of the exhibition period, the draft Plan of Management and Masterplan for Wicks Park 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:
|
1: An ecologically sustainable Inner West 2: Liveable, connected neighbourhoods and transport 3: Creative communities and a strong economy 4: Healthy, resilient and caring communities 5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
This report presents the development of a Draft Plan of Management and Masterplan for Wicks Park.
The key outcomes from the community engagement undertaken to date have
identified a range of park improvement opportunities, which have been
incorporated into the draft master plan for Wicks Park.
The Draft Plan of Management highlights key opportunities to transform the park and its built form over the next decade. These changes are advocated in response to population impacts which are occurring in the vicinity of the park.
As part of the Draft Plan of Management, two future landscape improvement options have been developed for consideration. These options are proposed to guide the ongoing enhancement of Wicks Park.
Option 1 maintains the existing parkland layout but includes a new forecourt area and an extended playground area which forms the basis for a community meeting space within the parkland. The tennis courts and their current configuration are retained and resurfaced. A new tennis coaching administration building and forecourt is constructed and centralised.
Option 2 is a higher intervention option. This option reorientates the tennis courts to establish an improved interface with the development of Wicks Place. This option creates a new public domain interface which responds positively to the residential and retail spaces which have been activated, providing improved connection to the parkland. This option recognises the increasing population and the need for improved connectivity between the private and public spaces. In addition, this option responds to residential amenity concerns (including light spill) and accounts for additional population pressures which will result from new and proposed future residential and commercial uplift in the vicinity of the park.
BACKGROUND
Wicks Park is a local park located between the suburbs of Marrickville and Sydenham. The park is bounded by Sydenham Road to the south and Victoria Road to the west. The area of the park is approximately 8,902 m2. Wicks Park provides a range of public amenities and multiple uses including tennis courts, a playground, an amenities block, a BBQ and picnic areas. There is a straight pathway the cuts diagonally through the park from the north-west corner through to the southeast corner.
The parkland is an important destination for local residents and also attracts a number of residents from adjoining suburbs in the Inner West due to its much-loved tennis courts. Recent and planned mix use developments within the Victoria Road precinct are having an impact on Wicks Park in terms of new park user needs and new residential perceptions.
As the population of Marrickville and the surrounding areas densifies, Wicks Park will become a key focus to the community as the local village green and recreational backyard for local residents.
DISCUSSION
Community Engagement
Between 29 July and 25 August 2024, community members were invited to contribute to the formation of the Wicks Park masterplan and Plan of Management (PoM) through various channels, including an online survey, interactive digital map, email, phone, and letters.
A total of 40 surveys were completed, 8 emails were received, and 69 pins were received on the digital map (52 highlighted things that were not liked and 17 were liked). Council staff attended an on-site engagement day at Wicks Park on the 17 August 2024.
The key themes which have emerged as part of the engagement framework are summarised as follows:
· Enhanced safety and security through upgraded lighting and improved buffer to road.
· Upgrade playground and install soft-fall areas to improve user experience.
· Improve pathways and connection by increasing paved areas and links to surrounding development.
· Enhance cleanliness and maintenance such as frequency of rubbish bin collection and amenities building cleaning.
· Expand social amenities through additional BBQ’s and picnic pavilions for the community to gather.
· Introduce multi-use recreational spaces such as fitness areas.
· Enhance environmental features through additional gardens and biodiversity planting.
· Engage the community with potential for community noticeboards and community events within the parkland.
· Tennis court improvements through resurfacing, new building and re-orientating lighting to reduce glare.
· Increase natural light through tree pruning and maintenance.
These identified engagement outcomes have been responded to through the planning and development of a draft Plan of Management and accompanying draft Masterplan which is attached to this report.
Draft Master Plan
Two draft landscape master plan options have been prepared for Wicks Park. These options will be presented to the community as part of the engagement process, with the preferred option to be selected based on community feedback. Option 1 can be viewed on Page 35 of the draft master plan and Option 2 can be viewed on page 36 of the draft master plan (Attachment 2).
Landscape Master Plan Option 1
Option 1 maintains largely the status quo of the parkland layout but includes a new forecourt area and an extended playground area which forms the basis for a community meeting space within the parkland. The tennis courts and their current configuration are retained and resurfaced. A new tennis coaching administration building and forecourt is constructed and centralised.
Landscape Master Plan Option 2
Option 2 is a higher intervention option. This option takes into account the evolving population dynamics within the precinct and addresses the resulting community needs for recreation and open space planning. The option reorientates the tennis courts to establish an improved interface with the development of Wicks Place, creating a buffer to the eastern edge of the parkland. In addition, this option recognises the need to address residential amenity concerns (reduced light spill) and cater for additional population pressures which will result from the surrounding neighborhood.
In Option 2, a centralised open space area is established allowing for improved connectively for community use as well as increased passive surveillance. Buildings within the parkland are better aligned and oriented together. This includes a new tennis coaching administration building and forecourt. Playground activities are reorientated and located adjacent to the residential and commercial precinct of the parkland.
It’s worth noting that the budget includes funds of $95,000 to resurface the existing tennis courts in their current location. This project will be rescheduled to follow the outcomes of the community engagement.
Next Steps
Pending Council endorsement, it is proposed that the draft Plan of Management for Wicks Park be placed on public exhibition for 42 days. Stakeholder engagement will be facilitated through a weekend park pop-up stall, as well as via Council’s YourSay Engagement Platform. Additionally, all residents and park users who have previously participated in the engagement framework will be contacted and invited to provide further input into the Plan of Management process. On-site signage will be installed to promote the community engagement process, and flyers will be distributed via a letterbox drop to neighbouring households.
FINANCIAL IMPLICATIONS
A comprehensive cost analysis of the Plan of Management masterplan has been completed considering the key design improvements and delivery options for the parkland over the lifespan of the Plan.
In this regard, Option 1 has a master plan implementation cost of $4M. Option 2 has a master plan implementation cost of $4.4M.
Future funding allocations will be determined following the finalisation and adoption of a Plan of Management for Wicks Park by Council, and would form part of the budget planning process. Grant funding opportunities will also be pursued.
|
1.⇩ |
Wicks Park Plan of Management |
|
2.⇩ |
Wicks Park Master Plan |
|
Council Meeting 9 December 2025 |
Subject: Lackey Street Summer Hill Improvements - Project Update
Prepared By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
1. That Council consult with the community for a period of 28 days on a Permit / Plug / Play approach to support temporary road closures of Lackey Street south, Summer Hill.
2. That Council receive a report on the outcomes of the community engagement
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
2: Liveable, connected neighbourhoods and transport 3: Creative communities and a strong economy 4: Healthy, resilient and caring communities 5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
This report details a low intervention approach which considers how Lackey Street South could be closed to support the safe pedestrianisation of the roadway for event use with minor upgrade works. This could enable an event, or its simple closure to allow the public to walk along the roadway, with the closure managed by Council or a third party
Key measures include upgrading the power supply for event use, implementing a pre-approved Traffic Management Plan (TMP) and Section 68 Event Application to streamline street closure processes, and deploying Temporary Hostile Vehicle Mitigation (HVM) barriers already acquired under Council’s Permit / Plug / Play Pilot Program.
Future Street closures could be scheduled periodically to accommodate informal uses, such as creating a pop-up street plaza for seating, gathering, dining or markets. These events may be managed by either Council or the community; however, aside from the Summer Hill Social, it is anticipated that future events will primarily be community managed events.
The TMP and Section 68 Event Application requires community consultation which will be undertaken through Council’s YourSay Engagement Platform and seek feedback on the frequency of road closure events and the types of events that have community support. Prominent on-site signage will be installed to inform the public about the community engagement process. In addition, flyers will be distributed through a letterbox drop to local households, and businesses along the roadway will be contacted directly via door knocks.
BACKGROUND
Council has entered a funding agreement with Transport for NSW (TfNSW) to prepare a public domain design to improve Lackey Street, Summer Hill, and support the ability for the roadway to be closed.
Council received a report at its Council meeting on 18 February 2025 advising that the grant funding agreement covers the development of design options and project delivery documentation.
In February and March 2025, Council conducted targeted community engagement with local businesses in the Summer Hill shopping precinct. This included door-to-door outreach as well as a dedicated business workshop held on 11 March 2025. Feedback from these activities has identified several key themes:
· There were mixed responses regarding the proposals to pedestrianise Lackey Street. While some businesses expressed support for increasing space dedicated to pedestrian activities, others were less in favour of this change.
· Concerns over potential loss of parking and loading functions on Lackey Street.
· Concerns in relation to flooding and the need for Council to address flooding impacts.
Earlier design iterations were found to lack cost-effectiveness, prompting a revised approach. The current strategy now considers a lower intervention option developed with an emphasis on maximising value for money with a focus on how Lackey Street South can be activated rather than any public domain improvement works. It’s worth noting that the flooding concerns have been noted and will form part of a future budget planning process and associated prioritisation. Figure1.0 indicates the location and extent of the proposed Lackey Street south road closure.
Fig 1.0 Lackey Street south study area
On 1 December 2025, Transport for NSW confirmed their support for the lower intervention works as part of the grant process, and advised that a higher intervention public domain improvement approach would not be eligible for grant funding.
DISCUSSION
Council officers have designed a low intervention approach which considers how Lackey Street South could be closed to support the safe pedestrianisation of the roadway for event use with minor upgrade works to enable streamlining of event management and operation, and to reduce the cost of running events or general road closure. This would make it easier to arrange a street closure or to allow the public to walk along the roadway, with the street closure able to be managed by Council or a third party.
Council is implementing plans to enable faster and regular closure of three (3) street locations elsewhere in the Inner West under the Permit / Plug / Play Pilot Program in collaboration with TfNSW.
It is proposed that a similar approval process enabling regular/repeat closures of Lackey Street can be adopted to support activations at the site by:
1. Delivering an upgrade of available power supply for event use, reducing reliance on generators.
2. Developing a prepared pre-approved Traffic management Plan (TMP) and Section 68 Event Application which will assist event holders with applications for street closures. This will deliver long-term cost reductions by streamlining approval processes for temporary road closures.
The TMP and Section 68 Event Application would specify the maximum number of closures possible in any calendar year and the day of the week that they could occur. In the case of the other 3 sites under the trial, this is up to 6 times a year on a Sunday with this pre-approval valid for a period of five years.
The day of the week needs to consider the traffic regime and business activities. It is recommended that the proposal identifies Sunday as the proposed day of the week as it is considered this will have minimal impact on local businesses.
3. Temporary Hostile Vehicle Mitigation (HVM) barriers purchased under the Permit / Plug / Play Pilot Program can be used (no additional costs). An image of the HVM barriers is provided in Fig 2.0 below. An associated plan to guide how the barriers will be placed will be developed.
Fig 2.0 Temporary Hostile Vehicle Mitigation (HVM) Barriers
The intent of the low intervention approach is to facilitate additional street closure events over and above Council’s existing event, the Summer Hill Social, which takes place each March and entails a wider street closure in the local area from 3am to 7pm.
During this event, both Lackey Street and Smith Street become vibrant spaces featuring performances, market stalls, and community activities from 11am to 3pm on a nominated Sunday in March. Next year’s event will rely on its own unique traffic management plan as is the current practice.
Future Street closures could be scheduled periodically to accommodate informal uses, such as creating a pop-up street plaza for seating, gathering, dining or markets. These events may be managed by either Council or the community; however, aside from the Summer Hill Social, it is anticipated that future events will primarily be community managed events.
Next Steps
The HVM barriers will be ready for use at the 2026 Summer Hill social.
It is anticipated the electrical works will be completed by May 2026.
The TMP and Section 68 Event Application requires community consultation which will be undertaken through Council’s YourSay Engagement Platform and seek feedback on the number of road closures and the type of events with community support. Prominent on-site signage will be installed to inform the public about the community engagement process. In addition, flyers will be distributed through a letterbox drop to local households, and businesses along the roadway will be contacted directly via door knocks. It is likely that the outcomes of the community engagement will be reported to the April 2026 Council meeting.
The TMP and Section 68 Event Application will also need to be reported to the Local Transport Forum for consideration.
It is considered that this process would be completed by June 2026.
FINANCIAL IMPLICATIONS
Costings associated with the upgrade of available power supply for event use and the consultant’s costs associated with developing the TMP and Section 68 Event Application are likely to be funded by Transport for NSW and are estimated to cost in the order of $100,000.
The estimated cost for low intervention event management, if overseen by Council, is up to $6,000 per closure which will be further investigated (and refined) during the consultation stage of the project. Currently, funding is only allocated for the Summer Hill social event. This cost pertains solely to the closure of the roadway and does not include any supplementary enhancements.
If a third party manages a road closure under the TMP and Section 68 Event Application, they will be required to cover all associated costs.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Inner West Pride Walk Update
Prepared By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
That Council endorse the list of proposed sites for the Inner West Pride Walk, as outlined in 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 an update on the delivery of the Inner West Pride Walk, an initiative designed to celebrate and illuminate significant LGBTQIA+ history, people, and organisations across the Inner West local government area.
Council has engaged with a broad range of organisations and individuals, and following recent roundtable discussions, a shortlist of proposed sites is presented for Council endorsement. The project is scheduled for launch at the Feel the Love event in March 2026, with construction commencing in April and completion targeted for June 2026.
The Pride Walk will use QR codes and both physical and digital maps to guide participants to sites of historical and cultural importance.
BACKGROUND
At the Council meeting held on 20 May 2025, Council resolved the following:
1. That Council acknowledge the Inner West is home to multiple sites of significance for national LGBTQIA+ history.
2. That Council note that many local LGBTQIA+ organisations are engaged in the important work of documenting, preserving and engaging our community with this history.
3. That Council establish an Inner West Pride Walk in consultation with key local groups, consisting of an audio tour, a printed guide, and physical markers or plaques at key locations detailing the significance of people, locations and events important to LGBTQIA+ people.
4. That the launch of the Inner West Pride Walk be included as part of the Feel the Love event in 2026.
5. That Council, as part of consultation for this program, consult with key local organisations and individuals including the Sisters of Perpetual Indulgence, the LGBTQIA+ Working Group and others.
6. That funds for this project be drawn from the Mainstreet Revitalisation Fund and a report detailing a timeline for realisation, budget, list of proposed locations and potential third-party partners, as well as information regarding the consultation, be provided to Council by October 2025.
Council received an update at its October 2025 meeting on the Inner West Pride Walk project, which included feedback gathered through extensive community engagement and an outline of the proposed timeline for delivery. Council consulted a range of community stakeholders, including the LGBTQ+ Local Democracy Group, The Pollys, The Gender Centre, Pride History Group Sydney, The Sisters of Perpetual Indulgence, Peter De Waal, and representatives from ACON—specifically the Program Manager of First Nations Health Programs.
At the Council meeting held on 28 October 2025 Meeting, Council resolved the following:
1. That Council receive and note the report.
2. That Council thanks the staff who have led this project and thank the LGBTIQA+ Working Group members and LGBTIQA+ organisations that have participated and collaborated in the project to date.
3. That Council request staff hold a further Roundtable with the LGBTIQA+ Working group, local LGBTQIA+ organisations and interested councillors prior to presenting the list of preferred locations at the December council meeting as a final form of consultation.
4. That Council call for the completion date to be brought forward so as to launch the Inner West Pride Walk as part of Pride Month 2026 (June).
DISCUSSION
Council invited the LGBTQ+ Working group, local LGBTQIA+ organisations and interested councillors to a roundtable held on 13 November 2025 to discuss the proposed locations for the Inner West Pride walk. In this regard, the following proposed sites were discussed and are provided below for endorsement.
|
Site |
Address |
Ward |
Brief Information |
|
Pride Square |
Bedford St, Newtown |
Damun (Stanmore) |
Historical significance: Opened by Prime Minister Anthony Albanese during Sydney World Pride. |
|
Rainbow Poles |
Camperdown Memorial Rest Park |
Damun (Stanmore) |
Rainbow poles installed for Sydney World Pride and illuminated for days of significance. |
|
Petersham Town Hall |
107 Crystal Street, Petersham |
Damun (Stanmore) |
Venue used for The Chameleons dances and other LGBTQ+ social groups since the 1960s and 70s, creating safe spaces for community to gather before law reform; Petersham Town Hall has been used by many LGBTQ+ groups over the decades. |
|
|
|
|
|
|
Sisters of Perpetual Indulgence |
Yurulbin Park, Balmain |
Baludarri (Balmain) |
Site of the first public manifestation of the Order of the Sisters of Perpetual Indulgence (1981). This location marks the first place the Sisters stepped out in habit in public as a group. |
|
Feminist Bookshop |
Shop 9, Orange Grove Plaza, Balmain Rd, Lilyfield |
Baludarri (Balmain) |
Founded in 1974, this is the third and current location of this important feminist and lesbian literature and information hub. More than a bookshop, it served as a supportive meeting place for women exploring their sexuality and seeking community, with a strong and welcoming presence for transgender people. |
|
|
|
|
|
|
Summer Hill Rainbow Crossing |
Lackey Street Plaza, Summer Hill |
Djarrawunang (Ashfield) |
Originally chalked as part of a community in protest movement, the Summer Hill Rainbow Crossing was installed as permanent in November 2013 and symbolises love, equality and inclusion. |
|
The Pollys Club Marrickville Town Hall |
303 Marrickville Rd, Marrickville |
Midjuburi (Marrickville) |
Founded in 1964; Pollys has used Marrickville Town Hall since 2000 to hold inclusive queer dances / fundraising events which continue there to this day; longest-running LGBTQIA+ social organisation in Australia. |
|
The Gender Centre |
10 Lilydale St, Marrickville |
Midjuburi (Marrickville) |
The first government-funded transgender refuge opened in 1984. It later expanded locations and services to include HIV support, relaunching as The Gender Centre in 1993. This plaque marks its current location in Marrickville. |
|
Inner West Pride Sports Hub & Trans Solidarity Crossing
(Council Resolution August 2025)
|
Camdenville Park |
Midjuburi (Marrickville) |
Camdenville Park is now known as the Inner West Pride Sports Hub. It hosts Australia's first and Sydney's only queer and inclusive men's soccer club and the biggest LGBTQIA+ women’s and non-binary soccer club in the world. It is also the site which will house the Trans Solidarity Crossing subject to agreement from Trans Pride Australia. |
|
|
|
|
|
|
Inner West Pride Seats |
Various locations |
Various Wards |
Rainbow coloured benches installed by Inner West Council, each dedicated to a local activist who has contributed to LGBTQIA+ rights. |
Once it is launched, additional sites may be incorporated into the Pride Walk through future community engagement. Inclusion of these additional sites will be subject to historical research, stakeholder and property owner consultation, and final confirmation of plaque placement.
Timeline for Realisation
The Inner West Pride Walk proposal will be launched at the Feel the Love event in March 2026. This celebration will showcase key elements of the project, including the locations of national LGBTQIA+ significance, the detailed design of physical markers, stories highlighting pivotal moments and figures, and website information featuring Pride Walk locations and audio guides to enrich the visitor experience.
Using QR codes, along with both physical and digital maps, the initiative will guide participants to key sites that have shaped the community’s rich heritage.
|
Key Milestones |
Dates |
|
Update Report to December Council Meeting |
2 December 2025 |
|
Inner West Pride Walk Proposal Launch |
Feel the Love Event 2026 (March 26) |
|
Inner West Pride Walk Construction Commencement |
April 2026 |
|
Inner West Pride Walk Completion |
June 2026 |
FINANCIAL IMPLICATIONS
Initial quotations have been obtained for a range of styles and materials for the physical markers, to be considered in collaboration with community partners. The estimated cost to complete the project is in the order of $50,000 to $75,000.
A funding allocation from the Mainstreet Revitalisation Program has been made as per the Council resolution.
|
1.⇩ |
Inner West Pride Walk Map of Proposed Sites |
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Council Meeting 9 December 2025 |
Subject: Bringing Mardi Gras to the Inner West
Prepared By: Ruth Callaghan - Director Community
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RECOMMENDATION
1. That Council approve the use of Marrickville Town Hall or Marrickville Library Pavilion and outdoor forecourt or another suitable location as agreed with organisers for Sydney Gay and Lesbian Mardi Gras’ Sissy Ball in February 2026.
2. That Council approve financial support of up to $60,000 to the Sydney Gay and Lesbian Mardi Gras to deliver the Sissy Ball in 2026 to form part of the 2026/2027 second quarterly budget review.
3. That Council approve the provision of temporary workshop space to Sydney Gay and Lesbian Mardi Gras at the Sustainability Hub for the period January to March 2026 for float construction.
4. That Council delegate authority to the General Manager to continue negotiations with Sydney Gay and Lesbian Mardi Gras on developing a longer-term partnership for 2027 and the 50 year anniversary in 2028.
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STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
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3: Creative communities and a strong economy |
|
|
EXECUTIVE SUMMARY
Council staff have engaged in meetings with the organisers of the Sydney Gay and Lesbian Mardi Gras to discuss Council's involvement in the 2026 program. These discussions have focused on the support requested by the Mardi Gras organisers, as detailed in this report.
The Sydney Gay and Lesbian Mardi Gras (SGLMG) has approached Council for a partnership on the 2026 Mardi Gras program. After discussions and site visits, the proposed partnership includes the provision of a complimentary Council venue to host the Sissy Ball event and a financial contribution of up to $60,000 to support the delivery of the event.
As part of this partnership, Council will waive all venue fees for the Sissy Ball, ensuring that the event has access to an appropriate space at no cost. In addition, Council will offer the temporary use of the Sustainability Hub for a parade float construction workshop, available from January to March 2026, to assist in preparations for the Mardi Gras Parade.
Preliminary discussions have also begun regarding the possibility of a longer-term sponsorship arrangement or partnership between SGLMG and Council beyond 2026. These conversations are in the early stages, and more time is needed to evaluate information and potential opportunities presented by Mardi Gras organizers.
Current Council grant funding of $5000 will support Minus18’s queer youth event in 2026. This is in addition to annual support of Twenty10’s Glitterball. Consideration could be given to reallocating the total $8000 including in-kind support that Council usually gives to Glitter Ball to the Summer Fling Ball for 2026.
BACKGROUND
At the Council meeting held on 18 November 2025, Council resolved the following:
1. That Council notes Inner West Council’s ongoing proud commitment to initiatives and events that celebrate and support the LGBTQI+ community, including the Inner West Pride Centre, Trans and Gender Diverse Swim Nights, Feel the Love, Drag Story Time, the Mardi Gras Viewing Party, and next year’s opening of the Inner West Pride Walk.
2. That Council notes that Inner West Council has been approached by Sydney Gay and Lesbian Mardi Gras (SGLMG) about the following opportunities to collaborate ahead of the 2026 festival:
a) Hosting Sissy Ball, one of the flagship festival events, at Marrickville Town Hall; and
b) Providing a community workshop space to construct SGLMG parade floats and costumes.
3. That Council partners with SGLMG to host Sissy Ball at Marrickville Town Hall in 2026 and works with organisers to identify additional in-kind and financial support that Council could provide, including promotion, production and event infrastructure, and talent costs, with funding sources to be identified in the next quarterly budget review.
4. That Council works with SGLMG to investigate Council-owned venues which could be suitable to host the SGLMG float construction workshop.
5. That Council seeks to negotiate recognition of Inner West Council as a leading sponsor, inclusion of inner west events on the Mardi Gras app and publications, and the inclusion of an Inner West Council float in the parade.
6. That Council commences discussions with SGLMG organisers about developing a longer-term partnership to host events within the SGLMG festival program in the Inner West LGA for the 2026, 2027 and 2028 festival periods, noting 2028 is the 50 year celebration of SGLMG.
7. That Council receives a report back on the above, including costs, to the December 2025 Meeting.
8. That Council also include in the report details about the Feel the Love program and any other events for our younger members of the queer community to participate in including the Summer Fling Ball, presented by House of Silky the day after Sissy Ball.
DISCUSSION
The Sydney Gay and Lesbian Mardi Gras (SGLMG) asked Inner West Council to co-host the 2026 Sissy Ball, a major event celebrating LGBTQIA+ culture. SGLMG also requested a workshop space from January to March 2026 for float and costume creation. Hosting the Sissy Ball would bring a high-profile Mardi Gras event to the Inner West, highlighting local pride and welcoming the community.
Sydney Gay and Lesbian Mardi Gras Event Partnership
The Sydney Gay and Lesbian Mardi Gras (SGLMG) has approached Inner West Council about hosting the Sissy Ball, a major voguing event celebrating queer culture. Staff met with SGLMG to explore collaboration and inspected Marrickville Town Hall, Library courtyard, and Pavilion as possible venues, requiring further assessment.
Council proposes reserving Marrickville Town Hall exclusively for SGLMG during the festival period in February–March 2026, aligning with planned upgrades to the site. Up to $60,000 is recommended for SGLMG to cover staffing, production, and talent expenses, subject to more specific quotes. A formal agreement is required before year-end for adequate planning.
Community Workshop Space
SGLMG needs 500–1,000 sqm for float construction for the 2026 parade, including space for community groups. Council staff have worked with SGLMG to find a suitable site, and both parties agreed that the covered area at Summer Hill Sustainability Hub meets the requirements for temporary space from January to March.
Longer Term Sponsorship
Discussions with SGLMG organisers have addressed sponsorship of the Mardi Gras program. Official sponsorship costs range from $150,000 to $300,000; a partner parade float requires Council to invest $300,000.
Since no funds are allocated for long-term sponsorship in 2025/2026 or future budgets, it is recommended the General Manager continue talks with SGLMG regarding costs and benefits, and report back to Council.
Events for Younger Members of the Queer Community
Council is committed to supporting events specifically targeted for queer youth. For several years Council has partnered with Twenty10 to deliver a youth Glitter Ball during Youth Week in April. While the Glitter Ball was not held in 2025, Council partnered with House of Silky to support The Summer Fling Ball at Petersham Town Hall, providing $2,000 in funding and in-kind venue support including sound and AV totaling approximately $5,000.
In April 2026, Minus18 will organize a free event specifically for LGBTQIA+ youth aged 12 to 19, designed to be accessible and safe for all participants. The event will accommodate up to 400 attendees and is supported by a $5,000 grant from the Council’s annual funding program. At this gathering, LGBTQIA+ youth workers and volunteers will lead activities that help attendees make new friends and build connections. The event will also feature live performances by LGBTQIA+ artists. For those who prefer a quieter environment, there will be a dedicated low-sensory space available to encourage comfortable social interactions. Additionally, the Council is providing about $3,000 in extra support by waiving venue fees and offering other forms of assistance.
Council has the flexibility to allocate up to $8,000 (including in-kind venue use) for a youth-focused queer community event in the current financial year. If Glitterball does not take place, these funds may instead be reallocated to support another event such as The Summer Fling Ball in 2026.
The annual Parade Screening event will return to Camperdown Memorial Rest Park in 2026, hosted by Inner West Council. The event includes an all-ages picnic with entertainment preceding the parade, ensuring young LGBTQ+ people and their families are welcome and encouraged to participate in the celebrations.
FINANCIAL IMPLICATIONS
An additional amount of up to $60,000 would be required to support the SGLMG to deliver their Sissy Ball in a Council venue, with this amount to be identified in the second quarterly budget review for 2025/2026.
Current resources would allow for Council to provide support up to a total of $8000 for a youth focussed queer community event within the current financial year from the Community Wellbeing budget.
Nil.
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Council Meeting 9 December 2025 |
Subject: Town Hall Festivals Update
Prepared By: Ruth Callaghan - Director Community
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RECOMMENDATION
1. That Council approve the allocation of $21,000 for a communications strategy for the Town Hall Festivals.
2. That funding of $9,000 form part of the 2025/26 second quarter budget review.
3. That funding of $12,000 form part of the 2026/27 budget consideration.
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STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
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3: Creative communities and a strong economy |
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EXECUTIVE SUMMARY
This report provides a draft communications plan and proposed budget for the marketing and promotion of the seven new Town Hall Festivals. A total of $21,000 in new budget will be required at $3,000 per event.
The plan suggests a similar approach for each event that focuses on both paid and organic social media advertising, as well as print media advertising and a comprehensive use of Council’s own channels such as the LGA wide newsletter, E-bulletins and activating local creative networks through the Arts and Culture Local Democracy Group and Inner West Creative Network. Content will also be shared with significant stakeholders and partners such as Create NSW and Sydney Fringe.
This approach is in line with the Tourism Action Plan advertising strategy which will reach potential audiences through local businesses such as breweries and live music events.
BACKGROUND
At the Council meeting held on 28 October 2025, Council resolved the following in part:
1. That Council receive a report back to the December 2025 meeting on a draft example communications and promotional strategy for the Open Day Festivals, including branding, social and digital media, banners, posters, and other physical advertising, the Tourism Action Plan, and external creative and culture venues, platforms, and networks – and include indicative costs.
DISCUSSION
Council has requested a draft communications and promotional strategy for the new Town Hall Festivals which involves seven standalone events run over a two-year cycle commencing in 2026. These events will require their own communications plan to build recognition and encourage audience attendance.
It is suggested that a similar approach is undertaken as delivered for other Council festivals, focusing on a 4 – 6 week advertising period. Consistent branding for the program will be developed to give it a coherent overarching look and feel, with a unique colour or element for each individual town hall to be showcased.
A detailed draft communications plan is included at Attachment 1 which sets out all the elements of the promotional campaign including use of Council’s channels such as electronic and community noticeboards, printed newsletter covering the LGA and activating e-newsletters and creative networks.
A budget of $3,000 is proposed for each event as set out below in Table 1.
Table 1 Suggested budget per event
|
Advertising method |
Estimated Cost |
Comment |
|
Print advertising: including posters, postcards |
$1,500 per event |
To be at all Council touchpoints and relevant community spaces |
|
Social media paid ads |
$1,500 per event |
Boosted posts and separate ads on Instagram and Facebook |
FINANCIAL IMPLICATIONS
A total new budget allocation of $21,000 will be required for the promotion and communications campaign for the Town Hall Festival at $3,000 per event as outlined in the attached draft plan.
This will require $9,000 to be allocated from Q2 2025/26 budget considerations and an additional $12,000 to be allocated in 2026/27 budget.
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1.⇩ |
Town Halls Festivals Draft Communication Plan |
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Council Meeting 9 December 2025 |
Subject: General Revenue, Debt Recovery and Hardship Policy
Prepared By: Sharon Bowman - Director Corporate
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RECOMMENDATION
1. That Council adopts the draft General Revenue, Debt Recovery and Hardship Policy, as attached to this report.
2. That the adopted General Revenue, Debt Recovery and Hardship Policy is placed on public exhibition for a period of 28 days, with a report back to Council required only if Council receives feedback that necessitates an amendment to the adopted Policy.
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STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
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5: Progressive, responsive and effective civic leadership |
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EXECUTIVE SUMMARY
Council’s current General Revenue Policy was last updated in 2013. It provides information on Council revenue as well as mechanisms to collect debt owed to Council.
Following a review of the General Revenue Policy, officers propose replacing the current policy with the attached draft General Revenue, Debt Recovery and Hardship Policy (Policy). This Policy provides a framework for Council to levy rates and charges and to collect rates and charges and other sundry debts in accordance with Council’s legislative obligations. It applies to all Council ratepayers and sundry debtors in relation to rates, charges, and fees for Council services. It also provides a framework for payment arrangements, assessment and determination of genuine financial hardship applications, and the administration and recovery of debts.
Officers recommend that Council adopts the draft General Revenue, Debt Recovery and Hardship Policy, agrees to place the Policy on public exhibition for a period of 28 days, and receives a report back only if feedback is received that may necessitate an amendment to the adopted General Revenue, Debt Recovery and Hardship Policy.
BACKGROUND
The current General Revenue Policy was adopted on 9 May 2013, and is due for review. Following an assessment of the current policy, officers recommend replacing it with the proposed draft General Revenue, Debt Recovery and Hardship Policy.
As the policy has been comprehensively rewritten, markups from the previous General Revenue Policy have not been provided.
DISCUSSION
The attached draft General Revenue, Debt Recovery and Hardship Policy establishes a comprehensive framework for Council to levy and collect rates and charges in compliance with the legislative obligations provided for in the Local Government Act 1993 (the Act), the Local Government Regulations 2025 (the Regulations) and other relevant legislation. It applies to all Council ratepayers and sundry debtors in relation to rates, charges, and fees for Council services. Additionally, the policy provides a framework for payment arrangements, assessment and determination of genuine financial hardship applications, and the administration and recovery of debts.
The proposed policy includes provisions aimed at:
· Ensuring consistency in effective dates for rating adjustments
· Establishing clearly defined eligibility criteria and required documentation for refunds
· Providing an overview of bill smoothing options
· Outlining guidelines for the making of payment arrangements,
· Updating requirements for applying financial hardship
· Making provisions for Council to apply section 713 of the Act relating to the sale of land to recover overdue rates, charges, and interest when deemed appropriate
· Clarifying the termination of entitlement to postponed rates, referencing the relevant legislation (Sections 569 and 597 of the Act).
· Updated guidelines for debt recovery of rates and charges
· Setting guidelines for debt recovery and write-offs of sundry debtors
· Establishing provisions for disputed domestic waste management charges
· Providing clearer guidance on the circumstances in which the domestic waste availability charge applies
· Breaking down of all the annual stormwater management charges as set out in Section 125AA of the Regulations
· Providing clear guidance on eligibility for the pensioner concession and pension rebates applied to rate accounts
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
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1.⇩ |
General Revenue, Debt Recovery and Hardship Policy |
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Council Meeting 9 December 2025 |
Subject: Current and proposed support for Inner West Tech + Start Up
Prepared By: Sharon Bowman - Director Corporate
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RECOMMENDATION That Council endorse the initiatives proposed to support IWTS: a) A hackathon-style technology challenge offering a $15,000 prize and a bonus $5,000 prize for the best solution from a woman or non-binary person; b) Linking local talent with community organisations for impactful projects; c) Support for a pop-up tech hub via free access to Clontarf Cottage; d) Visible support for women and non-binary individuals in STEM via the creation of an emerging technology cadetship for women and non-binary individuals; e) Creation of a tech advisory panel with Council ICT representatives to provide advice and guidance to startups; and f) Pursuing open data principles to promote innovation.
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STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
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3: Creative communities and a strong economy |
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EXECUTIVE SUMMARY
Council is collaborating with the Inner West Tech + Start Up (IWTS), a volunteer network of 200 participants led by local business leaders, to foster innovation and deliver community benefit.
Following Council’s resolution at the September 2025 Council Meeting to engage directly with IWTS, Council has collaborated with IWTS to explore a number of opportunities. The following key initiatives are proposed:
· Technology challenge: Hackathon-style event addressing real Council issues, offering a $15,000 prize for solution development, with a bonus $5,000 prize for the best solution from a woman or non-binary person.
· Council-sponsored competitions: Linking local talent with community organisations for impactful projects.
· Pop-up tech hubs: Clontarf Cottage identified as a flexible collaboration space for IWTS participants.
· Women and non-binary individuals in STEM pathways: Supporting opportunities for women and non-binary individuals in STEM and AI through cadetships and other opportunitites.
· Tech advisory panel: Providing advice and guidance on the suitability of technology solutions to work within a government context.
· Open data alignment: Promoting transparency, inclusive development, and innovation through responsible data sharing.
These initiatives strengthen Council’s digital strategy and support local economic growth.
BACKGROUND
The IWTS is a volunteer-based organisation comprised of over 200 participants, led by a five-person committee of established Inner West business leaders. The IWTS approached Council regarding opportunities to partner on a range of opportunities.
At the Council meeting held on 23 September 2025, Council resolved the following:
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;
d) prepare a report for the October 2025 Council meeting detailing Council’s current and proposed support for Inner West Tech + Start Up; and
e) promoting and supporting women, girls and non-binary individuals in the tech and start-up space
Council’s ICT team has met with IWTS three times to discuss opportunities for engagement with Council. These meetings have been both collaborative and productive, creating a space for ideas that could benefit both Council and IWTS.
DISCUSSION
In response to the opportunities identified in the Council resolution, Officers have progressed planning of the a number of opportunities. The following key initiatives are proposed for Council endorsement:
1. Hosting a themed technology challenge: this was deemed as a viable activity with a suggested hackathon type event where applicants work towards developing a solution that addresses a real Council issue. Representatives from both Council and IWTS would judge the most appropriate solution and provide a cash prize of up to $15,000 to further develop their proposal, a bonus prize of $5,000 could be offered for the best idea from a woman or non-binary person
2. Running Council sponsored competitions that deliver community benefit: Council could assist in providing a liaison point for community organisations that are based within the Inner West Council to suggest a use case that would benefit from an innovative technology solution, which could then be matched with IWTS members or launched as a competition. Note that funding for these competitions has not been identified or proposed in this report.
3. Assist with the establishment of pop-up tech hubs that support collaboration between IWTS participants: Council has investigated a number of potential sites for IWTS to run pop-up tech hubs, and has identified Clontarf Cottage, a Council facility currently available for community bookings located at 4 Wallace St Balmain, as the most suitable space. Clontarf Cottage has recently been renovated. It has two separate rooms with removable desks, chairs and areas to collaborate, as well as providing a serviceable kitchen. Furthermore, Clontarf Cottage has very low occupancy rate (especially during business hours) potentially allowing for IWTS to be provided with a standing booking on multiple days, free of charge.
4. Promoting and supporting women, girls and non-binary individuals in the tech and start-up space: Council’s ICT team has recently created an emerging technology cadetship for women and non-binary individuals. A woman with AI skills has been appointed as a cadet, to boost Council’s understanding and usage of this technology. This provides a visible role model for the growth of women in STEM and as a pathway into AI. This strategy closely aligns with Council’s apprenticeship and trainee schemes. It is proposed that this cadetship position be maintained in future years (beyond the current incumbent). Council continues to seek additional opportunities to support women, girls and non-binary individuals in the tech and start-up space, and encourages the IWTS to make a similar commitment.
5. Tech advisory panel: Through the discourse with IWTS representatives, officers have identified some further considerations/potential barriers to entry for start-ups, including:
· Procurement – Council is bound by local government procurement rules, and Council’s Procurement Policy.
· ICT Governance – In relation to any ICT procurement (inclusive of pilots), Council is obliged to undertake cyber security, digital accessibility and (where applicable) AI assessments of all proposals.
It is understood that these requirements may cause considerable barriers to entry for start-ups engaging with Council, due to limited inhouse expertise and costs of outsourcing these requirements. To assist in this area, it is suggested that a Tech Advisory Panel including Council ICT representatives be created to provide advice and guidance on the suitability of solutions to work within a government context.
6. Other opportunities:
· Council is working towards the principles of Open Data which promotes the use of open, transparent and responsible use of data within government. An open data approach benefits IWTS via inclusive development, leveraging open data for community-driven solutions, fostering collaboration and creativity while ensuring governance and citizen engagement through unrestricted reuse under clear, open licenses.
· Officers have participated in an IWTS event where an AI panel was run in conjunction with technology industry representatives.
FINANCIAL IMPLICATIONS
Funding of up to $20,000 to support the hackathon could be funded through existing budgets. There is also the potential to seek grant funding for this purpose. There is a potential opportunity cost of allowing IWTS free use of Clontarf Cottage, however given the low utilisation rate, impact on budget is expected to be minimal.
Nil.
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|
Council Meeting 9 December 2025 |
Subject: Customer Experience Update
Prepared By: Sharon Bowman - Director Corporate
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RECOMMENDATION
That Council endorse the proposed changes to the correspondence templates, and delegate to the General Manager the ability to revise the templates as required to respond to customer satisfaction results and feedback.
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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 continues to deliver on the Customer Experience Strategy 2024-2027, with clear improvements in customer satisfaction, communication, and digital access.
Key highlights include:
· Over the past year, more than 1,100 staff have completed training in customer experience, complaints handling, and Plain English writing, helping to build confidence and consistency across the organisation.
· Correspondence is now clearer and easier to understand thanks to new templates and a real-time quality checker built into the Customer Request Management system.
· Customer Satisfaction (CSAT) increased to 77%, the highest result since measurement began, with residents reporting positive experiences of respectful, timely and helpful service.
· Digital improvements are delivering tangible benefits for the community:
o Payble rates smoothing and Binnovation online bin repair and replacement booking system have been implemented.
o The new website and Snap Send Solve integration are both on track to launch in February 2026.
· Community feedback continues to guide this work through the Customer Experience Local Democracy Group, post-request surveys, and direct engagement at Mobile Customer Service stalls.
· Council’s achievements are also gaining recognition across the sector, with benchmarking showing Inner West performing above average in satisfaction.
To continuously improve customer experience, an update is proposed to the current correspondence templates, to ensure consistent presentation and clear accountability. Responses will be signed by the responsible officer, and letters will set out the options for contacting Council’s main customer service channels with any follow up queries. The customer service team will assist or refer the call to the responsible officer as required. Importantly, the follow-up contact will be tracked to ensure the customer receives a follow-up response.
The customer experience team will continue to review the customer satisfaction statistics and feedback, along with data on follow-up contacts, and would value the ability to make further enhancements to the correspondence templates where indicated, without requiring Council endorsement.
BACKGROUND
In November 2023, Council adopted the Customer Experience Strategy 2024-2027, outlining a three-year roadmap to improve satisfaction, responsiveness, and accessibility. The Strategy sets four priorities:
1. Supporting our staff to excel
2. Council anywhere, anytime
3. Embedding access and inclusion
4. Monitor, improve, measure, repeat.
Since that time, Council has delivered a sequence of initiatives across each priority area.
In June 2025, the Internal Ombudsman Shared Service (IOSS) conducted its 12-month review of customer service improvements and found that Council had implemented an “impressive array of initiatives”, noting a reduction in complaint escalation rates and improvement in timeliness of responses.
DISCUSSION
Council’s customer experience transformation continues to mature under the Customer Experience Strategy 2024-2027. The following section outlines the most recent achievements and ongoing initiatives that are strengthening service quality, communication, and responsiveness across the organisation.
Building capability and culture
Council continues to invest in developing a skilled and confident workforce that can deliver a consistent and respectful experience for the community. Staff are now better equipped to resolve issues early, communicate clearly, and take ownership of customer outcomes.
Key achievements include:
· Training and development
More than 1,100 staff members have completed one or more customer experience programs since February 2024, including Plain English writing, Customer Request Management training, complaints handling, and customer service skills development. Internal feedback on the quality and usefulness of these programs averages 4.6 out of 5.
· Customer Experience Community of Practice
Established in August 2025 to connect staff from across high-volume service areas such as Waste, Planning, Aquatics, and Customer Service. The group meets regularly to share ideas, troubleshoot issues, and promote practical service improvements.
· Complaints Operational Management Standard (OMS)
Now embedded across all teams, the OMS provides a clear and consistent process for acknowledging, investigating, and resolving complaints, supporting early resolution and ensuring fairness and accountability.
Improving communication and correspondence
Clear and consistent communication is central to a positive customer experience. Council introduced a series of practical measures to make written correspondence easier to understand and more consistent across all services.
Key achievements include:
· Plain English templates
All acknowledgement, progress, and resolution letters have been rewritten in plain English to remove jargon and clearly explain the next steps. The new templates make it easier for customers to follow the progress of their requests and know how to contact Council if they need more information.
· Real-time correspondence checker
A new tool built into the Customer Request Management (CRM) system enables staff to review tone, structure, and completeness before letters are sent. The tool prompts officers to expand brief entries and verify clarity, thereby improving the overall quality of responses.
· Quality improvement
The correspondence quality pass rate increased from 61% in June 2025 to 68% in September 2025, the highest result since monitoring began.
To pursue the continuous improvement of communication and correspondence, an update to the current correspondence templates is proposed:
· Consistent presentation and clear accountability
It is noted that, prior to the adoption and 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. In May 2022, Council [requested] that with regard to the inclusion of a Senior Manager’s name as the sign-off on customer service letters, that a direct phone number is also added.
The Internal Ombudsman, in the June 2025 Council report, stated that 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.
Further, to optimise the customer experience, it is important that Council capture all follow up contacts in a way that allows us to both ensure the customer is appropriately responded to, and to use the data for analysis purposes.
For these reasons, it is proposed that correspondence be signed by the responsible officer, and that letters set out the options for contacting Council’s main customer service channels with any follow up queries. The customer service team will either assist the customer or refer the call to the responsible officer as required. Importantly, the follow-up contact will be tracked to ensure the customer receives a follow-up response.
The updated templates will create a consistent and professional presentation across all letters, helping customers know where to direct follow-up questions and improving accountability for responses.
The customer experience team will continue to review the customer satisfaction statistics and feedback, along with data on follow-up contacts, and may make further enhancements to the correspondence templates where indicated.
Customer satisfaction performance
Customer satisfaction with Council services continues to improve, reflecting stronger communication, faster response times, and improved coordination across teams.
· Between July and September 2025 (Q1 FY25/26), Council received 1,678 post-request survey responses (the largest quarterly sample to date).
· Customer Satisfaction (CSAT) increased to 77%, the highest result since measurement began. The results in Table 1 show sustained improvement across every measure of customer satisfaction.
· Residents continue to rate staff highly for professionalism, courtesy, and respect. Improvements were also recorded in the speed of service and satisfaction with outcomes.
· Premature escalations to the Internal Ombudsman have dropped from 62% in FY23/24 to 30% in FY24/25, showing growing community trust in Council’s internal complaint management processes.
Table 1 Customer Satisfaction Scoring by Financial Year and Quarter
|
Question |
Category |
FY24/25 |
FY25/26 |
|||||
|
Q1 |
Q2 |
Q3 |
Q4 |
Q1 |
|
|||
|
I was treated with respect. |
People |
83% |
86% |
85% |
85% |
86% |
|
|
|
The information provided to me was accurate and relevant. |
Communication and Process |
73% |
77% |
75% |
77% |
77% |
|
|
|
I am satisfied with the outcome of my request. |
Resolution and Outcome |
68% |
72% |
69% |
72% |
72% |
|
|
|
My request was resolved quickly. |
Resolution Speed |
64% |
70% |
68% |
69% |
71% |
|
|
Digital transformation and accessibility
Council continues to modernise how residents access information and services. The focus is on making it easier for the community to request services, report issues, find information, and stay informed.
Key projects and outcomes include:
· Payble, online payment platform
Residents have adopted Payble as a flexible and straightforward way to manage rate payments. The platform has reduced arrears and is projected to save more than 780 staff hours each year through automated reminders and payment scheduling.
· Binnovation, waste service booking system
The new “Binnovation” system replaced a manual, paper-heavy process with real-time digital scheduling and tracking for bin repairs and replacements. The change has saved an estimated 715 staff hours annually and improved convenience for residents by allowing them to book services online at any time.
· Snap Send Solve integration
Council has engaged with Snap Send Solve to enable direct integration between the existing Snap Send Solve solution and the Customer Request Management system. The platform will provide residents with a simple, mobile-first way to report issues such as dumped rubbish, potholes, or graffiti. Council is also exploring the use of QR codes on public facilities to make access even easier.
· Website redevelopment
The website redevelopment has now entered the implementation phase following completion of community-tested designs. The current stage involves the development of a new Drupal-based content management system and the review and migration of thousands of pages of content to ensure that information is accurate, accessible, and easy to navigate. The launch of the new website is scheduled for February 2026. It will deliver a modern, mobile-friendly and WCAG 2.1 AA-compliant website that provides a smoother, more intuitive experience for residents.
· Customer Request Management (CRM) improvements
Council has streamlined its CRM system by removing outdated request categories and introducing a call-back function with a two-business-day response time. This ensures that customer enquiries are tracked, followed up on, and resolved promptly.
· Mobile Customer Service
The Mobile Customer Service team continues to bring Council services into the community, assisting an average of 150 residents per week across libraries, aquatic centres, and community spaces. These sessions make it easier for residents to speak directly with council staff and access help on the spot.
Benchmarking, sector recognition and community engagement
Council’s customer experience program continues to attract positive attention across the local government sector and is being independently benchmarked to guide future improvements.
· Customer experience benchmarking
Council has engaged Ninety Mile Consulting to benchmark Inner West’s performance against other councils in Australia. The benchmarking review focuses on customer experience and service maturity, community satisfaction, accessibility, responsiveness, and staff capability. Preliminary findings indicate that Council is performing above the sector average in terms of overall satisfaction and service quality. The final report is expected to be completed in late November 2025 and will inform priorities for the next stage of the Customer Experience Strategy.
· Voice of the Customer
Council actively seeks feedback from residents to shape service improvements. The Customer Experience Local Democracy Group meets quarterly and brings together residents from across the Inner West to share their experiences and insights about interacting with Council. Recent sessions have focused on website redevelopment, reviewing the Complaints Handling Policy, improving customer service in Development Assessment and Public Trees, and introducing new payment options, including bill smoothing.
· Sector interest
Several councils have approached Inner West to learn more about its approach to customer experience and service reform.
o Wollongong City Council described Inner West’s Customer Experience Strategy as “deeply inspiring” and requested a briefing on how it was developed and implemented.
o Kiama Municipal Council commented on the Strategy as “great work” and is exploring how to build a similar framework for their own organisation.
o Campbelltown City Council reached out to discuss how Inner West has embedded customer experience practices and real-time customer feedback into daily operations.
· Collaborative forums
Council also participates in the Customer Service Shared Service Forum, which was re-established by the Internal Ombudsman Shared Service. This forum brings together practitioners from Inner West, Parramatta, and Cumberland councils to share ideas, discuss challenges, and exchange practical solutions.
Customer service performance
Front-line service delivery continues to perform strongly across all customer channels.
In Q1 FY25/26, Council answered more than 6,900 calls, with 83% answered within one minute, exceeding the service target. Front counter teams continue to provide consistent, face-to-face support across service centres. At the same time, the Mobile Customer Service program assisted more than 2,000 residents during the same period through stalls at libraries, aquatic centres, and community parks.
Customer satisfaction with respect, communication and outcomes remains high, supported by staff training, digital tools and plain English communication that make requests easier to resolve and track.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Post Exhibition - Code of Meeting Practice
Prepared By: Sharon Bowman - Director Corporate
|
RECOMMENDATION
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 endorse a 5-month trial agenda management cycle, being either: a) Public forum held 1 week prior to the ordinary meeting, with agenda published 2 weeks prior to the meeting; or b) Public forum remains immediately prior to the ordinary meeting, with agenda published 11 days prior to the meeting
4. That Council resolves the general Order of Business for Ordinary Council Meetings will be as follows: a) Opening Meeting b) Acknowledgment of Country c) Apologies and requests for leave of absence or attendance by audio-visual link by Councillors d) Notice of Webcasting e) Statement of Ethical Obligations f) Disclosures of Interests g) Moment of Quiet Contemplation h) Confirmation of Minutes of Previous Meetings i) Condolence Motions j) Mayoral Minute(s) k) Reports to Council l) Notice of Motions/Questions with Notice m) Confidential Matters n) Urgency Motions (If required) o) Conclusion of the meeting
|
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 is required to adopt the mandatory provisions of the Office of Local Government’s new Model Code of Meeting Practice (Model Code) by 31 December 2025. Accordingly, Council approved the public exhibition of a new draft Code of Meeting Practice (Code) in September 2025.
Five submissions were received during the public exhibition. Officers believe no changes are required to the Code in response to these submissions. It is therefore proposed that Council adopt the draft Code, as exhibited, with only minor administrative changes. The attached Code of Meeting Practice is recommended for adoption.
Officers also propose a revised agenda management cycle in response to mandatory provisions of the Model Code, including the prohibition on Councillor briefings and the requirement to publish any additional information provided to Councillors in response to questions.
Two options are proposed for consideration. It is recommended that Council implement a 5-month trial of the preferred option, being either:
· Public forum held 1 week prior to the ordinary meeting, with agenda published 2 weeks prior to the meeting, or
· Public forum remains immediately prior to the ordinary meeting, with agenda published 11 days prior to the meeting
In both options, questions from Councillors, and the responses provided, will be published the day before the Council Meeting.
To enable either option to be selected, Officers have removed the general Order of Business for Ordinary Council Meetings from the Code of Meeting Practice and replaced this with a clause permitting the order to be set by resolution. This is permitted by the Model Code. A recommended Order of Business, based on Council’s current Order of Business with the Public Forum removed, is included in this report.
BACKGROUND
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.
Council considered a report on the draft Code of Meeting Practice at its meeting held on 23 September 2025, and resolved the following:
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 [subject to the inclusion of additional clauses regarding foreshadowed motions].
2. That following the conclusion of the exhibition period, the draft Code of Meeting Practice be brought back to Council for consideration for adoption.
The draft Code of Meeting Practice was subsequently updated with the additional clauses regarding foreshadowed motions and placed on public exhibition.
DISCUSSION
Outcomes of Public Exhibition
The draft Code of Meeting Practice was placed on public exhibition for 42 days from 29 September 2025 to 9 November 2025. There were 203 visits to the Your Say Inner West project page during public exhibition, and the draft Code was downloaded 36 times.
There were five submissions received regarding the draft Code of Meeting Practice during the public exhibition period, as outlined below:
|
Support (Yes/No) |
Public Exhibition Comment/ Explanation |
IWC Comment |
|
Yes |
No further comment.
|
Noted. No changes are required to the Code in response to this comment. |
|
Unsure |
Like to see better walk/bike track from Sydenham station to Marrickville Metro
|
Unrelated to the draft Code. The comment has been forwarded to the relevant department. No changes are required to the Code in response to this comment. |
|
Yes |
I support the Code of Meeting Practice.
|
Noted. No changes are required to the Code in response to this comment. |
|
No
|
I do not agree with the proposal that foreshadowed proposals not have a seconder. Requirement to second is not an undue burden and protects from potential wasted time.
|
As noted in Clause 10.15 of the Code, a Councillor may propose a foreshadowed motion (without a seconder) in relation to the matter of the original motion during debate on the original motion. The foreshadowed motion, however, is only to be considered if the original motion is lost or withdrawn and the foreshadowed motion is then moved and seconded, at which point it becomes the substantive motion to be considered by Council. If the original motion is carried, the foreshadowed motion lapses. No changes are required to the Code in response to this comment. |
|
No |
The Council's proposal for unlimited foreshadowed amendments (Clause 10.16) is highly concerning. This leniency risks procedural abuse, where councillors can "stack" the debate queue with frivolous or tactical amendments, delaying the vote and frustrating opposition. It leads to confusion and a lack of transparency for the public, who struggle to track the original motion alongside an unlimited number of alternatives that may or may not be moved later. This complexity can cause councillors to lose focus, increasing the chance of approving inconsistent or unworkable decisions. |
As noted in Clause 10.16 of the Code, a Councillor may, without a seconder, foreshadow an amendment that they propose to move after the first amendment has been dealt with. However, no discussion or voting can take place on foreshadowed amendments until the previous amendment has been dealt with. Even if clause 10.16 of the Code was not included, a Councillor could at any point during debate on an amendment motion speak against that motion and indicate to Council that they intend to move their own amendment motion if the first amendment motion is lost. No changes are required to the Code in response to this comment. |
After reviewing the feedback provided during the public exhibition period it is proposed to adopt the publicly exhibited Code, as exhibited, with only minor administrative changes. All comments provided have been addressed as outlined in the table above.
Trial Agenda Management Cycle
There are a number of mandatory provisions in the Model Code that have implications for some of Council’s meeting administration practices:
· The prohibition on briefing Councillors on business that will come before a Council meeting is likely to result in a significant increase in the number of Councillor questions from the floor, and has the potential to increase the number of items being formally reported to Council as Councillors are limited in their options to receive updates on the status of various matters.
· The requirement to publish any additional information provided to Councillors in response to questions will require additional administrative effort, which impacts on timeframes
Officers have prepared two options for consideration by Council and recommend that Council’s preferred option be implemented on a 5-month trial basis commencing from February 2026, with a review in June 2026.
Option 1 – public forum held 1 week prior to the ordinary meeting
· Would free up time in the ordinary meeting for consideration and debate of agenda items
· To facilitate, business papers would be published on Tuesday 2 weeks prior to the meeting
Option 2 – public forum remains immediately prior to the ordinary meeting
· The risk is that Council will not get through the agenda, potentially requiring additional meetings
· Business papers would be published on Thursday 11 clear days prior to the meeting, to allow Councillors additional time to read, consider and provide questions
In both options
· Councillor questions and officer responses will be published as a supplementary agenda item on the day of the Council meeting
· Councillor Notices of Motion will need to be submitted by Monday 2 weeks prior to the meeting
· Councillor Briefing Notes will be made publicly available on Council’s website (all confidential matters will be submitted as Confidential Council reports)
Order of Business for Council Meetings
To allow greater flexibility in relation to the conduct of Public Forums, Officers have removed the general Order of Business from the Code of Meeting Practice and replaced this with a clause permitting Council to adopt this by resolution. This is permitted by the Model Code of Meeting Practice issued by the OLG. A recommended Order of Business, based on Council’s current Order of Business with the Public Forum removed, is outlined below:
a) Opening Meeting
b) Acknowledgment of Country
c) Apologies and requests for leave of absence or attendance by audio-visual link by Councillors
d) Notice of Webcasting
e) Statement of Ethical Obligations
f) Disclosures of Interests
g) Moment of Quiet Contemplation
h) Confirmation of Minutes of Previous Meetings
i) Condolence Motions
j) Mayoral Minute(s)
k) Reports to Council
l) Notice of Motions/Questions with Notice
m) Confidential Matters
n) Urgency Motions (If required)
o) Conclusion of the meeting
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
Code of Meeting Practice - Post Exhibition |
|
Council Meeting 9 December 2025 |
Subject: 2026 Ordinary Council Meeting Schedule and Major Capital Projects Committee Schedule
Prepared By: Sharon Bowman - Director Corporate
|
RECOMMENDATION
1. That Council endorse the following Ordinary Council Meeting Schedule in 2026:
2. That Council approve the publication of the Council Meeting Schedule and the associated public forum schedule (as determined in Item 19) on Council’s website and at Service Centres; and
3. That Council endorse the following Major Capital Projects Committee Meeting Schedule in 2026:
|
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
Section 365 of the Local Government Act 1993 requires Council to meet at least 10 times a year, each time in a different month. Clause 3.1 of Council’s Code of Meeting Practice requires Council to set the frequency, time, date and place of its Ordinary Meetings by resolution. This report recommends a schedule in 2026 for the Ordinary Council and Major Capital Projects Committee meeting dates.
BACKGROUND
In 2025, Council adopted a meeting cycle of one Council meeting per month which also incorporated the January and July recess periods. The proposed meeting dates for 2026 remain in line with this structure.
At the Council meeting held on 8 March 2022, Council resolved to establish a Major Capital Projects Committee, to meet monthly. Under the Committee’s Terms of Reference, the proposed schedule of meetings for the year needs to be reported to Council for adoption.
DISCUSSION
The proposed meeting schedule has where possible attempted to avoid the following dates for Ordinary Meetings:
· School holidays
· Tuesdays following a public holiday
· The two major local government conferences in 2026 being:
o Australia Local Government Association (ALGA) Conference in Canberra to be held from 23 – 25 June 2026; and
o Local Government NSW Conference to be held at Wollongong from 22 November - 24 November 2026.
Proposed 2026 Council Meeting Schedule
|
January – Recess |
|
Tuesday 17 February |
|
Tuesday 17 March |
|
Tuesday 21 April |
|
Tuesday 19 May |
|
Tuesday 16 June |
|
July – Recess |
|
Tuesday 25 August |
|
Tuesday 22 September (including Mayor/Deputy Mayor Election) |
|
Tuesday 20 October |
|
Tuesday 10 November |
|
Tuesday 8 December |
Proposed 2026 Major Capital Projects Meeting Schedule
|
Monday 23 February |
|
Monday 23 March |
|
Monday 27 April |
|
Monday 25 May |
|
Monday 22 June |
|
Monday 24 August |
|
Monday 28 September |
|
Monday 26 October |
|
Monday 23 November |
FINANCIAL IMPLICATIONS
There are no additional financial implications outside Council’s existing budget regarding the adoption of the 2026 Ordinary Council Meeting or Major Capital Projects Committee meeting schedules.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Local Government Remuneration Tribunal 2026 Annual Review
Prepared By: Sharon Bowman - Director Corporate
|
RECOMMENDATION
That Council approve the draft submission (Attachment 1) to be sent to the Local Government Remuneration Tribunal in relation to the 2026 Annual Review.
|
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 NSW Local Government Remuneration Tribunal (Tribunal) has written to councils inviting submissions from individual councils in respect to categorisation, fees and any general matters. It is expected that submissions are endorsed by their respective council, and made by 18 December 2025.
The draft submission, at Attachment 1, encourages the Tribunal to consider increasing fees, in particular the maximum fee, for councillors and mayors to improve parity with other States, and to develop a robust system for setting fees that recognises the significant workload of elected representatives. The draft submission also highlights that the workload of councillors and mayors in NSW will likely increase due to the prohibition on pre-meeting briefings in the new Model Code of Meeting Practice, as there will be significantly more information in Council Meeting business papers to read and consider.
If approved by Council, the submission will be made prior to the due date.
BACKGROUND
Pursuant to section 241 of the Local Government Act 1993 (Act) the Tribunal is required to make an annual determination on the fees payable to councillors and mayors to take effect from 1 July 2026.
As outlined in the correspondence from the Tribunal inviting submissions (Attachment 2), in 2025 the Tribunal determined a 3% increase to the maximum and minimum fees, effective 1 July 2025, following a 3.75% increase in 2024. The 2024 increase was the Tribunal’s first determination after the repeal of section 146C of the Industrial Relations Act 1996, which removed the cap on remuneration increases.
Pursuant to section 239 of the Act, the Tribunal is also required to review council categories every three years. Inner West Council remains a Metropolitan Large Council having been recategorised in 2020.
DISCUSSION
The draft submission to the 2026 annual review of fees notes the Office of Local Government’s advice, in “Stand For Your Community: Candidate Guide”, that being a councillor involves a substantial time commitment. The submission expresses the view that the fees currently payable to Councillors do not adequately compensate elected representatives for this time commitment and make it challenging to attract and retain individuals with the necessary skills and experience.
The draft submission notes that the prohibition on pre-meeting briefings contained in the Office of Local Government’s new Model Code of Meeting Practice will likely increase the time commitment required of councillors and mayors in NSW. This is because a consequence of the prohibition is that Council Meeting business papers will inevitably contain more information, to ensure that councillors have all the necessary information, when considering matters. This will mean that councillors will be spending more time reading documents to familiarise themselves with the content of Council Meeting business papers, formulating formal questions to council staff, and reading the responses and clarifications provided. The draft submission urges the Tribunal to take this into account when determining the fees payable to councillors and mayors.
The draft submission also encourages the Tribunal to consider the base fees paid to councillors and mayors in other states and to establish parity with other elected representatives across Australia.
Finally, the draft submission calls for a formalised basis for determining fees for councillors and mayors (other than the broad ‘category of council’ criteria), that recognises and reflects the workload associated with these roles.
The views expressed in the draft submission are consistent with Council’s submission in 2024 to the Tribunal, which noted Council’s view that fees for mayors and councillors are well behind acceptable levels and fail to recognise the work or workload of elected representatives.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report, as Council is able to set fees within the range permitted by the Tribunal.
|
1.⇩ |
Draft Submission to Local Government Remuneration Tribunal - 2025 |
|
2.⇩ |
Invitation Letter to Councils - Local Government Remuneration Tribunal |
|
|
Council Meeting 9 December 2025 |
Subject: Financially Sustainable Service Delivery Program Update
Prepared 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
This report provides a brief update on the status of the Financially Sustainable Service Delivery Program as required by Council's resolution of 23 September 2025.
Council continues to make strong progress in undertaking the program and is on track to deliver a report on its outcome to the February 2026 meeting of Council.
BACKGROUND
At the Council meeting held on 23 September 2025, Council resolved the following:
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 the review does not reduce service levels in childcare, libraries and arts, aquatic centres, waste collection, parking and ranger services, events, parks and streetscape maintenance, and community centres and wellbeing.
3. That Council receive a report at the February 2026 Council meeting with the outcome of the Financially Sustainable Service Delivery Program.
4. That the General Manager report to the December 2025 Council meeting with an update and to each Audit Risk and Improvement Committee (ARIC) meeting until the program is completed
In response to point 4 above, update reports were provided to the ARIC at both the 13 October 2025 and 26 November meetings, confirming that the program (now branded 'Service Excellence Deep Dive') was on track and progressing well.
This report provides a further update to Council as required in the resolution.
DISCUSSION
Since the last report to Council on 23 September, we have made strong progress on this program in line with our project plan. Actions have included:
Working group
A working group has been established, comprising the General Manager, Director Corporate, Director Engineering, CFO, Senior Manager People and Culture along with representatives from Communications, Service Improvement, and Corporate Strategy. The working group has met weekly to strategise, drive the project and ensure it remains on track.
Service unit deep dives
The Leadership team was briefed on the program and their involvement in early October. A deep dive template was prepared, along with managers’ packs including partially populated templates, financial analysis, and communications messaging.
Each Service Unit Manager was tasked with reviewing their service unit by populating a comprehensive template designed to work through the process of identifying opportunities to be more financially sustainable. This includes a review of the service, any benchmarking results, resourcing, financials, customer satisfaction, constraints and challenges; followed by an analysis of service delivery, demand and efficiency, and identification of opportunities to save costs or increase revenue.
Once each Manager has completed their review, they are meeting with the relevant Director to discuss, challenge, and identify any additional opportunities. Directors are then meeting individually with the General Manager to further refine the service unit reviews. This process is nearing completion.
Early indications suggest that the process has been successful in identifying opportunities to increase revenue, save costs, and gain efficiencies that will enhance Council’s financial sustainability.
Consolidating and actioning the opportunities
The ideas and opportunities from the service unit deep dives are being consolidated and analysed centrally by the Service Improvement team. A workshop has been scheduled in early December with the General Manager, Directors and CFO to discuss the consolidated ideas. Ideas will then be tested for feasibility and to ensure there is a clear business case before being prioritised for inclusion in the plan (subject to Council approval where relevant).
Staff engagement
During October, the General Manager ran a series of sessions titled All in for Excellence. Over 1000 permanent staff from across Council attended the 12 sessions. During each of these sessions, a 1-hour workshop was held to elicit innovative ideas from staff on how we could deliver outstanding service while saving money or increasing revenue. Over 873 ideas were submitted over the course of these sessions.
The Service Improvement team are analysing these ideas to draw out themes and identify quick wins and other ideas that are feasible for implementation.
Next steps
An outcomes report will be prepared for the February meeting of Council detailing the process, findings and recommendations.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Major Residential Development Panel and Housing Delivery - Quarterly Update
Prepared 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
Since the commencement of the panel in July There have been between 8 and 13 applications on the each agenda. In total 24 applications have been considered and 11 applications have been determined with an average determination time of 137 days.
The panel has highlighted some of the immediate issues that need to be addressed going forward which includes the timeliness of the Design Review Panel, Specialist Internal referrals and Requests for Information.
There are 1946 new dwellings proposed as part of the current State Significant Development Applications under assessment and of these 351 are affordable or key worker housing. The Housing Delivery Authority have a number of applications under consideration that propose to deliver 1698 dwellings should they progress. The Regional Planning Panel has an application for 85 double rooms which has also been appealed in the Land and Environment Court.
Council’s overall Development Assessment times are averaging at 88 days year to date which is less than the Minister expectations of 97 days.
The Customer Service Survey Report into Development Assessment forms part of another report on this agenda and future updates on the survey will form part of this quarterly report.
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.
At the Council meeting held on 23 September 2025, Council resolved the following:
1. That Council receive and note the report.
2. That future reports to Council on the Major Residential Development Panel to:
a) be authored by the General Manager;
b) address identified bottlenecks to improve process efficiency; and
c) include post-DA survey results.
The post DA Survey results are the subject of a separate report on the December Ordinary Meeting Agenda which details the outcomes of a workshop with the assessment planners, facilitated by our customer experience team and updates on the recommendations of that report will be included as part of these quarterly update reports.
DISCUSSION
Major Residential Development Panel
Since the commencement of the panel in July There have been between 8 and 13 applications on each agenda. In total 24 applications have been considered and 11 applications have been determined with an average determination time of 137 days.
|
Number applications considered |
24 |
|
Matters applications determined |
11 |
|
Average Determination |
137 days |
|
Average Outstanding days (undetermined matters) |
140 days |
The longest determination time for an application was 315 days for a property at 2c Gladstone Street Newtown which was a modification of 2021 consent for 12 dwellings. The modification involved no changes to unit numbers but had external design changes. There were 27 submissions and the matter was determined by the Local Planning Panel. The following issues contributed to the longer assessment timeframe:
· It took ten weeks for the Design Review Panel to review the application (although this did include the Christmas New Year period).
· Six weeks after this a Request for Further Information was sent to the applicant and the applicant took a further six weeks to reply. Their reply triggered another set of internal referrals and a renotification,
· he application was re-reviewed by the Design Review Panel this time took eight weeks to review the application,
· The engineers took five weeks and requested clarification which took the applicant another six weeks
· The application was considered by the local planning panel approximately six weeks after this date.
This application highlights some of the immediate issues that need to be addressed going forward which includes the Design Review Panel, Specialist Internal referrals and Requests for Information
Design Review Panel
The recruitment of the City Architect is nearing completion and they will be responsible to review how the panel works as well as timing of panel meetings. In the meantime an additional meeting is being prepared for 2025 (resulting in three meetings in December) to minimise delays on applications. Furthermore, scheduling of meetings in 2026 has commenced to seek panel member availability with the earliest anticipated meeting scheduled for 20 January 2026.
Specialist Internal Referrals
The complexity and therefore time required and resulting response varies considerably from application to application.
A series of workshops will be carried out throughout 2026 with each referral team and include all officers. These workshops will focus on customer experience, providing informative advice in plain English, understanding who the key stakeholders are, collaborating on solutions as well as conditions. They will have various input from internal & external experts to enable a collaborative approach focused on delivering housing without delays.
Request for Information
During the course of the assessment of an application, there may be a need to request either additional information or amendments to the proposal to address relevant controls. Given the complexity of the current planning system, these requests are written referencing relevant Environmental Planning Instruments or Development Control Plans and can be highly technical. As part of the on-going improvements, a review of the template letter is underway to ensure that the technical information can be provided and it is written in plain English. Opportunities for plain English text for common issues will also be included and further developed as Council moves to a new Development Control Plan.
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.
State Significant Developments Applications (SSDA)
These are the current and determined State Significant Development Applications (SSDAs), within Inner West Council LGA since May 2025. All applications can be found on the Department’s Major Project Website - Major Projects search | Planning Portal - Department of Planning and Environment.
Updates to the below applications are highlighted in blue in the below table
|
Address & Link to project page |
Summary of Proposal |
Number of Dwellings |
Housing SEPP Bonus / Years for Affordable Housing |
Number of Affordable Housing / Key worker |
Status |
HDA |
|
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 |
Applicant has submitted Response to Submissions which is being reviewed by Council officers. Submission made in response to amended documentation |
|
|
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 |
(Total 500) |
15 |
220 |
SARP & SSDA lodged via HDA Dept has requested the applicant to respond to submissions |
√ |
|
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 via HDA. Dept has requested the applicant to respond to submissions |
√ |
|
Modification 1 S4.55 (1A) Modification for Condition Amendments relating to site contamination and hours of construction |
- |
- |
- |
Submission made. Approved |
|
|
|
Total |
- |
1946 |
|
351 |
|
|
*SSDA = State Significant Development Application
SARP = State Assessed Rezoning Proposal
Housing Delivery Authority (HDA)
The HDA was a State Government announcement in 2025, to boost housing supply and improve affordability in order to address the housing crisis and meeting 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 SSDA with a concurrent rezoning process.
The table below provides the declared proposals and their status with new items highlighted in blue:
|
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 of 200 dwellings |
Yes |
- |
SSDA & SARP lodged (see above table) |
|
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 |
SEARS requested & Submission lodged by Council officers |
|
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 |
|
29 Aug 25 |
52-54 Pyrmont Bridge Road |
Annandale |
Mixed use with health services, retail, commercial & RFB |
Yes |
600 |
Not yet requested SEARS |
|
TOTAL |
|
|
|
|
1698 |
|
Source: Housing Delivery Authority https://www.planning.nsw.gov.au/policy-and-legislation/housing/housing-delivery-authority
Regional Planning Panel Applications
|
Address
|
Suburb |
Summary of Proposal |
Number of Dwellings |
Status |
|
2b West Street |
Lewisham |
Section 4.55(2) to DA201800505 to carry out various internal and external changes |
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 |
|
TOTAL |
|
|
85 |
|
All information on the Regional Planning Applications is contained on their website - https://www.planningportal.nsw.gov.au/planning-panel
Development Assessment Performance against Ministers Expectations
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
Lodgement Performance for FY 25/26 - October
For the months of July to the end of October the lodgement of applications took on average 7 days which meets the new expectation for 2025 to 2026 of 7 days. This reduction in timeframes from reporting to Council in September, where the average lodgement time was 10 days, is due to a technical solution which assists with automation which was deployed in early September.
Assessment Performance for FY 25/26 – October
Timeframes for assessments from 1 July to 30 October took an average of 88 days, which meet the Minister’s expectations of 97 days.
Development Assessment performance against KPI’s
The table below provides an update on the performance of key process steps, that were previously reported to Council via a Bi-Monthly report and now reported on a quarterly basis. Some of these are also now reported via the DPOP.
Council officers continue to work on the Development Assessment Customer Service Action Plan which sets out the progress on the initiatives identified though Industry Professional workshops, external review prepared by Centium and various Council resolutions relating to customer service.
|
Key Process Steps |
Customer Experience KPI |
FY 23/24 |
FY 24/25 |
Q1 |
Oct 25 |
|
Pre DA Minutes |
Letter sent in 10 days of meeting - Median |
Data not available |
10 |
12 |
8 |
|
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% |
68% |
95% |
|
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% |
85.9% |
89% |
|
Neighbour Notification posted |
100% in 7 days following payment of all fees |
30% in 7 days 77% in 14 days |
74% |
86% |
40% 99% in 14 days |
|
Internal referrals obtained |
80% response in 14 days
|
51% |
46% |
52% |
55% |
|
Site inspection |
100% inspections are recorded on the council record. |
84% |
66% |
93% |
98% |
|
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 deployed |
Tech solution being deployed |
|
Determination |
Median within 85 days |
81.5 days |
69 days |
56 days |
70 days |
Call Applicant and/or Property Owner
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:
· 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 use. This will then be incorporated into the Development Assessment Protocols and updated process maps which are currently under review.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Customer Service in Development Assessments - Outcomes of post DA survey
Prepared 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
Over the past 4 months, Council conducted a post-development application survey to understand customer experiences and pinpoint areas for improvement. 55 responses were received.
This report offers a detailed analysis of the survey results, summarises the outcomes of a collaborative workshop with the Development Assessment team, and highlights the key actions identified to improve customer service in development assessment.
Key insights from the survey include:
· Strong progress in personalised initial contact and timely issuance of determination
· Need for more transparent, plain-English communication and simpler processes
· Importance of proactive updates and transparent, empathetic engagement
The collaborative workshop with Development Assessment staff, facilitated by Council’s Customer Experience team in November 2025, used these insights to:
· Analyse customer feedback and identify root causes
· Co-design practical improvements focused on communication, support, and accountability.
· Agree on priority actions such as improving handovers, simplifying requests and supporting portal navigation
The Major Residential Development Panel has been briefed on the survey, and a monthly report on survey results will be provided to each future meeting of the Panel.
These monthly reports will continue to be monitored to assess the success of the improvement measures as they are implemented, and identify further opportunities for continuous improvement.
Further updates will be provided quarterly as part of the General Manager's report on Major Residential Development Panel and Housing Delivery.
BACKGROUND
At the Council meeting held on 18 February 2025, Council resolved the following:
1. That Council introduce a post Development Application (DA) survey for all projects within the Inner West Local Government Area.
2. That Council draft and design a survey to gather feedback on the effectiveness of the DA process, satisfaction with communication and engagement throughout the application and approval process, the timeliness and transparency of decisions, the overall quality of the final development, including its impact on infrastructure, public space and the local context and recommendations to improve the process.
3. That Council delivers a draft survey and implementation plan to the next Council meeting.
In response to the above resolution, draft survey questions were prepared and reported to Council in 29 April 2025. In response, Council resolved the following:
1. That Council launch the Development Assessment survey in May 2025.
DISCUSSION
In accordance with the Council resolutions, Council officers proceeded to develop and distribute a post-development application survey. The survey has been emailed to all applicants whose DA was determined since 1 July 2025. From that date until 19 November 2025, this was a total of 466 DAs.
We received 55 responses to 19 November 2025, a 12% participation rate. Of these responses, 51% were from industry professionals, 42% from property owners, and 7% from a mix of architects, town planners, and building managers.
Survey findings - Communication and engagement
Most applicants received direct communication from the assessment officer, mainly via email and, to a lesser extent, by phone. There is still a significant opportunity to personalise engagement at the very beginning of the process. Two-thirds (67%) of applicants reported some form of introduction or meeting with their assessment officer, which is a positive step, but one-third still missed out on this key touchpoint.
|
Clear, plain English explanations and specific guidance on what is needed remain high priorities for applicants who are not industry professionals.
Throughout the assessment process, most applicants (69%) reported that Council officers were available to discuss or meet regarding their application, which was highly appreciated and fostered a sense of support and responsiveness. However, some applicants still felt that access was limited or unclear at certain key stages.
Regarding neighbour notification, some applicants (38%) were not informed of the number of submissions received. The feedback highlights an opportunity for greater transparency, keeping applicants informed not just about outcomes but also about key milestones and community participation throughout the process. Open and timely updates at these moments help manage expectations and reinforce trust in the process and the assessment team.
Survey findings - 
Timeframe
and lodgement process
The survey results regarding the lodgement process and timeframes are positive, with most applicants reporting that their Notice of Determination was issued within the expected 14-day period. Most found the process from lodgement to determination to be efficient, reflecting the team's ongoing improvements.
Some applicants noted longer timelines, often due to additional information requests, complex cases, or late-stage changes. They valued prompt decisions but also wanted greater transparency around delays and more transparent communication to help manage expectations throughout each stage of the assessment process.
Applicants noted that, while determination times are generally positive, the most significant improvements can be achieved by simplifying information requirements, providing clear upfront guidance in plain English about Council and NSW portal fees, and ensuring easy access to staff assistance during lodgement.
Workshop approach and outcomes
Building on the insights from the post-development application survey, Council’s Customer Experience team organised and facilitated a dedicated workshop in November 2025 to review the survey results and collaboratively develop practical solutions.
The workshop was designed as a collaborative space for Development Assessment staff to reflect on customer feedback, identify the underlying causes of common issues, and determine specific continuous improvement actions. The emphasis was on leveraging staff expertise, fostering ownership, and using real-life examples shared by our customers.
The outcomes of this process were positive. Staff reached consensus on a targeted set of improvements to enhance the customer experience and service delivery, including clearer communication, more proactive engagement with applicants, simplified requests for information, and improved handover and support when applications are transferred.
The following improvements were identified by staff and endorsed by the broader team for immediate and medium-term implementation:
|
Number |
Improvement |
|
1 |
Providing clearer, plain-English communication by reviewing our letters, templates, and requests so the community feels understood and can act with confidence. |
|
2 |
Improving the quality and timeliness of requests for information, including a focus on more explicit reasoning and helpful examples. |
|
3 |
Humanising the process through personal introductions, ensuring every applicant knows from the start who their planner is, and making the first contact a sincere welcome. |
|
4 |
Providing best-practice guidance and real-world examples to assist applicants in meeting information requirements. |
|
5 |
Ensuring applicants are aware of the assistance available from Council in navigating the NSW Planning Portal, to minimise frustration and confusion, particularly for infrequent users. |
|
6 |
Investigate opportunities for simple, plain English standardised email content for officers to use to provide regular updates on progress, especially delays. This content should clearly articulate any issues and next steps in plain English. |
|
7 |
Ensuring comprehensive and supportive handover processes when applications are transferred, so applicants experience continuity and care. |
|
8 |
Staying customer focused and outlining issues identified during the assessment process with empathy, as well as clearly explaining the reasons, the relevant controls and potential solutions. |
|
9 |
Making our roles and assessment process more transparent, including what Council can and cannot influence, so applicants know what to expect at every stage. |
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Tourism Action Plan Bi-Monthly Report
Prepared 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:
|
3: Creative communities and a strong economy |
|
|
EXECUTIVE SUMMARY
This report provides an update on the implementation of the advertising strategy that is the last significant action from the Tourism Action Plan.
The focus of the advertising strategy is to build awareness of the Inner West LGA as a visitor destination.
The advertising strategy, due to commence in December 2025, focuses on social and digital media, particularly centered on influencer collaborations, with some high impact, low cost print and traditional media to support it. A modest budget reallocation is proposed to reflect this.
The strategy will launch with 1 – 2 high profile influencer collaborations as well as both paid and organic social media and new media coverage of the GreenWay opening.
BACKGROUND
At the Council meeting on 28 October 2025, Council resolved the following:
1. That Council receive and note the report.
2. That further development, implementation and management of the Tourism Action Plan be delegated to the Senior Manager Communications and Engagement.
DISCUSSION
An updated advertising strategy is included as Attachment 1.
The Communications and Engagement team have been liaising with influencers and digital creatives to secure a number of collaborations. There has been positive interest, including from some larger creators. While rates vary, the base cost for a sponsored post with a large creator starts at around $7,000- $10,000, with smaller creators starting around $2,000.
It is therefore proposed to re-allocate funding to invest more in Digital Influencers and reduce the allocation for media and print. This can be seen in Table 1 below.
There has been significant recent success in securing organic coverage in radio, print and online outlets for events including the Inner West Distillery Trail launch – one of the prime strategic actions from the Tourism Acton Plan. This demonstrates that there is sufficient interest in Inner West for traditional media to be largely self-generated. This offers the opportunity to reallocate budget to broadening the reach and build other media relationships for the organisation, particularly in the digital space.
The advertising strategy will launch in December 2025 with 1 – 2 paid collaboration posts highlighting different destinations in the Inner West, as well as event-specific content for the opening of the GreenWay. GreenWay content will include social media collaboration, digital advertising and paid online media coverage over the summer to continue to promote the GreenWay as a new must-visit space in Sydney. A creative marketing event is being developed, involving a media stunt with a group being the first to run the full GreenWay. This is currently being scoped for interest with new media and content creators.
Further influencer collaborations and sponsored event content will be rolled out from February – June, including inviting creators to Inner West’s Lunar New Year event.
A high impact print campaign is proposed for early 2026. This will focus on a series of posters, large format sites and supporting digital assets showcasing different reasons to visit the Inner West. It will feature bold, clear branding with a sentiment similar to “This is the Inner West” or “Visit Inner West” with council logo, and hero images of different locations around the LGA.
Table 1 - Proposed Tourism Advertising funding reallocation
|
Category |
Budget |
Comment |
|
Media and print (billboard, print, radio, online outlets) |
$15,000 |
Reduced slightly; still maintain high-impact locations and key online and radio outlets |
|
Digital Influencers |
$35,000 |
Increased to reflect influencer interest and rates. Work with influencers on general inner west content and some tied to specific events. |
|
Paid Social Media + Boosted Posts |
$25,000 |
Ads and original content on platforms including Meta, Youtube, Tiktok, Google |
|
Discretionary |
$10,000 |
Held to be directed towards high performing content as needed |
|
Total |
$85,000 |
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report as this is a relatively minor reallocation of funds within the existing budget allocation.
|
1.⇩ |
Tourism Advertising Strategy Update |
|
Council Meeting 9 December 2025 |
Subject: Inner West Precinct - State-Led Rezoning Proposal for Parramatta Road Corridor
Prepared 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:
|
2: Liveable, connected neighbourhoods and transport |
|
|
EXECUTIVE SUMMARY
This report provides an update on the State-led rezoning proposal for the Parramatta Road Corridor.
The Department of Planning, Housing and Infrastructure (DPHI) and Inner West Council have commenced a collaboration toward the State-led rezoning proposal for the Inner West Precinct along Parramatta Road between Camperdown and Taverners Hill. This rezoning proposal has the potential to deliver up to 8,000 new dwellings. DPHI will fund the required technical studies and is working with Council officers toward identifying a project plan, timeline for consultations, the necessary technical studies and associated scopes and a timeframe for delivery.
Initial meetings have been held by DPHI with Council officers, and regular meetings will continue moving forward.
BACKGROUND
On 14 September 2025, it was announced that the State Government and Inner West Council would partner to rezone land along the Parramatta Road Corridor that could deliver around 8,000 new homes. The proposed investigation area for the rezoning covers the section of Parramatta Road from Camperdown in the east to Taverners Hill Leichhardt to the west.
At the Council meeting held on 23 September 2025, Council resolved the following:
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 early comprehensive community consultation, including with land owners, 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.
The rezoning process will consider affordable housing, active transport connections, new open space, retail and commercial opportunities, and improvements to the public domain.
DISCUSSION
The approach to rezoning Parramatta Rd aligns with Inner West Council’s work on the Our Fairer Future Plan. Council officers have met with the Department of Planning, Housing and Infrastructure (DPHI) and Transport for NSW (TfNSW) representatives to initiate collaboration on the Inner West Precinct rezoning proposal, with regular meetings to be held as the project progresses. A page has been created on NSW Planning Portal and will be updated as planning progresses Inner West Precinct | Planning Portal - Department of Planning and Environment. Transport for NSW will also be working closely on the project.
Investigation Area
The proposed investigation area for the Inner West Precinct rezoning extends along the Parramatta Road Corridor from Camperdown to Leichhardt (Taverners Hill). The final boundary will be determined in collaboration with Council.
Technical Studies
DPHI has prepared scopes for a range of technical studies and Council officers have provided feedback including:
· Economic assessment and affordable housing
· Biodiversity
· Urban design and heritage studies
· Contamination
· Surface Water Assessment
· Connecting with Country
· Infrastructure delivery and implementation plan
Time frame
Consultation with the community will occur in 2026 with the project to be completed by the end of next year.
Next Steps
Council officers will continue to work collaboratively with DPHI on the Inner West Precinct State-led rezoning proposal and ensure Council is kept informed of its progress.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report. While there will be costs associated with the use of technical consultants these costs are being funded by DPHI.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Resource Recovery and Social Housing update for last six months
Prepared 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 4: Healthy, resilient and caring communities |
|
|
EXECUTIVE SUMMARY
Council has committed to improving waste management for residents of public and community housing in the Inner West.
This report is the first in a series of regular updates to Council on the ongoing work Resource Recovery staff are doing with Homes NSW and community housing providers to achieve this goal. Council staff (including Resource Recovery managers) are meeting regularly with Housing NSW and contracted site cleaners. This includes representatives from across the Housing Department, including Properties, Homes, Tenant engagement and Waste management teams.
A number of strategies have been put in place around reporting, collection and education. There is slow improvement in waste management outcomes for surrounding neighbours and the streetscape. There is improved collaboration and a growing commitment by project leads from both Homes NSW and social housing providers to continuing efforts toward improvement.
BACKGROUND
At the Council meeting held on 11 March 2025, Council resolved the following:
1. That Council reaffirm its commitment to ongoing engagement with Homes NSW and community housing providers to improve waste management for residents of public and community housing in the Inner West.
2. That Council receive a report at the June 2025 Council meeting regarding ongoing engagement with Homes NSW and community housing providers on waste management, detailing issues that have been raised to date and Council’s approach to resolving them.
3. That Council receive further reports on this engagement twice a year.
Council received an update report at the Council meeting held on 17 June 2025 in response to point 2, which noted, among other things, that previous resolutions are also in place to:
· Form a working group comprising Council staff, representatives from Homes NSW and community housing providers to improve and streamline waste collection in large social and community housing communities in the Inner West (December 2024) and
· requests the Mayor write to the NSW Minister for Housing, and the CEO of Homes NSW, urging that Homes NSW urgently engage in the already resolved formal consultation with the Inner West Council on a coordinated and long-term strategy to address:
a) Waste and maintenance management at Homes NSW estates;
b) Social service outreach and support for tenants; and
c) Communication and accountability processes (April 2025)
This report provides a 6-month update in response to point 3 of the 11 March 2025 resolution.
DISCUSSION
Resource Recovery teams are engaging at an operational and planning level with Housing NSW and social housing providers. These relationships are still formative but are being solidified by other Council programs and initiatives including tenant barbecues as well as advocacy and referral services from Council’s communities team.
Council’s Resource Recovery teams meet with social housing providers such as Bridge Housing and City West Housing on a monthly basis. Staff are seeking to form partnerships which will help to resolve waste and recycling challenges at various properties across the Inner West.
Meetings have been held on the following dates over the last 6 months, in addition to site visits by Council Resource Recovery Planning and Operations staff:
· 2 June 2025 (Teams)
· 7 July 2025 (Teams)
· 4 August 2025 (Teams)
· 7 August 2025 – Cahill Place Marrickville Tenant engagement BBQ
· 1 September 2025 (Teams)
· 4 November 2025 (Teams)
1. Council staff and tenants at Cahill Place
2. Ideas/ feedback board at Cahill Place
August 2025
Key sites for engagement and ongoing focus to improve waste management include:
· Cahill Place, Marrickville
· Balmain Estate (Housing NSW and Bridge Housing)
· 99 Lilyfield Road,
· 55 Livingstone Road, Marrickville
· Whites Creek Lane
· 148 Wigram Road, Glebe (collaboration with City of Sydney)
· 31 Station Street Newtown (dumping issues)
· 122 Alice Street Newtown
· 20 Camden St Newtown
· 1-17 Alice Street Newtown
The most prevalent issues identified during engagements include
· illegal dumping
· sharps
· lack of recycling and
· poor management of waste
Action implementation as a result of the engagement with property managers and tenants is outlined below, including:
· Bin audits have been undertaken to determine what is needed at each property, whether each has the correct allocation of bins and bin types. In addition, arrangement are made for removal of broken bins, repair of damages and stickering as required.
· Illegal dumping clean-ups have been booked and completed through Council’s operations team, monitoring (including CCTV at Cahill Place) and signage installed at some properties. In addition, education and materials such as information on how to book a clean-up and face-to-face engagements have been shared with tenants at BBQs and pop-up events.
· Sharps are a significant problem at some properties including Cahill Place and Balmain Estate. With notification, Housing NSW will install additional sharps bins in locations where sharps have been found, undertaken thorough cleans of grounds and communal areas.
Council’s Resource Recovery team are currently working with St George Community Housing at a number of sites including 438 Illawarra Road, Marrickville. At this property the engagement schedule includes a tenant Wellness Day (run by St George Community Housing) and face-to-face engagement around waste management and booking clean-ups as the greatest issue is illegal dumping. The collaborative approach to tenant engagement is slowly resulting in better outcomes for local residents and the surrounding streetscape.
FINANCIAL IMPLICATIONS
There are no immediate financial implications associated with the implementation of the proposed recommendations outlined in the report. The ongoing engagement with Housing NSW and local social housing providers has been included as part of the Resource Recovery Planning and Resource Recovery (Operations) education and engagement budgets.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Mandatory Reporting to Council of Reports Received from Fire & Rescue NSW for 4 Properties
Prepared 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 received the following reports from FRNSW
· 86 Darling Street, Balmain East - received 7 November 2025 (Attachment 1).
· 292–294 Darling Street, Balmain - received 11 November 2025 (Attachment 2)
· 35–41 Addison Road, Marrickville - received 13 November 2025 (Attachment 3)
· 101 Elliott Street, Balmain – received 13 November 2025 (Attachment 4)
There has been follow up action by council officers in each instance as per the details below.
DISCUSSION
86 Darling Street, Balmain East
The property is a Class 2, two storey, circa 1840’s, residential flat building, containing eleven sole-occupancy units. It is listed as a heritage item in a conservation area. It is currently registered on Council’s Annual Fire Safety Statement register.
Fire and Rescue NSW (FRNSW) received correspondence concerning furniture in the common area blocking egress and adding to fire loads.
Fire Officers from the FRNSW Fire Safety Compliance Unit inspected the premises on 23 July 2025 and identified the following issues:
1. The gate on the eastern side of the rear courtyard has a lockable latch that, when locked, may prevent people from exiting to the street.
2. Uneven brickwork at the bottom of the stairs from Unit 7 creates a trip hazard, which could endanger occupants evacuating during a fire.
3. The barriers on the front verandah and stair landing are less than 1 metre high.
4. No emergency lighting was installed on the first-floor verandah.
5. The building relies on street hydrants, but there were no signs showing where the nearest hydrants are located.
6. Portable fire extinguishers were not located within 10 metres of the external Sole-Occupancy Unit entry doors.
7. The smoke alarm in the ground-floor common area is not centrally located and does not meet spacing requirements.
8. A current Annual Fire Safety Statement was not displayed inside the building and was not provided to FRNSW.
On 7 November FRNSW wrote advising Council of their findings (Attachment 1) and on 13 November 2025, Council’s Fire Safety Officer carried out an inspection of the premises.
Following the inspection, it was determined that the circumstances warranted the issue of a Notice of Intention to Serve a Development Control Order – Ref no: EPA/2025/0184. The Notice has been issued and it requires a response within 14 days to all the matters raised by FRNSW.
Attention to these issues will ensure the building has adequate and functional essential fire safety measures to protect occupants.
292–294 Darling Street, Balmain
The property is a two-storey Class 6 pub/bar with kitchen and dining areas, currently undergoing internal refurbishment. It is a heritage-listed building within a conservation area and is registered on Council’s AFSS register.
FRNSW received a complaint raising concerns about internal exit doors being locked. FRNSW officers inspected the premises on 31 July 2025 and identified:
1. Insufficient emergency lighting to meet safety requirements.
2. No exit sign above the rear ground-floor exit door.
3. Fire hose reel obstructed by stored items and lacking required signage.
4. Annual Fire Safety Statement not displayed on site or provided to FRNSW.
FRNSW concluded that the premises did not have adequate fire safety provisions and wrote to Council on 11 November advising of their findings (Attachment 2).
Council inspected the premises on 18 November 2025. Based on the findings, a Notice of Intention to Serve a Fire Order was prepared and issued on 24 November (EPA/2025/0185). The Order requires rectification of the identified issues to ensure the building has compliant and functional essential fire safety measures.
35–41 Addison Road, Marrickville
The premises comprise a Class 6/7(a) mixed-use building with basement parking, ground-floor commercial/residential uses, and three storeys of residential apartments (61 units) managed by St George Community Housing.
FRNSW identified the following issues:
· Path of egress
· Fire resistance
· Fire hydrant system
· Automatic fire suppression system
· Smoke detection and alarm system
FRNSW wrote to Council regarding their findings on 13 November 2025 (Attachment 3). Council contacted the Property Manager (IB Property) and provided the FRNSW report for action.
A joint inspection with the Project Manager was conducted on 18 November 2025. All issues were confirmed as rectified except for missing signage on the hydrant booster. The Project Manager advised that signage installation would be by 24 November 2025. Council undertook a follow-up inspection and can confirm completion – the sign is installed.
The premises are registered on Council’s Fire Safety Register and has a current Annual Fire Safety Statement (AFSS).
101 Elliott Street, Balmain
This property is owned by Homes NSW - a NSW Government entity responsible for managing the state's social housing portfolio, including regulatory responsibility for fire safety for their own properties. Following receipt of the FRNSW advice council officers contacted Homes NSW to refer the fire safety issues identified in the FRNSW report for their action.
The premises are a Class 2 (two), 6 (six) storey residential flat building, containing 20 (twenty) sole-occupancy units (SOU). The property is owned and managed by NSW Land and Housing Corporation. (Homes NSW)
The FRNSW report received by Council on Thursday 13 November 2025 (Attachment 4), identified the following fire safety issues:
· Path of Egress
· Fire Resistance
· Fire Hydrant System
· Portable Fire Extinguishers
· General Maintenance
Subsequently, the Program Manager of Homes NSW (Major & Specialised Projects) was contacted to discuss the identified fire safety issues. The advice has been formally referred to Homes NSW. A follow-up email was also sent to FRNSW advising them that the property is owned by a NSW Government entity and the actions taken by council officers.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
|
1.⇩ |
FRNSW Inspection Report - 86 Darling Street Balmain East |
|
2.⇩ |
FRNSW Inspection Report - 292 Darling Street Balmain |
|
3.⇩ |
FRNSW Inspection Report - 35-41 Addison Rd Marrickville |
|
4.⇩ |
FRNSW Inspection Report - 101 Elliot Street Balmain |
|
Council Meeting 9 December 2025 |
Subject: Cooks River fishing signage and disposal bins
Prepared 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 4: Healthy, resilient and caring communities |
|
|
EXECUTIVE SUMMARY
In May 2025 Council resolved to consider, consult and subsequently receive a report about managing litter and education associated with recreational fishing along the Cooks River shoreline.
Monitoring undertaken by Council along the Cooks River shoreline has determined there is a need for improved litter management and signage. Seven locations were identified and considered as suitable positions for a park litter bin, waste education signs and fishing advisory signs incorporating multiple community languages.
Consultation with local community groups and NSW Government agencies has been undertaken and supports Councils planned improvements.
It is recommended that Council receive and note this report which details recent Council staff activities, consultation and planned installation works to provide litter bins and signage at seven prominent recreational fishing locations along the Cooks River.
BACKGROUND
At the Council meeting held on 20 May 2025, Council resolved the following:
1. That Council install bins for fishing hooks along the Cooks River at key locations where recreational fishing occurs.
2. That Council consult with the Cooks River Alliance, Cooks River Mudcrabs, Transport for NSW, NSW Department of Primary Industries and NSW Environmental Protection Agency (EPA) and consider erecting signage along the river in multiple community languages:
a) advising the regulations and laws pertaining to fishing in the Cooks River;
b) providing information about the health and environmental risks of fishing in the Cooks River; and
c) information about the proper and responsible disposal of fishing bait and tackle.
3. That Council report back by October 2025 advising on the consultation above, and any actions to be taken by Council.
This report provides a summary of Council staff activities to consider litter management and education associated with recreational fishing along the Cooks River shoreline.
DISCUSSION
Cooks River Fishing Locations
From June to October 2025 Council staff monitored recreational fishing along the Cooks River within the local government area. This monitoring served to identify popular fishing locations, the presence of litter and community behaviours associated with fishing. Consideration was also given to the suitability of any existing litter bins in the vicinity.
The monitoring exercise confirmed that there was a justified need to provide improved litter management and education about recreational fishing dispersed along the shoreline at popular fishing locations.
The following aerial image depicts 7 locations which were identified as potential candidates for litter bins and educational signage. The sites extend from Kendrick Park to Steel Park.
Previous Tangle Bin Trial
Council trialled fishing ‘tangle bins’ in the 2019/20 financial year within foreshore parks in Balmain East. This trial was initiated following community feedback expressing concerns were about litter from fishing lines, hooks and leftovers. The ‘tangle bin’ trial generated a series of implementation issues:
· Wildlife hazard - When the bin lid was not secured, birds and other fauna attempted to access the contents of the bin, creating litter or becoming hooked or entangled inside the bin.
· Servicing - The bins require specialised servicing at a high frequency, often relying on volunteers or council staff to intervene on busy fishing days. Without this, the bins overflow, creating an even worse litter problem and potential safety hazards for maintenance staff.
· Behaviour change - People continued to litter and did not use the tangle bin. Due to the different bin type there seemed to be a lack of understanding of its purpose, despite education efforts made during the time.
· Misuse - General rubbish, household waste, or other inappropriate items were placed in the tangle bins, leading to contamination and overflowing bins.
· Cost - The tangle bin option was shown to be more expensive, given it was a specialised product, customer installation and dedicated education arrangements.
Whilst the presence of a bin at these locations was a success, the ‘tangle bins’ themselves were proven not to be an ideal solution. The trial tangle bins were subsequently replaced with conventional park litter bins. The park litter bins continue to successfully operate at these locations and there are now minimal complaints regarding litter from fishing lines, hooks and leftovers in this area.
Proposed Installation Works
Based on the outcome of the previous tangle bin trial and the ongoing success of the current fishing bins and signage at Balmain East, it is proposed that Council emulate this arrangement at the identified candidate locations along the Cooks River. The Councils conventional park litter bins can be easily accessed, their purpose is understood by the community and they can be serviced safely.
Signage consistent with the signs in Balmain East is also proposed at all 7 candidate locations. This includes both litter education and fishing advisory signage.
Council provides waste education signage about littering which is updated on a needs basis. The following sign is an example of current signs used for this purpose.
Council continues to work in collaboration with the NSW Department of Primary Industries who manage NSW waterways and any controls associated with fishing. Fishing restrictions apply for the whole of the tidal waters of Cooks River and its tributaries, from its junction with Botany Bay upstream to Punchbowl Road Bridge, Belfield. Fish and shellfish caught in these waters should not be eaten due to high levels of pollutants being found in these waters. The department provides signage for the purpose of advising the community about these restrictions. These standard signs include advice in multiple languages. A copy of the standard sign is shown below.
Consultation
During October and November 2025 Council completed consultation with representatives of the Cooks River Alliance, Cooks River Mudcrabs, Transport for NSW, NSW Department of Primary Industries and NSW Environmental Protection Agency (EPA). Council sought input regarding the proposed candidate locations for park litter bins and signs, the proposed bin type and planned signage referenced in this report. There was collective support for the proposed locations and installation arrangements.
Forthcoming Installation
The planned works at all 7 locations is expected to be completed by February 2026, allowing adequate time for the supply of park litter bin enclosures. Council staff will look to install signage and a mobile garbage bin as an interim arrangement before Christmas 2025.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report. Costs associated with the provision of park litter bins, signage, education and ongoing bin servicing will be funded from existing operational budgets.
Nil.
|
|
Council Meeting 9 December 2025 |
Item No: C1225(1) Item 30
Subject: Leichhardt Park Aquatic Centre Upgrade - Monthly Project Update
Prepared By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
1. That
Council receive and note the report 2. That Council note the following Stage 1 progress since the last report: a) Stage 1 works have progressed significantly and are nearing completion, with major structural and mechanical installations finalised; b) Completion of concrete pavement around the Mushroom Pool and splash pad, waterproofing of pool gutters, and substantial tiling works; c) Installation of plant and equipment for new pool structures, successful mechanical changeover, and near completion of service connections; and d) Stage 1 is scheduled for completion in early Summer
2026, subject to weather conditions, with Council and the contractor
continuing to collaborate to identify opportunities to accelerate delivery. 3. That Council note the following Stage 2 progress since the last report: a) The select tender process closed 7 November, and assessment of submissions is in progress.
|
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 |
This report provides a monthly update on the Leichhardt Park Aquatic Centre (LPAC) Upgrade.
Stage 1 works (mushroom pool and a new kids’ splash play area) commenced in April 2025
and works are nearing completion.
Significant progress was achieved throughout November, with key milestones including completion of concrete pavement around the Mushroom Pool and splash pad, waterproofing of pool gutters, and substantial tiling works. Perimeter drainage around the splash pad and concrete pavement over the balance tank and plantroom slabs have also been finalised. Plant and equipment installation for the new pool structures is complete, service connections are nearing completion, and mechanical changeover has been successfully undertaken. Installation of louvers is progressing, while shade sails and water play features are currently being installed and commissioned.
Stage 1 is scheduled for completion in early Summer 2026, subject to weather conditions. Council and the contractor continue to collaborate closely to identify opportunities to accelerate delivery.
Stage 2 (construction of new heated 8-lane 50m pool and a heated 25m pool) is in the design and procurement phase, with the select tender process now closed and evaluation underway. It is planned to report the tender to the February 2026 Council meeting.
Stage 2 construction is scheduled to commence in May 2026 and be completed in September 2027.
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
At the Council meeting held on 19 August 2025, 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.
Linsday Taylor Lawyers have been engaged as the probity consultant for the RFT process.
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
Significant progress was achieved throughout November, with key milestones including completion of concrete pavement around the Mushroom Pool and splash pad, waterproofing of pool gutters, and substantial tiling works. Perimeter drainage around the splash pad and concrete pavement over the balance tank and plantroom slabs have also been finalised. Plant and equipment installation for the new pool structures is complete, service connections are nearing completion, and mechanical changeover has been successfully undertaken. Installation of louvers is progressing, while shade sails and water play features are currently being installed and commissioned.
Stage 1 is scheduled for completion in early Summer 2026, subject to weather conditions. Council and the contractor continue to meet regularly to identify opportunities to accelerate delivery.
Stage 2
This 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 around the 25m and 50m pools, new first aid, lifeguard, and storage rooms, new fully electrified pool heating system and filtration plants for 50m and 25m pools, accessibility lift and upgraded stairs to access the rear turfed area along with re-turfing, accessible pathway link and new picnic shelter, and a playground in the grassed area between the pools and the Bay Run.
As previously reported, Stage 2 of the project continues in the design and procurement phase. The select tender process has now closed, and evaluation of submissions is currently underway. It is anticipated that the tender recommendation will be presented to the February 2026 Council meeting for consideration.
Stage 2 has the following high-level program:
· Complete 80% design for tender – Completed
· Release tender documentation to shortlisted tenderers – Completed
· Construction tender and evaluation – January 2026
· Contract award and execution – February 2026
· Construction commences on-site – May 2026
· Construction completed – September 2027
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 that the additional funding is available from the infrastructure reserve and will need to be considered as a part of the first quarterly budget review for FY25/26.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Leichhardt Oval Refurbishment - Monthly Project Update
Prepared By: Ryann Midei - Director Property and Major Projects
|
RECOMMENDATION
1. That
Council receive and note the report. 2. That Council note the following progress since the last report: a) The schematic design and associated design reports have been submitted to the NSW Department of Planning, Housing and Infrastructure, as the Consent Authority, for the Test of Adequacy assessment. b) The design is advancing into detailed development for the lower bowl seating, western grandstand, and northern grandstand, with support from specialised consultants. |
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.
During November, the Design Team continued progressing the schematic design, with a focus on aligning layouts to existing building services and integrating these with the Quantity Surveyor’s cost plan.
Planning approval is progressing through the State Significant Development (SSD) pathway, with the NSW Department of Planning, Housing and Infrastructure (DPHI) as the Consent Authority. Documentation for the Test of Adequacy, a preliminary assessment to confirm that the Environmental Impact Statement meets all Secretary’s Environmental Assessment Requirements and begins to address issues of scale, constructability, and technical feasibility, was finalised and lodged in late November 2025.
A response is expected in early December, noting that full SSDA lodgement may be influenced by the timing of the Departments response, consultant availability and the Department’s exhibition blackout period over the Christmas and New Year break.
A comprehensive governance framework continues to guide the project, supported by regular reporting to key Council committees. Independent assurance processes remain in place to monitor performance, cost, and schedule, ensuring transparency and alignment with project objectives.
The overall program remains unchanged, with planning approval targeted for August 2026. Construction is scheduled to commence in October 2026, with completion anticipated by February 2028.
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
Council has engaged external consultants with demonstrated expertise in delivering complex infrastructure projects to support the Leichhardt Oval Refurbishment. At the August 2025 Council meeting, Ernst & Young (EY) was appointed to provide project management services. EY’s Sydney-based division has a strong track record in delivering major sports and recreational infrastructure across NSW, including Allianz Stadium, CommBank Stadium, and the new Penrith Stadium.
Cox Architecture was also appointed as Principal Design Consultant, leading a multidisciplinary team covering structural, electrical, mechanical, hydraulic, planning, heritage, accessibility, and Building Code of Australia compliance. With over 60 years of experience, Cox Architecture brings deep expertise in stadia and elite sports facility design, with a strong focus on venue functionality, digital integration, and spectator experience.
A robust governance framework is in place, including a Project Control Group chaired by the General Manager as Project Sponsor.
Rider Levitt Bucknall (RLB) 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.
NSW Public Works Advisory has been appointed as the independent project assurance consultant, responsible for monthly reporting and oversight of performance, cost, and schedule. Reports are tabled at key governance forums to support transparency and informed decision-making.
The project continues to be monitored in accordance with the Risk Management Plan and is reported to Governance forums including:
· Project Control Group – Monthly and chaired by the General Manager
· Major Capital Projects Committee – Monthly
· Audit Risk and Improvement Committee – Quarterly
· Inner West Council meetings – Monthly
DISCUSSION
The Leichhardt Oval Refurbishment project remains in the design phase, with its high-level scope confirmed at the April 2025 Council meeting through endorsement of the final design concepts.
Design Progress
The project team is incorporating feedback from the State Design Review Panel (SDRP) following its October 2025 presentation. This milestone provided valuable guidance, informing revisions to the planning submission. Design work will continue into December, with the aim of lodging the State Significant Development Application (SSDA) before year-end, subject to statutory timeframes.
During November, the Design Team advanced the project through the schematic design stage, translating the approved concept into a practical, buildable framework. This phase focuses on refining spatial and architectural elements while addressing scale, constructability, and technical feasibility. Key activities include developing detailed conceptual plans, coordinating with engineers, and integrating site-specific considerations. As part of this work, layouts are being aligned with existing building services and incorporated into the Quantity Surveyor’s Concept Design Cost Plan.
Planning Approval
The project continues to progress through the State Significant Development (SSD) pathway, with the NSW Department of Planning, Housing and Infrastructure (DPHI) as the Consent Authority.
As part of this process, schematic design outputs and associated consultant reports developed during October and November have been consolidated for submission to the Test of Adequacy (ToA). This preliminary step confirms that the Environmental Impact Statement meets all Secretary’s Environmental Assessment Requirements prior to full SSDA lodgement. The ToA was lodged in late November 2025.
A response from DPHI is expected in early December. However, the timing of full SSD application lodgement may be influenced by the Department’s response, consultant availability, and the exhibition blackout period over the Christmas and New Year break.
Program Outlook
The overall program remains unchanged, with planning approval targeted for August 2026. This will enable procurement and contractor mobilisation ahead of construction commencement in October 2026, with completion anticipated by February 2028.
The high-level project program is presented below:
|
Activity |
Target Completion |
Status |
|
Project Planning Scope Confirmation |
May 2025 |
Completed |
|
Consultant Engagements |
August 2025 |
Completed |
|
Lodgement of SSD Application |
December 2025 |
In progress |
|
Complete 80% design for tender |
April 2026 |
In progress |
|
Planning Approval |
August 2026 |
In progress |
|
Procurement |
August 2026 |
Future |
|
Contract award and execution |
September 2026 |
Future |
|
Construction commences on-site |
October 2026 |
Future |
|
Construction complete |
February 2028 |
Future |
FINANCIAL IMPLICATIONS
Council has allocated $40 million in the draft 2025/2026 Long Term Financial Plan and will pursue additional State and Commonwealth grant funding. Staging of works may be considered to align with available funding.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: GreenWay - Bushcare and maintenance, signage and public art
Prepared 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
5: Progressive, responsive and effective civic leadership
EXECUTIVE SUMMARY
The purpose of this report is to address Council’s November 2025 resolution by providing detailed information regarding bush care and maintenance, signage, and public art along the GreenWay corridor.
Council’s Urban Ecology Team will oversee ongoing bush care and maintenance at priority biodiversity sites along the GreenWay, with broader landscaping and asset maintenance managed by Council’s Operations Team.
A 12-month contractor maintenance period will facilitate a smooth operational handover, after which Council assumes full responsibility.
Funding for bush care is drawn from the annual $770,000 Natural Areas Management budget, with operational maintenance for the GreenWay corridor allocated up to $500,000 from 2026/27, supported by a Operational Management Plan to guide future adjustments.
GreenWay branding and wayfinding signage have been fully integrated through a new, consistent signage system, eliminating the need for retrofitted stickers and establishing a clear corridor identity.
The GreenWay Public Art Program has commissioned eight new artworks enriching the corridor with pieces that celebrate local heritage, ecology, and community engagement. These installations, selected through a rigorous process, complement existing works and transform the GreenWay into one of Sydney’s largest outdoor galleries, offering an engaging and culturally vibrant experience for residents and visitors. These artworks will complement the existing public art along the Greenway.
BACKGROUND
At the Council meeting held on 18 November 2025 meeting, Council resolved the following:
1. That Council notes that the GreenWay is near completion.
2. That Council requests that, prior to the opening, a report be provided to the December 2025 Council meeting outlining
a) The responsible Council officer or team overseeing and coordinating the ongoing bush care and maintenance of the GreenWay;
b) Confirm the recurrent budget category and funding for bush care maintenance;
c) The installation of GreenWay-branded stickers on existing wayfinding signage, and inclusion of the GreenWay name on all future signs; and
d) Details regarding the implementation and placement of public art along the GreenWay.
DISCUSSION
This report responds to Council’s resolution from November 2025 by providing detailed information on the requested matters:
a) Responsible Team for Ongoing Bush Care and GreenWay Maintenance
Council’s Urban Ecology Team is responsible for ongoing bush care (also known as priority biodiversity sites) along the Greenway.
These sites are generally located at/near:
· Gadigal Reserve
· Richard Murden Reserve
· Lords Road
· Loftus Street
· Fred Street
· Little Street
· Johnson Park
· Hercules Street
· Davis Street
· Pigott Street
Throughout construction, access to sites were maintained where practicable. A maintenance blitz was also undertaken on some sites (as required) as a part of the finalisation of the construction activities for the project. Upon completion of the Greenway project, access will revert to pre-construction arrangements, enabling bush care volunteers to resume activities in collaboration with the Urban Ecology Team.
Broader maintenance requirements for landscaped areas and hard assets other than bush care sites will be managed by the Engineering Directorate Operations Team, with responsibilities shared across Civil Works, Public Trees, Parks and Streetscapes Operations, and the Parks Liaison teams.
To ensure a smooth transition, Council has included a 12-month maintenance regime by the construction contractor, commencing upon completion of the Greenway project. Within this period, the contractor will maintain landscape elements. This provides an opportunity to observe maintenance needs on these elements during this period.
Council teams will be generally responsible for cleaning and sweeping activities along the GreenWay during the period. Following the 12-month period, Council will assume all responsibilities for the maintenance of the Greenway.
b) Recurrent Budget Allocation for Bush Care Maintenance
The annual budget for Natural Areas Management across the entire Local Government Area is $770,000. Funding for the GreenWay bush care site is included within this allocation and is considered sufficient.
Council’s Urban Ecology Team operates its own nursery, sourcing local seeds and plants and cultivating native species for use across bush care sites, including those along the GreenWay. This approach ensures ecological integrity and supports biodiversity by maintaining the provenance of plant material within the local environment. This approach is cost effective and environmentally sensitive.
Expenses for bush care sites also include sundry items and hand tools, enabling community volunteers to access appropriate equipment to undertake care and maintenance activities safely and effectively. This support ensures that volunteer groups remain well-equipped to continue their vital role in maintaining these sites.
In relation to funding allocation for general maintenance of the remainder of the GreenWay corridor, given its scheduled completion mid-way through FY2025/26 and the contractor maintenance period covering most maintenance activities, Council’s plan has always been to monitor its operational response under the broader Operational maintenance budget for the remainder of the 2025/26 financial year.
A funding allocation of up to $500,000 is provided in the adopted Delivery Plan from 2026/27 to cater specifically for operational maintenance along the GreenWay corridor.
To support maintenance and its associated budget planning, a GreenWay Operational Management Plan has been developed. This document outlines maintenance requirements, responsibilities across internal Council departments and external stakeholders (such as TfNSW) and funding. The Management Plan will be reviewed within the first six months of the Greenway being operational. This review will form part of the budget planning process for 2026/27, with the budget adjusted as required.
c) GreenWay Branding and Wayfinding Signage Integration
As a part of the design process for the GreenWay, a Place and Wayfinding strategy was developed to deliver a consistent, high-quality signage system across the GreenWay corridor. This approach prioritises clear, simple, and easily identifiable branding under the name “GreenWay”, ensuring a strong and unified identity that enhances navigation and promotes the corridor as a key active transport and recreation route. Park entrance signs are consistent with signage recently installed for other park related projects across the LGA. Way finding signs have been installed along the full corridor from Cooks to Cove (as depreciated in the sample image below).
As such there is no need for any stickers on any former/previous signs as they have generally been removed/replaced.
The below images show a sample of some new signage currently installed along the GreenWay. These signs set a benchmark for future enhancements and reflect Council’s commitment to delivering a professional and cohesive wayfinding experience.
d) Implementation and Placement of Public Art along the GreenWay
The GreenWay Public Art Program is transforming Sydney’s Inner West into a vibrant cultural corridor, seamlessly blending art, nature, and community. Through eight curated public artworks, the initiative celebrates local heritage, contemporary life, and the natural environment, creating spaces that inspire connection, storytelling, and community engagement.
These works explore themes of ecology, rail history, and native flora and fauna, integrating art into the landscape to foster a deeper sense of place. The GreenWay is not just an active transport link—it is now one of Sydney’s largest free outdoor galleries, offering residents and visitors an immersive cultural experience. The art installations are placed well along the corridor to meet this brief.
A total of eight artworks have been commissioned as a part of the current works, with seven installations already completed and the final piece scheduled for installation by early December 2025. Artists were selected through a rigorous two-stage open Expression of Interest process, ensuring transparency and quality. From hundreds of applications, eight proposals were chosen for their strong response to site and cultural context, artistic excellence and innovation, and commitment to community collaboration.
New Featured Works include:
· Ngaraora (Glossy Black Cockatoo) – Jasmine Sarin
An interactive sculpture honouring the Glossy Black Cockatoo and its cultural significance, incorporating play elements to connect future generations with local knowledge. This is located in Gadigal Reserve.
· Sedimentary Earth Core – Benjamin Muir
Sculptural columns representing geological layers of the Sydney Basin, crafted from recycled materials to evoke deep time and environmental continuity. This is located in Gadigal Reserve.
· Connected Histories – James Gulliver Hancock
A steel sculpture tracing the evolution of rail transport, reflecting the industrial heritage of the Inner West. This is located in the Lewisham West Light Rail Precinct.
· Dance of the Ghost Fungus – Floria Tosca
A luminous installation inspired by bioluminescent fungi, symbolising interconnectedness and ecological resilience. This is located in the Davis Street tunnel.
· Birds of a Feather – Carla Gottgens
A playful collection of sculptural birds celebrating local species and inviting discovery through interactive design. This is located in Johnson Park.
· A Wild Life – Steven Nuttall (OxKing)
A large-scale mural depicting diverse habitats along the GreenWay, encouraging appreciation of urban biodiversity. This is located in the Constitution Road tunnel.
· Hourglass Tree – Mark O’Ryan
A timber installation crafted from recycled Ironbark, highlighting the GreenWay role as a wildlife and community corridor. This is located in the Hercules Street Parklands.
· Goods Stuff – James Voller
Photographic sculptures commemorating the Rozelle Line’s industrial past, blending history with contemporary art. This is located in the Hercules Street Parklands.
These complement the existing public art along the Greenway at:
· TreeCycle by Graham Chalcroft
This has a strong urbane quality, utilising the combination of a highly engineered structure which forms the artist’s interpretation of recreating a “tree” with recycled bicycle parts forming the tree canopy. This is located at Canal Road.
· Hawthorne Canal Mosaic Mural led by Artists Noula Diamantopoulos and April Keogh
44 Mosaic panels are located in a 112 square metre pedestrian tunnel located near Hawthorne Canal in Leichhardt. The tunnel leads from Lords Road, Leichhardt to the Hawthorne Canal footpath network.
FINANCIAL IMPLICATIONS
While there are no financial implications associated with the implementation of the proposed recommendations outlined in the report, there is financial information included in the discussions section of the report.
Nil.
|
Council Meeting 9 December 2025 |
Subject: Loyalty Square Improvement Works - Memorial Walls
Prepared 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 |
|
|
EXECUTIVE SUMMARY
The Loyalty Square improvement works will deliver four new memorial walls honouring fallen soldiers from the Balmain district who served and died in World War I. This update report presents the list of fallen soldiers names and the proposed wording for the panels, which will tell the story of the memorial and Balmain during World War I. It also provides an overview of the design concept, materials and furniture.
The project is currently in the design and procurement stage, with the aim of completing the project in advance of Anzac Day 2026.
BACKGROUND
At the Council meeting held on 28 October 2025, Council resolved the following:
1. That Council proceed with the design and procurement with the aim of completing the project in advance of Anzac Day 2026. An update report with the proposed wording for the story boards and a list of fallen soldiers be tabled for adoption at the December 2025 Ordinary Council meeting.
2. That Council seek to allocate space for names that may be identified in the future on the understanding that these are reviewed by Inner West Council’s Community History and Heritage Team in consultation with the Balmain / Rozelle RSL sub branch.
3. That Council select furniture that is welcoming and accessible to all community users (i.e not hostile architecture / anti- homeless).
DISCUSSION
Memorial walls – Design and story wording
Since the October Council meeting, detailed design work has progressed to confirm the size and number of memorial walls, the formatting for listing fallen soldiers, space for future names and areas for interpretive content. The panels will also feature the relocated medals. The design is shown in Attachment 1.
Each memorial panel will be constructed from a double layer of folded polycarbonate and aluminum, secured to a sandstone plinth and will display the fallen soldiers’ names and include a short history. The dual-layer polycarbonate structure protects the etched names on the back sheet, ensuring that only the outer polycarbonate layer needs replacement if damaged.
Attachment 2 details the proposed wording for the memorial walls with the themes being:
· The origin of the Loyalty Square War Memorial
· Its relocation and redesigns
· Balmain during World War I and how the war shaped the local area
· The role of the Balmain RSL in creating the new memorial walls to honour previously unlisted soldiers
The stories have been developed by Council’s Community History and Heritage Team in conjunction with the Balmain/Rozelle RSL sub branch.
Listing of fallen soldiers
The new Memorial Walls will include additional names of service personnel from the Balmain district who are not listed on the existing memorial. Council’s History team in conjunction with the Balmain-Rozelle RSL and the Balmain Association compiled the list.
The criteria for soldiers’ names to be listed is that they were killed in action or died of wounds; and lived in Balmain, East Balmain, or Birchgrove.
Attachment 3 lists the fallen soldiers’ names as they will appear on the plaque: surname in capitals, followed by first and middle names. For reference purposes, the list also includes each soldier’s cause of death, regimental number, and unit name, however, these details will not appear on the memorial walls. This was reported in the 28 October 2025 Council Report and remains unchanged.
Furniture
The design calls for some of the existing furniture on site to be relocated. In accordance with the October 2025 resolution, the current furniture is designed to be inclusive and is not considered hostile or anti-homeless.
Timing
The project is currently in the design and procurement stage, with the aim of completing the project in advance of Anzac Day 2026.
FINANCIAL IMPLICATIONS
The allocated budget for this project is $420,000 and will be funded from the Main Street Revitalisation Program. The cost of the Memorial Walls is included within this budget allocation.
|
1.⇩ |
New Memorial Walls |
|
2.⇩ |
Proposed wording for the new memorial walls |
|
3.⇩ |
List of Balmain District Soldiers who died in WW1 |
|
Council Meeting 9 December 2025 |
Subject: Tempe Reserve - Future Use of the Former Jets Club Area
Prepared 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 5: Progressive, responsive and effective civic leadership |
|
|
EXECUTIVE SUMMARY
This report presents Council with an update regarding the future use of the land formerly occupied by the Tempe Jets Clubhouse, following Council’s resolution in September 2025 to proceed with the demolition of the building and the adjacent remote control racetrack.
In October 2020, after receiving endorsement from Crown Lands, Council adopted both a Plan of Management and a master plan for Tempe Reserve.
The proposed redevelopment of the former site includes the installation of up to five tennis courts. The final design will honour the Tempe Jets Club’s contribution to the community through a dedicated interpretation strategy, thoughtfully incorporated into the layout and features of the tennis court precinct.
BACKGROUND
At the Council meeting held on 23 September 2025, Council resolved the following in part:
7. 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, pending the following actions being taken:
b) bring a report to Council before December 2025 outlining the future use of the Council Meeting 23 September 2025 15 land the Tempe Jets Club sits on and indicating clear proposals, costs and timeframes for future uses of the land.
Tempe Reserve Plan of Management
In October 2020, following endorsement by Crown Lands, Council adopted a Plan of Management and a master plan for Tempe Reserve. Since then, Council has invested and committed over $8.3 million in parkland improvements as summarised below in Table 1.0.
Table 1.0 Tempe Reserve Plan of Management Implementation Projects 2020-2025
|
Item |
Cost |
|
|
Construction of an All Weather Surface Facility |
$2.2 million |
|
|
Construction of new Sports Changing Rooms and Public Amenities (East) |
$1.7 million |
|
|
Refurbished of the existing sporting amenities changing rooms and public amenities (West) |
$405,000 |
|
|
Natural Turf Sporting Grounds and Sports Lighting Refurbishment Program |
$3.0 million |
|
|
Installation of a New Timber multipurpose sports floor within the Robyn Webster Centre |
$900,000 |
|
|
Installation of new cricket practice nets |
$120,000 |
|
In addition, a further Council report on the development of the former Sydney Gateway Site at Tempe Lands will be presented to Council in early 2026 which will incorporate substantial additional works for the area.
DISCUSSION
Council officers have now commenced planning for the next schedule of programmed upgrades works for the parkland. This includes detailed parkland design for the area currently occupied by the former Tempe Jets clubhouse, the disused remote-control racetrack and the temporary dog off leash area. It’s worth noting that the temporary dog off leash area was established as part of the Sydney Gateway works in 2021.
Informed by Council’s adopted Park Master Plan for Tempe Reserve, the below table details the planned future use of the land currently occupied by the Tempe Jets Club, highlighting the projects scheduled for implementation on the site.
|
Item |
Costs |
Delivery Year |
Comments |
|
Demolition of the Former Tempe Jets club and remote control racetrack |
$500,000 |
2025/26 |
Area to be landscaped and seeded following |
|
Relocation of the temporary dog off leash area to Tempe Lands |
$237,500 |
2026/27 |
A further Council report on the development of the former Sydney Gateway Site at Tempe Lands will be presented to Council in early 2026 to address this item. |
|
Design and construction of Tennis courts (up to five courts) |
$1.5M |
Design 2026/27, Construction 2027/28 |
Final land use of the area currently occupied by the former Tempe Jets clubhouse.
Recognising the significance of the Tempe Jets Club to the community will be included in the design of the tennis courts through an Interpretation strategy |
The following figure shows the proposed tennis courts within the subject area
Additional Future Recreational Uses
As part of the redesign of this section of the parkland, a dedicated area of open space will be reserved to accommodate potential dragon boating activities and encourage greater recreational use of the Cooks River. An Inner West Dragon Boating Club has already expressed interest in establishing future dragon boating facilities to support this recreational opportunity.
FINANCIAL IMPLICATIONS
Costs associated with the demolition of the Tempe Jets building and reinstatement of this area are now included in the 2025/26 budget.
The budget allocation for the design and construction of the tennis court will be part of the 2026/27 budget planning process. Grant opportunities will also be sourced to support the delivery of the future tennis courts.
The budget associated with the relocation of the dog off leash area will be detailed in the further Council report on the development of the former Sydney Gateway Site at Tempe Lands in early 2026.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Disability employment in Council update
Prepared 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
Council has an ongoing commitment as part of its core business, in line with the Disability Inclusion Action Plan 2023-2026, to support and improve the inclusion of people with disability.
This report provides an update on the activities undertaken in support of this commitment, including:
· Direct employment of people with disability
o Partnered with a third-party specialist disability provider and committed to an initial 6 full time positions for trainees with disability
o Two departments also engaged additional trainees with disability through their current department budget
o Achieved a high retention rate with some trainees already securing ongoing employment with Council
o Received extremely positive feedback on the program from the trainees, hosting managers and provider
o Recognised by Local Government Professionals, with Council being awarded an Excellence Award under the category of Organisational Diversity and Inclusion
o Engaged a further 4 candidates with disability under the Office of Local Government Fresh Start grant funded traineeship, apprentice and cadet program
o Celebrated the program and its participants at the Annual Trainee and Apprentice Reception on 9 October 2025
· Council leadership and external engagement
o Participation in events such as the Workability Expo and a careers fair for the NSW Public Sector 1000 Apprentices & Trainees Program showcased Council’s leadership in disability employment
· Accessibility and inclusion improvement
o Pursued continuous improvement via participating in the Australian Disability Network (ADN) Access & Inclusion Index, Dignified Access Review, and Get Skilled Access Audit.
· Number of staff identifying they live with disability
o An updated measure will be available at the closure of the current staff engagement survey
· Cultural development
o Piloted a mentoring program for mentees identifying as having disability, including both physical and neurodivergent conditions
o Continued to build organisational capability through foundational training programs, including accessibility and inclusion training and Hidden Disabilities Sunflower initiatives.
BACKGROUND
On 10 October 2023 Council approved the Disability Inclusion Action Plan 2023–2026. For the first time, the Plan included a significant focus on employment for people with disability. Action 3.2 of the plan was to:
Allocate $100,000 in 2023/24 to map employment opportunities that could be identified for trainees with disability and others, establish an internal staff disability network, introduce additional traineeships, expand leadership and mentoring opportunities, and promote reasonable adjustment policies
Targets established for this action included:
· Council increases traineeships for people with disability from 3 to 6
· Increase in number of staff identifying that they live with disability from current baseline
DISCUSSION
1. Traineeship Programs
Disability Traineeship Program
Council’s Disability Traineeship Program commenced as a pilot with six (6) supported full-time positions for up to twelve months. At its peak, the program engaged eight (8) trainees. This increase from the original six occurred because two department heads Finance and Parking & Ranger Services - were so impressed by the quality of candidates during the recruitment process that they funded additional trainees from their own budgets. This demonstrates both the success of the program and the strong commitment across Council to fostering inclusion and supporting talent.
Currently, seven (7) remain active with Council, one (1) participant has transitioned to university but continues working casually as a contractor.
Several participants in the program have been supported to extend their placements beyond the original timeframe to accommodate individual needs and workplace requirements.
Three (3) of the seven trainees have recently transitioned into direct employment with Council, demonstrating the program’s success in creating meaningful career pathways (Accounts Payable, ICT Support and Parking Administration).
Feedback on the program from the trainees, hosting managers and provider have been extremely positive.
The program’s innovation and impact have been formally recognised, with Council receiving the Local Government Professionals Excellence Award for Organisational Diversity and Inclusion, highlighting leadership in embedding diversity and inclusion into workforce strategies.
Council has committed to engaging trainees with disability throughout the term of Council.
Fresh Start Grant Funded Program
Council has also successfully obtained funding from the Office of Local Government’s Fresh Start program for 29 roles.
To date, 17 of these trainee and apprentice roles have been filled, with further recruitment underway. Notably, 24% of the 17 roles (4) have been filled by candidates with disability. The program currently has a retention rate of 82%, with 14 of the 17 appointees continuing their placements.
Other Trainee Successes
Prior to these programs, through open recruitment, Council recruited a trainee with disability who became a finalist for the Apprentice Employment Network NSW & ACT Trainee of the Year Award 2025. This individual is now permanently employed within the Rates team.
Annual Trainee and Apprentice Reception
To celebrate achievements and learning journeys, Council hosted its inaugural Annual Trainee and Apprentice Reception on 9 October 2025 at Marrickville Pavilion. This event recognised current trainees/apprentices and program graduates across all pathways, including the Disability Traineeship Program. One program graduate with disability spoke passionately about the growth they had experienced during their traineeship, and the inclusiveness they had experienced in the workplace. This event reinforced Council’s commitment to the trainee and apprenticeship programs and pathways, acknowledging the contributions made by the participants and building future opportunities.
2. Council Leadership and External Engagement
Workability Expo
On 8 August 2025, Council hosted a conversation lounge at Sydney’s Workability Expo, an Australian government initiative designed to connect people with disability to meaningful employment. Council engaged in over 47 conversations and encouraged visitors to subscribe to Council’s job alerts. Candidate interest was highest in ICT, Parks, Finance, Customer Service, Procurement Services, Development Assessment, and Parks & Building Capital Works, with part-time and casual work being the most preferred types.
While the Expo achieved positive outcomes, flexibility of roles and event location influenced candidate interest. It is recommended that Council explore a career fair model delivered through local schools as a more cost-effective and impactful approach to engage candidates and enhance Council’s reputation as an inclusive employer.
NSW Public Sector Apprentices & Trainees Program
On 12 September 2025, Council collaborated with Ability Advocates, the provider of the Disability Traineeship Program, to host a careers fair table at NSW Department of Education’s 1,000 Apprentices and Trainees event. This participation created an opportunity to actively promote local government as a dynamic career option and highlight the diversity of roles available within Council. By standing alongside other public sector employers, Council broadened awareness of career pathways in local government and strengthened its position as an inclusive and attractive employer of choice.
3. Accessibility and Inclusion Improvement
ADN Access & Inclusion Index
Council is a Gold Member of the Australian Disability Network (ADN) and, in 2024, participated in the ADN Access & Inclusion Index for the first time. This decision was made to provide a benchmarking opportunity, enabling Council to measure its organisational capability in disability inclusion against industry standards and identify areas for improvement.
Council ranked second out of five councils, a result well above the average for first-time participants. This performance highlights Council’s strong progress across key initiatives, including:
· Publicly available Disability Inclusion Action Plan
· Disability Employee Network and Hidden Disabilities Sunflower Campaign
· Mandatory Disability Awareness Training for all employees
The index identified recommendations for improvement. Key priorities include:
1. Identifying and supporting leaders for each commitment area
2. Developing guidelines to ensure continuity of good practice
3. Implementing a Reasonable Adjustments Policy and Workplace Adjustment Passport
4. Increasing representation of people with disability in Council communications
5. Actively celebrating and promoting Council’s progress
Progress on these recommendations is reported quarterly to Executive and through the Disability Employee Network.
Dignified Access Review
As part of the Australian Disability Network, Council completed a Dignified Access Review on 14 October 2025. Representatives from People and Culture, Capital Works, Facilities Management, Social and Cultural Planning, Strategic Investment and Properties, and the Disability Employee Network participated in the review.
As part of the process, attendees were also trained in how to conduct future
reviews across other Council premises.
The review will provide important insights into the accessibility of Council’s facilities and customer service points. It includes a detailed 3–4 hour site assessment to identify potential barriers, followed by a report prioritising recommended actions to create more inclusive environments for employees, residents, and visitors.
These findings will guide immediate improvements and strengthen Council’s future submissions to the Access and Inclusion Index by demonstrating evidence-based action and measurable progress. This work directly supports Action 3.2 of the Disability Inclusion Action Plan 2023–2026, reinforcing Council’s commitment to increasing inclusion and accessibility across its services and workplaces.
Get Skilled Access Audit
Get Skilled Access, a specialist disability consultancy co-founded by Dylan Alcott, conducted an audit of Council’s recruitment practices. Strengths included highly accessible job application systems. Thirty-three (33) recommendations were made, grouped into low, medium, and high timeframe actions. Of the low timeframe recommendations, four (4) have been completed, six (6) are in progress, with the remainder scheduled for completion by December 2025. Medium and high timeframe recommendations focus on communications, procurement, and inclusive documentation practices. Progress is reported quarterly to Executive.
4. Number of Staff Identifying that they live with Disability
This is currently measured via biannual engagement survey data, which has demonstrated a steady increase. The survey includes the question ‘do you identify yourself as a person with disability?’ Previous results:
· 2021 - 3%
· 2023 - 4.9%
Results for 2025 will be available at the conclusion of our current engagement survey.
In addition, we are investigating how to maintain live data for this measure.
5. Cultural Development
Mentoring Program
A pilot program has been introduced for mentees identifying as having disability, including both physical and neurodivergent conditions. The program currently has 16 active mentor-mentee pairings.
Mentees reported significant growth in skills and confidence, while mentors successfully tailored guidance to meet individual learning needs. The program is being reviewed to increase structured meeting times and explore alternative approaches to enhance engagement and outcomes.
Training
As of November 2025, over 1,384 Council employees have completed the Human Rights Commission Building a Culture of Accessibility and Inclusion training course. This course remains mandatory for all new employees and is scheduled for biannual renewal for existing staff to ensure ongoing awareness and capability across the organisation.
Council also continues its partnership with the Hidden Disabilities Sunflower Campaign and is currently developing neurodiversity awareness training. This new program will complement the existing foundational training, equipping employees with a deeper understanding of neurodiverse conditions and practical strategies to create inclusive workplaces. Together, these initiatives reinforce Council’s commitment to embedding accessibility and inclusion into all aspects of its operations.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Statistical Report on Code of Conduct Complaints 1 September 2024 to 31 August 2025
Prepared By: Peter Gainsford - General Manager
|
RECOMMENDATION
That Council note the Statistical Report on Code of Conduct Complaints relating to Councillors and the General Manager for the period 1 September 2024 to 31 August 2025.
|
STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
|
5: Progressive, responsive and effective civic leadership |
|
|
DISCUSSION
Part 11 of the Procedures for the Administration of the Model Code of Conduct for Local Councils in NSW (the Procedures) require that Council’s Complaints Coordinator must report annually to the Council and to the Office of Local Government on a range of complaint statistics within three months of the end of each September. The prescribed annual reporting period is from 1 September to 31 August each year.
This report will also be provided to the Office of Local Government as required under the Procedures:
|
Number of Complaints |
|
||||
|
1 |
|
The total number of complaints received in the reporting period about councilors and the General Manager (GM) under the code of conduct from the following sources: |
|
||
|
i |
Community |
3 |
|||
|
|
ii |
Other Councillors |
1 |
||
|
|
iii |
General Manager |
0 |
||
|
|
iv |
Other Council staff |
0 |
||
|
2 |
The total number of complaints finalised in the period about councillors and the GM under the code of conduct in the following periods: |
|
|||
|
|
i |
3 Months |
2 |
||
|
|
ii |
6 Months |
1 |
||
|
|
iii |
9 Months |
0 |
||
|
|
iv |
12 Months |
0 |
||
|
|
v |
Over 12 Months |
0 |
||
|
Overview of Complaints and Cost |
|
||||
|
3 |
a |
The number of complaints finalised at the outset by alternative means by the GM or Mayor |
2 |
||
|
|
b |
The number of complaints referred to the Office of Local Government under a special complaints management arrangement |
0 |
||
|
|
c |
The number of code of conduct complaints referred to a conduct reviewer |
1 |
||
|
|
d |
The number of code of conduct complaints finalised at preliminary assessment by conduct reviewer |
0 |
||
|
|
e |
The number of code of conduct complaints referred back to GM or Mayor for resolution after preliminary assessment by conduct reviewer |
0 |
||
|
|
f |
The number of finalised code of conduct complaints investigated by a conduct reviewer |
0 |
||
|
|
g |
Cost of dealing with code of conduct complaints via preliminary assessment |
Costs not incurred within time period |
||
|
|
h |
Progressed to full investigation by a conduct reviewer |
0 |
||
|
|
i |
The number of finalised complaints investigated where there was found to be no breach |
0 |
||
|
|
j |
The number of finalised complaints investigated where there was found to be a breach |
0 |
||
|
|
k |
The number of complaints referred by the GM or Mayor to another agency or body such as the ICAC, the NSW Ombudsman, OLG or the Police |
|
||
|
|
|
(i) |
ICAC |
0 |
|
|
|
|
(ii) |
NSW Ombudsman |
0 |
|
|
|
|
(iii) |
OLG |
1 |
|
|
|
|
(iv) |
Police |
0 |
|
|
|
|
(v) |
Other Agency |
0 |
|
|
|
l |
The number of complaints being investigated that are not yet finalised |
1
|
||
|
|
m |
The total cost of dealing with code of conduct complaints within the period made about councillors and the GM including staff costs |
$3469 |
||
|
Preliminary Assessment Statistics |
|
||||
|
4 |
The number of complaints determined by the conduct reviewer at the preliminary assessment stage by each of the following actions: |
|
|||
|
|
a |
To take no action (clause 6.13(a) of the 2020 Procedures) |
0 |
||
|
|
b |
To resolve the complaint by alternative and appropriate strategies (clause 6.13(b) of the 2020 Procedures) |
0 |
||
|
|
c |
To refer the matter back to the GM or the Mayor, for resolution by alternative and appropriate strategies (clause 6.13(c) of the 2020 Procedures) |
0 |
||
|
|
d |
To refer the matter to another agency or body such as the ICAC, the NSW Ombudsman, OLG or the Police (clause 6.13(d) of the 2020 Procedures) |
0 |
||
|
|
e |
To investigate the matter (clause 6.13(e) of the 2020 Procedures) |
0 |
||
|
|
F |
Other action |
0 |
||
|
Investigation Statistics |
|
||||
|
5 |
The number of investigated complaints resulting in a determination that there was no breach, in which the following recommendations were made: |
|
|||
|
|
a |
That the council revise its policies or procedures |
0 |
||
|
|
b |
That a person or persons undertake training or other education (clause 7.40 of the 2020 Procedures) |
0 |
||
|
6 |
The number of investigated complaints resulting in a determination that there was a breach in which the following recommendations were made: |
|
|||
|
|
a |
That the council revise any of its policies or procedures (clause 7.39 of the 2020 Procedures) |
0 |
||
|
|
b |
In the case of a breach by the GM, that action be taken under the GM’s contract for the breach (clause 7.37(a) of the 2020 Procedures) |
0 |
||
|
|
c |
In the case of a breach by a councillor, that the councillor be formally censured for the breach under section 440G of the Local Government Act 1993 (clause 7.37(b) of the 2020 Procedures) |
0 |
||
|
|
d |
In the case of a breach by a councillor, that the councillor be formally censured for the breach under section 440G of the Local Government Act 1993 and that the matter be referred to OLG for further action (clause 7.37(c) of the 2020 Procedures) |
0 |
||
|
7 |
Matter referred or resolved after commencement of an investigation (clause 7.20 of the 2020 Procedures) |
0 |
|||
|
Categories of misconduct |
|
||||
|
8 |
The number of investigated complaints resulting in a determination that there was a breach with respect to each of the following categories of conduct: |
|
|||
|
|
a |
General conduct (Part 3) |
0 |
||
|
|
b |
Non-pecuniary conflict of interest (Part 5) |
0 |
||
|
|
c |
Personal benefit (Part 6) |
0 |
||
|
|
d |
Relationship between council officials (Part 7) |
0 |
||
|
|
e |
Access to information and resources (Part 8)
|
0 |
||
|
Outcome of determinations |
|
||||
|
9 |
The number of investigated complaints resulting in a determination that there was a breach in which the council: |
|
|||
|
|
a |
Adopted the independent conduct reviewers recommendation |
0 |
||
|
|
b |
Failed to adopt the independent conduct reviewers recommendation |
0 |
||
|
10 |
The number of investigated complaints resulting in a determination where: |
|
|||
|
|
a |
The external conduct reviewer’s decision was overturned by OLG |
0 |
||
|
|
b |
Council’s response to the external conduct reviewer’s recommendation was overturned by OLG |
0 |
||
Confidentiality
Clause 12.1 of the Procedures for the Administration of the Model Code of Conduct for Local Councils in NSW requires that information about Code of Conduct complaints and their management and investigation, is to be treated as confidential and is not to be publicly disclosed or discussed except as may be otherwise specifically required or permitted under the Procedures.
FINANCIAL IMPLICATIONS
The total cost incurred in the reporting period was $3469 (including GST).
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Council At Your Door Update
Prepared 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
This report provides an update about the Council at your Door trial, which will launch in November 2025 with the Lewisham Town Centre consultation.
Teams of two Council Officers will door-knock properties around the project area to speak with residents and/or leave additional information.
This will be followed by door-knocking properties adjacent to the GreenWay to inform residents about the completion of the project and the opening event.
A further three projects are planned for the first half of 2026.
The purpose of the trial is to assess the broader costs/benefits of doorknocking as an additional engagement technique for residents and Council. Following the trial, staff will report back to Council information on the cost, number of residents reached, range of topics discussed, customer service requests logged and any other matters that arise as a result of the trial.
BACKGROUND
At the Council Meeting held on 18 February 2025, Council resolved the following in part:
1. That Council endorse a trial of door-knocking for five projects, one in each ward:
a) Balmain and Leichhardt Wards: Leichhardt Oval and LPAC upgrades
b) Marrickville Ward: Henson Park
c) Ashfield Ward: Greenway opening
d) Stanmore Ward: Lewisham Town Centre Upgrade
As part of the 2025/26 budget, $30,000 was allocated for the trial.
DISCUSSION
The Engagement team has been liaising with project partners to identify scope and method of delivering Council at your Door. Due to project timings, the trial will be launched in November 2025 with two doorknocking projects in 2025 (Lewisham Town Centre and the GreenWay) and three in 2026 (Henson Park, LPAC and Leichhardt Oval). This will ensure the trial is completed during the 25/26 financial year. The proposed schedule can be seen in Table 1.
Council Officers will carry out the door-knocking for the first two projects, each with 100-150 properties, to pilot the technique and identify any refinements required before proceeding with agency casuals for the remaining three projects.
It is anticipated that between 100-500 properties could be door-knocked for each of the remaining three projects during the trial. The budget will cover employment of casuals (including base hourly rate, penalty rates for working on weekends and additional hours required for training), printing of collateral, uniforms, and transport (as required).
Table 1: Schedule of doorknocking
|
Project |
Expected timing of doorknocking |
Project stage |
|
Lewisham Town Centre upgrade |
26-29 November 2025
|
Preliminary engagement to inform the development of the Lewisham Town Centre master plan |
|
GreenWay |
December 2025 |
Project completion and promotion of opening |
|
Henson Park upgrade |
February 2026 |
Project completion and promotion of upgraded facility opening |
|
Leichhardt Park Aquatic Centre upgrade |
March-May 2026 in alignment with project delivery timeline |
Completion of stage 1 and commencement of stage 2 – community construction update |
|
Leichhardt Oval upgrade |
May/June 2026 |
Community update prior to construction which is expected to commence at the end of winter 2026. |
Example door-knocking strategy: Lewisham Town Centre
One pair of Council officers will conduct door-knocking at 138 properties over three sessions across different days and times: a weekday, a weekday afternoon/evening, and a weekend. This approach is designed to evaluate the effectiveness of doorknocking as an engagement method at different times.
The sessions are scheduled for:
· Wednesday 26 November – Afternoon/Evening (50 properties)
· Friday 28 November – Weekday Morning/Afternoon (40 properties)
· Saturday 29 November – Weekend Morning (48 properties)
During these visits, officers will record:
· The number of properties that answer the door
· Whether residents agree to a conversation
· Time spent per property
· Whether residents have already heard about the project or provided feedback
· Some demographics (optional)
Where residents have not engaged previously, feedback will be captured on what could be improved. Residents will also be offered information about other Council services and invited to raise any issues which were logged in the CRM system.
Flyers about the Lewisham Town Centre project and Council services will be distributed. For properties where no one answers, a “Sorry we missed you” postcard will be left with the flyer.
FINANCIAL IMPLICATIONS
There are no financial implications associated with the implementation of the proposed recommendations outlined in the report.
Nil.
|
|
Council Meeting 9 December 2025 |
Subject: Notice of Motion: Marrickville Library Multi-function Tables
From: Councillor Victor Macri
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MOTION
1. That Council investigate the installation of a number of tables around the open space at the Marrickville Library they could be used by the community for a number of board games.
2. That Council investigate the potential for the Library to lend the games to users.
3. That the games could be any board game the community would seek to play Backgammon, Chess, Draughts to name a few.
4. That Staff could also look at running events based on the games with competitions in the games as community building exercise for all ages and the CALD in the community.
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Background
I am a long-time admirer and tenant of the Inner West community. This council has a rich history, one my family is proud to be part of.
Since moving to the area, I’ve noticed a lack of dedicated communal spaces where locals can naturally gather, connect and engage with one another. I’m often reminded of this when I see older members of our community sitting on benches along Illawarra Road. I would love the opportunity to connect with them - and I believe a shared activity, like backgammon, would be a wonderful way to bring people together across generations.
I regularly attend backgammon social groups in the Eastern Suburbs and have seen firsthand the positive impact these spaces have on intergenerational connection, social wellbeing, and community belonging. I would love to help foster something similar here in the Inner West.
With that in mind, I’m writing to request the installation of outdoor backgammon tables, ideally located outside Marrickville Library. The area already offers nearby amenities such as a café and public bathrooms, making it an ideal location for casual community gatherings.
I’ve attached an image as an example of the type of outdoor backgammon table I’m referring to. I also work in construction and would be happy to assist with cost estimates or installation considerations if that would be helpful.
To prevent stealing, the dice & pieces can also be housed at the library for loan.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Summer Heat Survey
From: Councillor Liz Atkins
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MOTION
1. That Council note that Sweltering Cities, a not for profit national advocacy organisation working specifically on issues related to extreme heat, conducts a national Summer Heat Survey every year.
2. That Council agree to include the link for Sweltering Cities’ Summer Heat Survey in the December 2025 issue of the Inner West News and on Council’s social media pages, encouraging as many Inner West residents as possible to complete the survey.
3. That Council note that Sweltering Cities has offered to provide briefings on the results specific to the findings in the Inner West.
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Background
Sweltering Cities is Australia’s only national advocacy organisation working specifically on issues related to extreme heat. It focuses on the health and wellbeing of communities and advocating for better, climate-safe cities.
Sweltering Cities was founded in 2020, inspired by the extreme heat and over development in Western Sydney, and the lack of representation of impacted communities in climate change coverage. Since, we have expanded our team, networks and work nation-wide, calling for community centred solutions to extreme heat.
Sweltering Cities designs campaigns with communities to address community priorities: cooler suburbs, support to make sure people at the most risk are safe in the heat, and safe homes for everyone. Their priorities are guided by insights from Australia’s largest heat survey. In the 2023-24 Summer Survey, we gathered feedback from over 2000 people nationwide, bringing their experiences and ideas to decision-makers.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Link to Summer Heat Survey: https://swelteringcities.typeform.com/summersurvey26?utm_email=all
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Marrickville Squadron 90 Year Anniversary
From: Councillor Victor Macri
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MOTION
That Council acknowledge the tremendous 90 year milestone the Marrickville Air League Squadron has achieved by a story in the next Council newsletter and on the council website.
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Background
Last Friday, on the 28th of November, the Australian Air league Marrickville Squadron celebrated their 90th anniversary. Guests at the celebration included former NSW Group Chief Commissioner Ray Bell AO who joined the squadron as a 12 year old 81 years ago and remained in service with the Australian Air league ever since. Also present were representatives of the Canterbury-Hurlstone Park RSL Sub Branch and the Ramsgate RSL Sub Branch along with former cadets The most senior of whom was Mr. Anthony Macklin who joined in approximately 1959.
Ninety years ago on the 21st of October, 1935, the Sydney Morning Herald reported that a Marrickville Branch of the Australian Air League had been formed, with 50 members joining at the very first meeting. The Australian Air League organisation itself had been founded just one year prior in 1934. Marrickville was the second Air League Squadron. Many more Squadrons followed in NSW, Victoria and Queensland.
The Squadron initially was located in a succession of premises. In 1951 a more permanent location was officially opened by Sir Keith Smith, the Australian aviation pioneer who flew as co-pilot for the first flight from UK to Australia in 1919.
By the 1960s the squadron moved to a location made available by the then Marrickville Council near the intersection Marrickville Rd and Thornley St. This hall was originally a workshop at the Rose Bay Flying Boat Base and was relocated in sections to Marrickville, reassembled by volunteers and became the squadron headquarters for the next approximately 40 years.
In 2003 the squadron moved to its present location - the PCYC Centre on the corner of Illawarra Road and Thornley St.
The Squadron’s primary objective is to offer girls and boys from eight to 17 years of age the opportunity to develop their passion in aviation, learn leadership skills and good citizenship, make like minded friends and have fun.
Cadets have a uniform and are encouraged to keep it neat and to wear it properly.
A structured program on Friday evenings during school term gives formal, examinable courses in aviation and other subjects. Face-to-face instruction is given by cadets themselves and Squadron officers. Instruction aids include Air League copyright quality Workbooks, PowerPoints, models of engines and aircraft and a Simulator.
The Squadron provides training in marching drill involving physical activity, physical coordination both individual and in teamwork as well as training in giving and receiving orders.
Once they meet the age of 14 years, cadets have the opportunity of flying training by CASA qualified flying instructors volunteering their services for Air League. This year (2025) the Squadron has had seven cadets in various stages of their flying training, including passing commercial pilot training.
Some Marrickville squadron cadets have taken up careers in aviation including Flying Instructing, Aircraft Maintenance Engineering, the RAAF, and as Airline Pilots. Only last month one of our former female cadets graduated Dux of her course at the Qantas Pilot Training Academy in Toowoomba QLD and is now awaiting appointment as a Pilot.
Prepared M. Fraser (edited Michael Poonan) 30.11.2025
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Heatwave Response Plan
From: Councillor Olivia Barlow
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MOTION
1. That Council note the increase in extreme heat days and heatwaves across Sydney that will occur because of climate change.
2. That Council prepare a Heatwave Response Plan which includes: a) A risk analysis to identify the parts of the Inner West with the most vulnerable populations and locations to heatwaves, including those that may not have air conditioning or other effective cooling; b) Identification of stakeholders and possible partnerships and collaborative arrangements to better respond to extreme heat days and heatwaves; c) Initial stakeholder engagement to identify potential cool centres and associated services; d) A heat refuge emergency management plan that includes preparedness actions for cool centres, a heat refuge network and actions to activate it, monitoring and evaluation; and e) Investigation of ways to better prepare the community for extreme heat and heatwaves, including workshops provided by organisations such as the Red Cross.
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Background
While heat-associated deaths are often not well documented, the Bureau of Meteorology website states that severe and extreme heatwaves have claimed more lives than any other environmental hazard in Australia. It also has serious mental health impacts, causes increases in aggression and domestic and family violence, and causes absenteeism at work.
A heatwave is when both the minimum and maximum temperatures are unusually hot for at least 3 days compared to the area’s regular conditions. Heatwave temperatures vary across NSW and depend on the time of year, recent weather and local climate.
There are 3 types of heatwaves: low-, medium- and high-intensity. Warnings are issued by the Bureau of Meteorology for medium- and high-intensity heatwaves. High-intensity or extreme heatwaves can be dangerous for everyone; medium-intensity or severe heatwaves can be dangerous for many people, especially older people, babies, children, people who are pregnant or breastfeeding, people with medical conditions and people who are unwell.
Heatwaves can also affect transport, and cause interruptions to cooling and refrigeration. Communities with lower socio-economic status are disproportionately vulnerable to all disasters, and during heatwaves this is no exception, due to often having higher heat exposure and lack of access to energy-efficient homes and air conditioning exacerbating heatwaves. Correlations between socio-economic status, social isolation, health conditions and lack of access to public amenities, all increase heatwave vulnerability.
Heatwaves are exacerbated by a lack of effective cooling measures in the environment, like tree canopy. The ‘heat island effect’ is also a compounding factor in urban and suburban areas because many common construction materials absorb and retain more of the sun’s heat.
The Victorian government has already developed a specific Heatwave Planning Guide for local councils to develop heatwave plans, but there is no established guidance nor a dedicated funding program available to support councils in our state assessing heat-related risks. The Western Sydney Regional Organisation of Councils has developed the Greater Sydney Heat Smart City Plan and a number of tools to allow assessment and planning for this increasing risk in our communities.
Heatwave planning includes:
· Identifying vulnerable population groups and the risks they face
· Identifying and agreeing on effective strategies, agency coordination and response planning to address those risks
· Implementing and activating the plan
· Evaluating the plan after each summer season.
The benefit of activating a heatwave plan during extreme heat events is to reduce illness and death in the community by:
· Ensuring health information and support is readily available to the community, vulnerable population groups and their carers
· Increasing understanding of heatwave planning and management across council and key external stakeholders
· Developing partnerships and collaborative arrangements to better respond to heatwaves
· Increasing understanding of heatwaves in communities and increasing their capacity to respond during heatwaves
· Managing emergencies during heatwaves more effectively
· Developing long-term and sustainable behavioural change to minimise the impacts of heatwaves on health and wellbeing
As the potential for more extreme heat days and heatwaves increases, Council should be assessing the risks associated with them at a community level and developing plans to ensure we can respond swiftly to emergencies.
Officer’s Comments:
No further comments were required for this Notice of Motion.
1. Western Sydney Regional Organisation of Councils (2025) “Heatwave Management Guide (Edition 12)”, available at https://wsroc.com.au/projects/project-turn-down-the-heat/heatwave-management-guide.
2. Victorian Government Department of Human Services (2012), “Heatwave Planning Guide: Development of heatwave plans in local councils in Victoria’, available at https://www.health.vic.gov.au/publications/heatwave-planning-guide-development-of-heatwave-plans-in-local-councils-in-victoria
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Rising Tide
From: Councillor Olivia Barlow
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MOTION
1. That Council note the attendance at Rising Tide: The People’s Blockade of the World’s Largest Coal Port (27 November – 2 December) by many Inner West individuals and local chapters of organisations like the Knitting Nannas and the Climate Justice Coalition.
2. That Council write to the Federal Minister for the Environment and Water, Murray Watt, and ask that the government: a) Immediately cancel all new fossil fuel projects; b) Tax fossil fuel export profits at 78% to fund community and industrial transition, and pay for climate loss and damage; and c) End all coal exports from Newcastle – the world’s largest coal port – by 2030.
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Background
The Newcastle coal port is the largest in the world and Australia’s single largest source of global greenhouse emissions.
This weekend, coal miners stood shoulder-to-shoulder with concerned community members from across the country in taking non-violent direction action in Newcastle. They asked the federal government to put an end to coal and gas, and to commit to a just transition away from fossil fuels and towards a sustainable renewable energy future. Among them were many Inner West residents who are deeply concerned about climate change and their future and the future of their children on this planet.
Our council has taken many steps to recognise and respond to climate change at a local level, but the impacts of extreme weather don't discriminate across based on which council you live in. Inaction at the state and federal levels has left many Inner West residents still feeling unheard and increasingly worried about their futures and the future of our planet. Our council should seek to amplify their voices and continue to do all we can to secure a liveable future for the residents of the Inner West and across the globe.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Plans of Management
From: Councillors Mat Howard and Kerrie Fergusson
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MOTION
1. That Council thanks Council staff for their ongoing work to deliver updated plans of management on behalf of the Inner West community and appreciates that these are time intensive and complex processes.
2. That Council notes the importance of Plans of
Management in guiding the use, maintenance and future development of local
parks, as required under the Local Government Act 1993 and
Council’s Open Space and Recreation policy. 3. That Council notes community members who take part in consultation on Plans of Management reasonably expect to receive prompt consideration of their feedback, and that timely reporting helps maintain community confidence in Council’s engagement processes.
4. That Council requests that staff establish a target of six months between public consultation on a Plan of Management and its return to Council for endorsement, whether for further exhibition or for final approval, meaning that Council’s internal processes for assessing plans of management take no longer than one year.
5. That Council requests staff, via briefing note no later than March 2026, provide a register of parks in the Inner West local government area, along with the status of their plans of management and the expected timeline for updating them. |
Background
Plans of Management are required under the Local Government Act 1993 for all community land. They guide how local parks are used, maintained and improved, and ensure that decisions are transparent and informed by community engagement. Preparing these plans involves detailed work from staff across landscape design, asset management, recreation planning and community engagement.
Inner West Council manages a large network of parks, and community expectations for consultation are high. When Plans of Management take extended periods to return to Council after consultation, residents often do not receive timely updates on how their feedback is being considered.
Recent examples include Camperdown Memorial Rest Park and Wicks Park, where consultation occurred well before reports returned to Council.
A clearer and more consistent timeframe will help maintain community confidence in the process while supporting staff in planning and delivering this work.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
Subject: Notice of Motion: Supporting Residents with Information on Rate Postponement Options
From: Councillors Mat Howard and Jessica D'Arienzo
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MOTION
1. That Council upon gazettal of The Our Fairer Future Plan, proactively write to all ratepayers whose properties are included in areas proposed for upzoning to advise them of their option to apply for a postponement of the portion of rates that are calculated on unrealised uplift value (or “attributable land value”) under the Local Government Act 1993.
2. That Council make applying for postponement as simple and straightforward as possible by providing residents with either a hard-copy application form and a paid self-addressed return envelope, or a link to the online application form, along with simple instructions on how to apply.
3. That Council provide this information in multiple community languages.
4. That Council undertake to include in the next annual rates notice a reminder to all potentially affected residents of the availability of postponement, especially before the next revaluation cycle or rates increase.
5. That Council ensure that information about rate postponement is also available on Council’s website, in clear and accessible language, and that council officers consider other ways to simplify and promote this process for residents.
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Background
The Our Fairer Future Plan proposes changes to planning controls that may increase the land value of some properties. Land values are determined independently by the NSW Valuer General under the Valuation of Land Act 1916 and are used by councils to calculate rates.
Under the Local Government Act 1993, residents may apply to postpone the portion of rates that relates to an increase in land value resulting from a change in zoning or permitted land use. This mechanism allows the “attributable” part of the rates to be deferred, with the postponed amount recorded and managed by Council in accordance with the Act.
Because this process is technical and not widely understood, proactively notifying affected residents and providing straightforward application options will ensure people have clear access to the provisions already available to them in legislation, and will support transparency and good governance as the Our Fairer Future Plan progresses.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Blueprint for Equity
From: Councillors Councillor Mat Howard and Councillor Liz Atkins
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MOTION
1. That Council note that: a) From 1 July 2025, LGBTQIA+ people are formally recognized as a national priority client group for legal assistance under the National Access to Justice Partnership (NAJP) 2025-2030; b) There are significant unmet legal needs within LGBTQIA+ communities driven by systemic barriers, service limitations and heightened exposure to legal risk, and that each year 6 in 10 LGBTQIA+ people will experience at least 1 legal problem, nearly double the national average; c) Community legal centres provide critical legal services, including strategic litigation to address systemic legal issues and advance rights and that where specialist CLC services for LGBTQIA+ people exist, such as the Inner City Legal Centre (ICLC) in Kings Cross, they are often significantly under-resourced; d) We have recently achieved vital reforms in NSW through the Equality Bill, including a ban on LGBTQ+ conversion practices, the right for transgender people to update their birth certificates without surgical intervention and protections against “outing” people for their LGBTQIA+ or HIV status, however, improved rights without access to justice will mean that many people will be unable to have these rights realized; and e) That, while the ICLC receives a small community services grant to allow a solicitor to work from the Pride Centre 1 day per fortnight, it receives no funding from the State or Commonwealth to deliver their LGBTQIA+ Legal Service to residents in the Inner West.
2. That Council write to the Commonwealth Attorney-General calling for the provision and funding of specialist LGBTQIA+ legal services, including appropriate funding to increase the capacity in existing LGBTQIA+ CLCs, and to enable the implementation of socio-legal service models, investment in capacity building, and resourcing of contributions to policy and law reform.
3. That Council write to the Premier and NSW Attorney General calling for investment in the NSW LGBTQIA+ legal service. |
Background
For the first time ever, the LGBTQIA+ Community have been formally recognised as a priority population under the National Access to Justice Partnership 2025-2030 (NAJP). The NAJP agreement requires that funding should be directed towards priority populations.
In NSW we have yet to see an investment in legal services for the LGBTQIA+ Community.
New South Wales is now lagging behind our neighbours in Victoria and Queensland, which have recently seen increased investment for their LGBTQIA+ Legal services:
● In 2023, the Victorian Government announced an annual investment of $1.6 million to establish Q+Law as a central pillar of the Pride in our Future: Victoria’s LGBTIQ+ Strategy 2022-32.
● In 2024, the Queensland Government announced additional investment for all community legal services in Queensland, resulting in a significant increase in annual funding for the LGBTI Legal Service to above $1.04 million.
The ICLC provides the LGBTQIA+ Legal Service for residents in NSW, however it receives no specific funding to deliver these services outside of its ‘catchment’ area of Sydney’s Inner and Eastern Suburbs.
This presents a significant barrier for LGBTQIA+ community members who reside outside of the Sydney metro area. As the Blueprint highlights, LGBTQIA+ people residing in RRR areas are at heightened risk of violence, discrimination, poverty, isolation and suicide. These are complex problems that can be partially alleviated through the availability of safe and culturally appropriate legal assistance services.
We have recently celebrated vital reforms in NSW, including a ban on LGBTQ+ conversion practices, the right for transgender people to update their birth certificates without surgical intervention and protections against “outing” people for their LGBTQIA+ or HIV status.
Improved rights without access to justice will mean that many people will be unable to have these rights realised.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Cooks River Sheet Metal Piling
From: Councillors Mat Howard and Olivia Barlow
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MOTION
1. That Council notes Inner West Council’s ongoing commitment to restoring the health, habitat and water quality of the Cooks River.
2. That Council notes that sheet metal piling was installed along long stretches of the Cooks River from the mid twentieth century as part of earlier engineering works intended to control erosion and manage the river’s alignment.
3. That Council notes that the steel sheet piling is now severely deteriorated and that its hard, vertical structure reduces habitat, limits the return of natural riverbanks and negatively affects ecological health, as well as posing a risk to public health and safety.
4. That Council notes the long standing advocacy of councils along the river, local MPs, the Cooks River Alliance, the Cooks River Valley Association, volunteer groups such as the Mudcrabs and many community members who have worked to naturalise the riverbanks and improve water quality.
5. That Council writes to the Hon. Penny Sharpe MLC, NSW Minister for Energy and Environment, requesting that the NSW Government commit to replacing the sheet metal piling and implement legislative or regulatory measures to improve water quality in the Cooks River.
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Background
The Cooks River is one of the most urbanised waterways in Sydney and has been heavily modified over many decades.
As suburbs expanded after the Second World War, governments undertook engineering works that straightened the river and reinforced its edges with sheet metal piling. Between the 1950s and 1970s, under the 1946 Cooks River Improvement Act, natural riverbanks were replaced with sheet metal piling by the NSW Government.
This approach reflected the priorities of the time but has left a legacy of environmental damage and ongoing maintenance problems.
Approximately 4.2km of foreshore along the Cooks River remains fortified with sheet metal piling. Many sections of the piling have corroded due to constant exposure to tidal water. The hard edges prevent the growth of native vegetation, limit habitat for fish and birds and reduce the river’s overall ecological resilience.
In contrast, more recent naturalisation projects along the river have shown that replacing engineered banks with gentler, planted edges improves biodiversity, stabilises the foreshore and creates better public spaces.
State and Federal governments, along with councils including Inner West Council, have invested over many years in projects to rehabilitate the river.
Community organisations and volunteers have also played a major role in on-ground restoration and advocacy.
Despite this progress, several kilometres of sheet piling remain, and continued deterioration poses environmental and safety issues.
Given this history and the shared commitment to restore the river, it is appropriate for Council to call on the NSW Government to take the next step by replacing the remaining steel sheet piling and strengthening the regulatory framework that improves water quality across the catchment.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Terry Street, Belmore Street And Belmore Lane, Tempe
From: Councillor Mat Howard
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MOTION
1. That Council investigate and consult with residents on extending angle parking on Terry Street between Henry Street and the Princes Highway.
2. That Council work with NSW Police to intensify enforcement of vehicles illegally entering Terry Street from the Princes Highway, and investigate and consult with residents on any other measures to stop through traffic and mitigate dangerous speeding.
3. That Council investigate and consult with residents around measures to support resident parking on Belmore Street, Tempe.
4. That Council refer these parking and traffic matters to the Local Transport Forum for consideration and recommendation to Council.
5. That Council undertake a high-intensity clean of Belmore Lane, Tempe, including removing rubbish, pruning vegetation and street sweeping, and add Belmore Lane to the list of hot spots for illegal dumping and increased maintenance.
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Background
Several residents raised the above concerns at the Marrickville-Midjuburi Local Matters Forum on Tuesday 25 November and sought urgent attention and resolution from council staff.
A petition has been tabled with council in support of the proposal for angle parking on Terry Street.
Terry Street was closed to through traffic from the Princes Hwy as part of the traffic arrangements implemented with the opening of IKEA. Residents report vehicles regularly ignoring the no entry provisions and speeding down Terry Street.
Residents of Belmore Street and Park Road report parking issues as a result of increased utilisation following the opening of the Metro at Sydenham, as well as concerns around maintenance, illegal dumping and lighting on Belmore Lane.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Ashfield Aquatic Centre - Summer Spruce
From: Councillors Jo Carlisle and Philippa Scott
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MOTION
1. That Council notes the fifth anniversary of the upgrade to the Ashfield Aquatic Centre in October 2025.
2. That Council recognises the ongoing importance of the Ashfield Aquatic Centre to the local Ashfield and Croydon communities and the broader Inner West, and thanks staff for extending opening hours during the warmer months.
3. That Council acknowledges that maintaining high-quality facilities at Inner West aquatic facilities is essential to ensuring the Centre's ongoing sustainability, presentation, and community value.
4. That Council approves a 'Summer Spruce' maintenance program for inner west aquatic facilities to include: a) Pressure washing of the entrance, grandstands, and high-use areas; b) Replacement of damaged or faded signage; c) Repainting of pedestrian and parking line markings in the car parks; d) Enhanced rubbish collection services; e) Vegetation trimming and grounds maintenance; and f) To be funded from the ongoing maintenance budget.
5. That Council commits to ongoing preventative maintenance of the Ashfield Aquatic Centre to preserve its quality and fitness for purpose.
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Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Pickleball Courts in Balmain Ward
From: Councillors Kerrie Fergusson and Ismet Tastan
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MOTION
1. That Council notes the inclusion of pickleball line markings as part of the recent Mort Bay Multi-Court upgrade.
2. That Council provide a report to the February 2026 Council meeting outlining: a) A list of existing Council owned pickleball facilities within the Balmain Ward; b) Potential Council courts within the Balmain Ward that could accommodate additional line markings to facilitate pickleball use; and c) Potential locations where constructing a dedicated pickleball court may be possible.
3. That Council investigate and include in the report the feasibility and estimated costs of adding pickleball line markings to the Punch Park Tennis Courts.
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Background
Pickleball has seen a significant surge in popularity across Australia in recent years, especially among older adults and seniors. As a result, demand for convenient access to local pickleball courts has grown rapidly.
For many senior community members, the sport provides an enjoyable way to stay active, maintain mobility, and engage in regular physical exercise within a safe and inclusive environment.
Council has recently included pickleball line markings on community courts in Gladstone Park and Mort Bay, however competition for space in those locations can make it difficult to line up games.
Local players are still seeking venues in and around Balmain that offer dedicated or bookable pickleball courts, allowing them easier and more reliable access for their games.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: TfNSW Tree Mortality Land Bridge Rozelle Parklands
From: Councillor Kerrie Fergusson
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MOTION
1. That Council note the significant mortality of Banksia trees along the Land Bridge in the Rozelle Parklands.
2. That acknowledge the Inner West Council’s prompt action in raising this issue with TfNSW and request that it be resolved as a matter of urgency.
3. That Council continue to press TfNSW to take immediate action to prevent further tree deaths, including: a) Removing dead trees and replacing them with new plantings; and b) Assigning a dedicated TfNSW officer to oversee the maintenance and care of trees on the Rozelle Parklands Land Bridge and any other areas of the park for which TfNSW remains responsible.
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Background
In recent weeks, Council staff identified a significant decline in the health of the Banksia trees planted along the Land Bridge in the Rozelle Parklands. This issue was promptly reported to Transport for NSW (TfNSW), which holds responsibility for the Land Bridge and its landscape plantings, including the ongoing maintenance of the Banksia trees.
A site inspection conducted by Council’s Park Planning staff revealed a substantial failure of the irrigation system servicing the bridge. As a result, 81 of the 151 Banksia trees have died, representing a mortality rate of 52%. This large scale loss has raised serious concerns regarding the condition of the landscape and the long-term sustainability of the plantings.
It is of high importance that council continues to maintain strong pressure on TfNSW to urgently rectify this situation, emphasising the importance of the issue to the local community and requesting urgent action to address the irrigation failure, remove and replace dead trees, and ensure appropriate maintenance oversight moving forward.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Coordination of the King Street SEP with City of Sydney
From: Deputy Mayor, Councillor Chloe Smith and Councillor Vicki Clay
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MOTION
1. That Council note Inner West Council’s endorsement of Special Entertainment Precincts (SEPs) on main streets across the Inner West to support live music and performance, streamlined approvals, and a stronger nighttime economy.
2. That Council note that the endorsed SEP on King Street, Newtown spans both the Inner West and City of Sydney LGAs.
3. That Council note that residents, businesses, and visitors experience King Street as one continuous precinct and do not distinguish between local government areas.
4. That Council note that Inner West Council’s standard SEP model differs from the City of Sydney’s and a consistent approach by both councils along King Street would benefit local businesses, residents, and visitors.
5. That Council note advocacy by local businesses on King Street for the implementation of the SEP to enhance the success and benefits of the Enmore Road SEP.
6. That Council endorses the following principles to guide collaboration between Inner West Council and City of Sydney Council in developing the King Street SEP: a) A consistent policy approach between both councils to provide clarity and certainty for local residents and businesses; b) Alignment between both councils will strengthen the delivery of the precinct, improve outcomes for live performance, and support shared objectives of a safe, inclusive, and sustainable nighttime economy; c) Work collaboratively with responsible officers at the City of Sydney to ensure a consistent approach to planning, regulation, engagement and consultation for the King Street SEP.
6. That Council request the Director, Planning and responsible officers to undertake the following actions: a) Establish regular meetings with responsible officers at the City of Sydney to coordinate development, delivery, and communication of precinct settings and initiatives; b) Coordinate joint community and stakeholder engagement processes with the City of Sydney to ensure consistent messaging and a shared understanding of precinct objectives; c) Ensure that community consultation on the SEP is conducted concurrently with City of Sydney processes where practicable; and d) Report back to Council on progress bi-monthly until the post-exhibition report is brought to Council.
7. That Council note that Cr Olly Arkins at the City of Sydney has submitted a similar motion expressing support for this coordinated approach to implementation of the King Street SEP. |
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Supporting Local Community Groups Through Return and Earn Recycling at Inner West Major Events & Venues
From: Councillors Izabella Antoniou and Olivia Barlow
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MOTION
1. That Council note the increasing pressure for community groups, P&Cs and local for-purpose organisations to take on additional fundraising activities to support their work and communities due to the rising cost of living crisis and gaps in funding streams. Note that TOMRA Cleanaway have established a process that allows individuals who are making use of the Reverse Vending Machines (RVMs) and other Return & Earn collection points to donate their earnings to a nominated group or charity. 2. That Council prepare a report for the May Council meeting outlining a trial for eligible containers to be collected and recycled at this outlet with the purpose of Council processing and donating the proceeds to local organisations and community groups, scoping but not limited to the following collection points: a) Inner West Council events and festivals that host external food/drink vendors: b) Inner West Council offices and venues on an ongoing basis; and, c) Incorporating Return and Earn into the new Leichhardt oval stadium development to lead the way in making it a low waste/zero waste venue and minimising waste.
4. That Council develop a draft EOI process to determine which local groups and organisations Council will support with donations associated with each event or venue. The EOI process should clearly outline: a) Eligibility of groups; b) How factors including location and connection to an event or venue may be prioritised and weighted in the process; and c) A rotation timeframe. 5. That draft and provide any policy updates required in order to support the trial in relation to fundraising to be examined simultaneously to the report. |
Background
The newly opened Marrickville TOMRA centre has already been able to support increased
service in the Inner West area, cutting down processing times particularly for large collections.
The team at TOMRA have also developed the ability for individuals to donate the earnings from collections to a nominated charity or fundraising organisation.
Community organisations are facing increased pressure to fundraise with the cost of living crisis increasing need, for example, local P&Cs who have been responsible for securing their own funds to provide crucial infrastructure such as air conditioners in their classrooms.
The Inner West Council hosts a number of large-scale events, like music festivals, each year
where containers eligible for the Return and Earn scheme are purchased and discarded after
use by attendees. There is a clear opportunity for council to increase the recycle rate of
containers at these events and support local organisations.
Similarly, the Inner West Council already has a number of offices and venues where containers could be recycled and help the community by putting the funds back into community organisations. Putting this plan into the new Leichhardt Oval will be sure the large volume of containers sold at outlets there will also be recycled and used to help community.
This report should outline a trial of this opportunity at events and venues across our LGA, the relevant logistics and any necessary partnerships involved in the process. In addition, detail for the EOI process should outline how specific groups may be weighted and prioritised due to their proximity or relationship to an event or venue. There are many local organisations that would benefit from this funding, so the report may consider one group per event with a rotation timeframe to ensure an equitable spread across groups.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: H5 Bird Flu
From: Councillor Olivia Barlow
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MOTION
1. That Council notes the unique and devastating impact that H5N1 Avian influenza (H5 bird flu) has had on global bird populations, particularly in North America.
2. That Council notes that waterfowl and shorebirds are considered the main natural reservoirs for avian influenza, many of which are migratory birds that visit Australia.
3. That Council notes that H5 has been found in the external Australian territory of Heard Island.
4. That Council prepares a report which examines the feasibility of responding to potential future Avian Influenza outbreaks or other biosecurity threats including by: a) Training staff on the current situation, what to look for and how to report, and baseline biosecurity procedures including the use of personal protective equipment (PPE) and hygiene practices for any council officers working with or around wildlife; b) Identifying and mapping sites within the Inner West that are known habitats for marine mammals, seabirds, waterbirds, shorebirds or birds of prey; c) Considering what level of public interaction with animals is possible at these sites and conducting risk assessments to determine if public access restrictions should be planned for, and what suitable material resources such as NSW government biosecurity public signage and mobile barrier fencing should be prepared; d) Sharing advisory materials (including through public signage and on social media) with residents, contractors and stakeholders, providing information about symptoms in wildlife and reporting processes for H5 bird flu; and e) Working with key stakeholders, including the Cooks River Alliance and the Parramatta River Catchment Group, and the NSW Environment Protection Authority, to develop a biosecurity strategy for the Inner West.
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Background
H5N1 Avian Influenza has been spreading rapidly across much of the planet. It has devastated livestock chicken populations and has caused mass mortalities in wild birds and mammals, particularly marine mammals which consume birds, like seals.
The Department of Primary Industries reports that this strain of bird flu differs from other avian influenza strains in that it spreads more easily, can kill large numbers of wild birds, has no effective treatment, and usually leads to poor outcomes for infected birds and mammals. Whilst the risk to the public is low, it is possible for it to spread to humans.
Whilst we have come to the end of the annual Spring (August – November) migration of wild shorebirds from the northern hemisphere to Australia, migratory seabirds travelling from Antarctic/sub-Antarctic regions are other possible pathways for H5 bird flu to enter Australia and these wild bird movements can occur at any time of the year. The recent detection of this strain in elephant seals on Heard Island, under these circumstances, is of particular note.
Populations of culturally and economically important animal and plant species could be impacted by H5 Avian influenza. Species that are important for First Nations peoples could be at risk. Given the devastating impact the virus could potentially have, it is important for our council to have a strategy in place to identify infected birds quickly and limit its spread.
Avian influenza is not the only biosecurity risk our council may need to deal with. Having a broader biosecurity strategy would ensure our council can quickly respond to biosecurity risks and prevent or limit ecological harm in our area.
Officer’s Comments:
No further comments were required for this Notice of Motion.
1. Department of Primary Industries (2025) “H5N1 Avian influenza (H5 bird flu)”, published at https://www.dpi.nsw.gov.au/dpi/biosecurity/animal-biosecurity/avian-influenza
2. Wildlife Health Australia (2025) “Avian influenza in wild birds in Australia – Fact Sheet”, published at https://wildlifehealthaustralia.com.au/Resource-Centre/Fact-Sheets
3. Sydney Coastal Councils Group (2025) “H5N1 Avian Influenza Preparedness”, published at https://www.nsw.gov.au/emergency/h5-avian-influenza-preparedness
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Updated Recreation Needs Study
From: Councillor Ismet Tastan
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MOTION
1. That Council update the Recreation Needs Study: A Healthier Inner West (originally commissioned in 2018 and revised in 2021) to reflect the increased population density anticipated under the Fairer Future Plan, the Bays West Precinct development, and the Parramatta Road Revitalisation programs.
2. That Council maintain the existing study framework and ensures the updated study retains, at a minimum, the format and scope of the previous study, incorporating new population and dwelling forecasts from current and planned developments and accessibility requirements.
3. That Council provide Council with a preliminary report by June 2026 outlining: a) current and projected open space provisions and benchmarks, b) proximity benchmarks for parks, playgrounds, and recreation facilities, and c) sporting and
recreational needs across the LGA,
4. That Council ensures the study incorporates relevant community feedback, including input gathered through the Building Our Community engagement process and considerations related to the $500M community infrastructure allocation.
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Background
Inner West Council commissioned a comprehensive Recreation Needs Study – A Healthier Inner West in 2018, which was subsequently updated in 2021. This study—publicly available on Council’s website—provided a detailed assessment of open space, sporting facilities, and community infrastructure needs across the LGA.
Given the significant population growth projected through initiatives such as the Fairer Future Plan, Bays West Precinct development and Parramatta Road Revitalisation – a revised study would provide updated information on key factors when considering the liveability and general amenity of living in the Inner West LGA.
The original study established key benchmarks and planning considerations, including:
· provision and proximity standards for parks, open spaces, and playgrounds.
· current and future demand for sporting and recreation facilities, including projected shortfalls.
· community infrastructure requirements over time; and
· opportunities for land acquisition (public and private) to improve open space provision.
Updating this study will provide Council with the current data, community expectations, and strategic direction required to plan effectively in line with population increases across the Inner West for future generations.
Officer’s Comments:
No further comments were required for this Notice of Motion.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Callan Park Tidal Pool
From: Councillors Ismet Tastan and Andrew Blake
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MOTION
1. That Council notes the great deal of public interest in the proposed Callan Park Tidal Pool.
2. That Council supports the provision of more safe and accessible swim sites in the harbour.
3. That Council notes ongoing concerns raised by Rowing NSW and 13 rowing clubs and schools who use the Iron Cove Bay rowing course about potential conflict between the proposed swim site and the rowing course and marshalling areas.
4. That Council provide an updated report in the February 2026 meeting that provides: a) A general update on the project; b) An updated status of DA/2025/0516, final designs and community feedback; c) An update on any impacts to rowing activities should the pool proceed in its current format; and d) Results from relevant safety and risk assessments that have been conducted by Council.
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Background
In June 2024 a motion was passed regarding planning for a tidal pool at Callan Park. An updated version can be viewed online via the Inner West Council website within the council meeting minutes - C0624 (2) Item 6.
This included several amendments relating to (amongst other items) consultation with relevant rowing associations and local committees about placement of the tidal pools and the impact this may have on local rowing communities.
In response to DA/2025/0516 there have been ongoing concerns raised by the community regarding health and safety, impacts to heritage as well as the impact to the rowing community and clubs – particularly the potential loss of access to the existing 2000m rowing course and encroachment into marshalling and learn to row areas.
The report should outline the response to the objections raised in the DA process and include available information, reports, and actions to address key items of concern raised by the community now that planning is underway.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Notice of Motion: Christmas at the Women’s Community Shelter Inner West Project
From: Councillor Izabella Antoniou
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MOTION
1. That Council note that tomorrow, 10 December 2025, is Human Rights Day and marks the end of the 16 Days of Activism which commenced on 25 November, the International Day for the Elimination of Violence Against Women.
2. That Council acknowledge that many women and children are homeless during the Christmas holiday period because of domestic and family violence and that a Christmas / end of year event can ensure a sense of normalcy for women and children in crisis accommodation during a particularly high risk time of year.
3. That Council provide a sum of $1000 towards a Christmas/end of year event at the Women’s Community Shelter Inner West Project.
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Background
The United Nation’s international campaign 16 Days of Activism Against Gender-Based Violence, takes place each year from 25 November (International Day for the Elimination of Violence Against Women) until 10 December (International Human Rights Day).
The campaign began in 1991 as a strategy to unite and magnify calls for the elimination of violence against women and girls. Each year, the 16 Days of Activism campaign galvanises movements and organisations working around the world and draws the attention of governments to the critical issue of gender-based violence.
Domestic and family violence is a major health and welfare issue in Australia with more than 1 woman killed every week by an intimate partner or former intimate partner. Certain times of year are high risk including major sporting events such as grand finals and major holidays. The Inner West Project expects to be full (approx. 40) over the holiday period. They plan to hold an event on 25 December which will help ensure a sense of normalcy for those women and children in temporary accommodation at the shelter on that day. The sum of $1000 will not only ensure a festive meal, but possibly some gifts at least for children.
Officer’s Comments:
No further comments were required for this Notice of Motion.
Nil.
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Council Meeting 9 December 2025 |
Subject: Question on Notice: Early Childhood Education and Care
From: Councillor Liz Atkins
Question 1
Has Inner West Council received funding from the Australian Government for the early childhood worker retention payment and if so, when was it received?
Answer
No
Question 2
If not, when do we expect payment?
Answer
The timing of the payment is determined by the Commonwealth Government. Council’s grant
application was approved by and executed by the Commonwealth in November 2025. The grant
agreement requires one final step before the Commonwealth makes the payment. Council is
now required to submit the “90 Day Declaration Form” which includes making specific
communications to eligible Council staff. It is anticipated that this will be completed by 5
December.
As specified in the grant document, all grant funds paid to Council will be backdated to
December 2024 when Council made its application. Once received the grant funds will be
passed on to eligible Council staff and will be backdated.
Question 3
Have eligible Inner West Council staff received the payment? If not, when will they receive it?
Answer
No. Staff will receive the payment following Council’s receipt of the funds from the
Commonwealth, which is anticipated to be early January 2026.
Question 4
Was the payment to staff backdated, and if so, to what date?
Answer
See above
Nil.
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Council Meeting 9 December 2025 |
Subject: 67-75 Lords Road, Leichhardt - Dedication of Open Space
Council at its meeting on 18 November 2025 resolved that the matter be deferred to the meeting to be held on 09 December 2025.
Prepared By: Ryann Midei - Director Property and Major Projects
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RECOMMENDATION
That Council adopt the recommendations contained in Confidential Attachment 1.
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STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
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2: Liveable, connected neighbourhoods and transport |
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DISCUSSION
Council will move into a closed session to deal with the 67-75 Lords Road, Leichhardt - Dedication to Open Space, 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.
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Confidential Report - 67-75 Lords Road, Leichhardt - Dedication of Open Space - 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. |
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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. |
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75 Lords Road - Explanatory Note IWC - 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. |
Subject: Sale of Bignell Lane, Annandale
Prepared By: Ryann Midei - Director Property and Major Projects
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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:
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5: Progressive, responsive and effective civic leadership |
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DISCUSSION
Council will move into a closed session to deal with the Bignell Lane, Annandale matter as the information is classified as confidential under 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.
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.
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Confidential Report - Sale of Bignell Lane, Annandale - 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. |
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Council Meeting 9 December 2025 |
Item No: C1225(1) Item 60
Subject: Marrickville Town Hall - Basement Use EOI
Prepared By: Ryann Midei - Director Property and Major Projects
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RECOMMENDATION
That Council adopt the recommendations contained in Confidential Attachment 1.
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STRATEGIC OBJECTIVE
This report supports the following strategic directions contained within Council’s Community Strategic Plan:
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4: Healthy, resilient and caring communities |
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DISCUSSION
Council will move into closed session to deal with Marrickville Town Hall - Basement Use EOI, 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.
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Confidential Report - Marrickville Town Hall - Basement Use EOI - 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. |
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Evaluation Report MTH Basement EOI - 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. |
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Brand X EOI Submission - 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. |
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Brand X EOI Presentation - 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. |
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Council Meeting 9 December 2025 |
Subject: RFT 35-25 Callan Park Tidal Baths Design & Construct Contract
Prepared By: Ryann Midei - Director Property and Major Projects
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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:
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4: Healthy, resilient and caring communities 5: Progressive, responsive and effective civic leadership |
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DISCUSSION
In accordance with the Local Government Act 1993, on Friday 3 October 2025, Inner West Council invited tenders for RFT 35-25 Callan Park Tidal Baths Design & Construct Contract. The advertisement period closed on Friday 31 October 2025.
Council will move into closed session to deal with RFT 35-25 Callan Park Tidal Baths Design & Construct Contract 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.
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Confidential Report - RFT Callan Park Tidal Baths Design & Construct Tender 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. |
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Vendor Panel - 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. |
Subject: Domestic Waste Collection Service Harmonisation
Prepared By: Peter Shields - Director Engineering
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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:
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1: An ecologically sustainable Inner West 5: Progressive, responsive and effective civic leadership |
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DISCUSSION
Council will move into closed session to deal with the Domestic Waste Collection Service Harmonisation, 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)(di) of the Local Government Act 1993.
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Confidential Report - Domestic Waste Collection Service Harmonisation - 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. |
