Agenda of Ordinary Council - Thursday, 19 February 2026

Ordinary Council 19 February 2026

TABLE OF CONTENTS

1 DECLARATIONS OF INTEREST

2 APOLOGIES AND APPLICATIONS FOR LEAVE OF ABSENCE OR ATTENDANCE BY AUDIO-VISUAL LINK BY COUNCILLORS

3 ACKNOWLEDGEMENT TO COUNTRY

4 MINUTE OF SILENCE FOR RELECTION OR PRAYER

5 NOTICE OF WEBCASTING OF MEETING

6 CONFIRMATION OF MINUTES

6.1 Ordinary Council Meeting - 11 December 2025

6.2 Extraordinary Council Meeting - 2 February 2026

7 Mayoral Minutes

Nil

8 Petitions

Nil

9 Recission Motion

Nil

10 ITEMS OF BUSINESS BY EXCEPTION

11 Notices of Motion

11.1.... Notice of Motion - Supporting Domestic Violence Safe Phone Initiative............................................................................................................ 6

12 Office of the General Manager Reports

12.1.... Establishment of a Service Review Framework............................ 9

12.2.... Establishment of a Legal Counsel Position................................. 15

12.3.... Governance Health Check..................................................................... 19

13 Corporate Services and Strategy Division Reports

13.1.... Delivery Program and Operational Plan - 2025/26 Second Quarter Review........................................................................................... 24

13.2.... Quarterly Budget Review - December 2025..................................... 28

13.3.... Draft Public Forum Guidelines............................................................ 35

13.4.... Proposed amendments to the Managing Conflicts of Interest for Council Related Development Policy..................................... 38

13.5.... Draft Audit, Risk and Improvement Committee Minutes - 9 December 2025............................................................................................... 42

13.6.... Councillor Training - Mastering Motions and Notices of Motion for Councillors......................................................................................... 45

14 Community and Culture Division Reports

14.1.... Council Response to the Bondi Beach Attack............................. 48

14.2.... Future of Jean Mitchell Lucretia Baths........................................ 53

14.3.... Draft Submission to NSW Parliamentary Inquiry into the Music and Art Economy in NSW.......................................................................... 58

14.4.... Post Exhibition - Civic Centre Grand Piano Hire........................... 62

15 Planning and Sustainability Division Reports

15.1.... Public Exhibition - Draft Sustainability Action Plan 2026-2030 and Outcomes Report for the 2022-2025 Sustainability Action Plan............................................................................................................................. 66

15.2.... Public Exhibition - Draft Electric Vehicle Charging Infrastructure Policy............................................................................ 71

15.3.... Draft Sydney Plan - Public Exhibition.............................................. 75

15.4.... Adoption - St Leonards South Section 7.11 Plan Review.......... 90

15.5.... Planning Proposal 47 - Heritage Amendment - 3 Austin Crescent............................................................................................................................. 94

15.6.... Post Exhibition - Road Naming Proposal....................................... 111

16 Open Space and infrastructure Division Reports

16.1.... Response to Notice of Motion - Enhancing infrastructure for dogs in Lane Cove - Update................................................................... 116

16.2.... Tender for the Provision of Tree Pruning and Removal and Stump Grinding Services....................................................................... 124

16.3.... Tender for St Vincents Road new Shared User Path Construction and Road Upgrade..................................................... 131

16.4.... Tender for Provision of Minor Civil Works and Associated Services........................................................................................................ 138

17 Questions With Notice

Nil

18 Officer Reports for Information

18.1.... Legal Services Panel - Notice of Change of Wilshire Webb Staution Beattie Practice.................................................................... 146

18.2.... Council Snapshot December 2025 and January 2026................. 148

19 cLOSED COMMITTEE

Nil

Ordinary Council Meeting 19 February 2026

Establishment of a Service Review Framework

Item No: 12.1

Subject: Establishment of a Service Review Framework

Record No: SU3448 - 2910/26

Division: Office of the General Manager

Author(s): Louise Kerr

Purpose

The purpose of the report is to inform Council of the establishment of Service Review Framework.

Executive Summary

· Lane Cove Council provides a wide range of services to meet identified community needs or for legislative reasons. These services are delivered both internally and externally.

· Since 2024, all NSW Councils have been required to undertake systemic reviews of their services under the Office of Local Government Integrated Planning and Reporting (IP&R) Guidelines, with an adopted service review program being incorporated into the 4-year Delivery Plan and annual Operational Plan.

· A service review is an internal process that considers cost, quality, efficiency and effectiveness of a Council service. It assesses whether the quality and current levels of service remain appropriate, and through the process, Council works with stakeholders to develop agreed priorities and expected levels of service to ensure that resources are directed to where they are needed most.

· A Service Review Framework has been developed to guide the service review process at Lane Cove Council to provide a standardised approach for how service reviews will be conducted, reported and evaluated.

· The framework is integral to our commitment to ongoing improvement in service delivery.

· A proposed Service Review Program will be included in the draft Delivery Program 2025/26- 2028/29 and 2026/27 Operational Plan.

RECOMMENDATION

That Council:

1. receive and note the Lane Cove Council Service Review Framework.

2. note the commencement of an annual service review program from 1 July 2026.

Background

Local councils provide a wide range of services to meet identified community needs or for legislative reasons. Council has also committed to an ongoing improvement in the delivery of the services it provides.

Section 4.3 of the Office of Local Government Integrated Planning and Reporting Guidelines for Local Government (2021) (IP&R Guidelines) stipulate that all Councils must undertake a systemic review of services as part of their commitment to continuous improvement.

Specifically, the IP&R Guidelines state:

1. To encourage continuous improvement across the council’s operations, the Delivery Program must identify areas of service that the council will review during its term, and how the council will engage with the community and other stakeholders to determine service level expectations and appropriate measures.

2. With respect to service reviews identified in the Delivery Program, the Operational Plan must specify each review to be undertaken in that year.

3. The Annual Report must include information about how the council has progressed delivery of the service reviews it has committed to undertake in that year; the results of those reviews and any changes made to levels of service in the areas under the review.

The Service Review Framework has been designed to guide Lane Cove Council in implementing Service Reviews in alignment with the IP&R Guidelines and to ensure a consistent process of review is understood and followed by all stakeholders.

Discussion

What is a Service

A service is an end-to-end process (or group of processes) that delivers a specific outcome to an internal or external customer. Some services are comprised of multiple activities that work together to deliver the outcome.

What is a Service Review

A service review is an internal process that considers cost, quality, efficiency and effectiveness of a service. It assesses the ongoing need for the service and determines whether the current mode of delivery is appropriate. Using insights based on data and feedback, Council can then make informed decisions about the services it delivers.

Benefits of a service review

Service reviews embed a culture of continuous improvement by building the capacity of staff to think critically and creatively about current and future community needs through a balanced, transparent, collaborative and evidence-based approach.

Lane Cove Service Review Framework

The objectives of the Service Review Framework include:

· assessment of a service’s performance including efficiency and effectiveness in delivering current service levels in meeting community expectations

· maximising opportunities for innovation, collaboration and transformation to improve service delivery and community outcomes

· building staff capacity to deliver high quality and cost-efficient services to the community

· ensuring ongoing alignment of services with community needs, expectations and the role of local government

· ensuring value for money and the financial sustainability of services now and in the future

· consideration of ESD outcomes.

The delivery and timing of the service review program will align with the Integrated Planning and Reporting cycle and a 4-year rolling service review program will be established and included in the Delivery Plan. It is anticipated that two service reviews will be undertaken each financial year, and the annual Operational Plan will set out the reviews to be conducted.

Indicative annual timeline for the service review program

A diagram of a service framework

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If there are significant changes proposed to a service following a service review (such as a service reduction or service cost increase outside of the annual budget) the recommendations will be presented to Council for approval to exhibit with the draft Operational Plan in April each year. Any approved changes to the service would then take effect from 1 July with the commencement of the new Operational Plan and Budget.

Service review methodology

The focus of an individual service review will be the consideration and assessment of the following matters:

· where are we now – analysis of current operations, direction, service levels and costs

· what are the views of stakeholders- analysis of feedback from stakeholders, including councillors, staff, customers and the community

· where do we need to be – analysis of the drivers for changes to service operations and service levels, including community expectation

· where are the gaps – identify the gap between current and proposed operations, service levels and investigate options for closing the gap

· what are the affordable service levels?

· what are the identifiable performance measures?

Roles and responsibilities

Service reviews will use the following governance structure to ensure a level of independence and critical thinking is applied when reviewing Council services.

Area	Responsibilities
Elected council	· Endorse Council’s Delivery program and Operational Plan including service reviews to be undertaken in specific years · Approval of recommendations that involve a reduction in service or additional costs outside of existing budget
Audit Risk Improvement Committee (ARIC)	· Advisory role · Review progress of Service Review Program · Monitor improvement initiatives, programs, projects and processes
Executive Leadership Team (ELT)	· Endorse the Service Review Framework · Develop a schedule and program · Define scope for each review · Endorse individual service review summaries and findings · Review and approve the service review report (where no council decision required)
Business Improvement Officer	· Coordinate the service review program and internal reviews · Collaborate with service unit staff, service unit stakeholders and other councils to gather relevant data including benchmarking · Generate insights and problem statements · Report on implementation progress
Manager/Director	· Provide ownership of the relevant service review · Present service review findings to ARIC and ELT · Implement recommendations within agreed timeframes

Service Review process

In accordance with the IP&R Guidelines, the prioritisation of reviews will be undertaken in conjunction with the development of each new Delivery Program and Operational Plan.

Prioritisation of services to be reviews under the Framework will generally be based on a range of factors including:

· Community satisfaction levels

· Expenditure/cost

· Service utilisation

· Changing/emerging needs

· Legislative requirements

· Staff resourcing

· Service gaps

· Risks

Monitoring and evaluation

In March each year, the ELT and ARIC will receive a Service Review report for each review conducted in the financial year. The report will include an Implementation Plan outlining key findings and recommendations. The ongoing monitoring of the implementation plan will occur through Council’s corporate reporting system which is reported to council on a quarterly basis.

As required by the IP&R Guidelines, Council will report how it has progressed on the delivery of service reviews it has committed to within the Annual Report, including the results of these reviews and any changes made to levels of service in the areas under review.

Community Consultation

Consultation forms an integral part of each Service Review as identified in the framework.

No community consultation is required prior to the implementation of the Service Review Framework.

Timing

A proposed Service Review Program will be included in the draft Delivery Program 2025/26- 2028/29 and 2026/27 Operational Plan and reported to Council in April 2026 for consideration.

Financial Considerations

The implementation of a Service Review Program will pose no financial impact on Council. The costs associated with conducting each Service Review will be funded from annually approved operational budgets. If there are significant changes proposed to a service following the completion of a service review (such as a service reduction or service cost increase outside of the annual budget) the recommendations will be presented to Council for approval.

Governance and Risk Considerations

The development of a Service Review Framework and implementation of an annual Service Review Program will ensure that Council satisfies the requirements of the Office of Local Government’s IP&R Guidelines.

Environmental Considerations

The implementation of an annual Service Review Program will result in beneficial environmental outcomes for Council.

Social Considerations

The implementation of an annual Service Review Program will have a positive social outcome for the community.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

6 Our Council - A Leading Council that Engages its Community to Deliver Effective, Efficient and Sustainable Services

6.1 Governance

6.2 Best Value

6.3 Quality Service

6.1.1 Ongoing identification of initiatives to enhance transparency of Council decision-making and performance

6.1.2 To provide assistance to Councillors and support the organisation to operate within its legal framework

6.2.2 Conduct fundamental reviews of programs, implementing savings that have minimal impact on the community

6.2.3 Foster a strong organisational culture which strives for best practice in all operations

6.2.4 Ongoing integration of sustainability and climate change initiatives into Council’s business and operations.

6.2.5 Identify continuous improvements to Council’s governance structure, processes and systems

6.3.1 Incorporate customer service standards into procedures and performance management systems and assess regularly to ensure the aspirations of the community are delivered

6.3.2 Make it surprisingly simple to do business with Council

Louise Kerr

General Manager

Office of the General Manager

ATTACHMENTS:

AT‑1 View

Draft Service Review Framework

Available Electronically

Ordinary Council Meeting 19 February 2026

Establishment of a Legal Counsel Position

Item No: 12.2

Subject: Establishment of a Legal Counsel Position

Record No: SU10015 - 8365/26

Division: Office of the General Manager

Author(s): Louise Kerr

Purpose

To report back to Council on investigations related to the employment of an in-house legal counsel and to seek a Council decision.

Executive Summary

· A report on the Legal Services Tender was considered at the November 2025 Council Meeting, wherein Council amongst other matters resolved that the General Manager investigate the employment of an in-house legal counsel and to report back to the February 2026 Council meeting.

· Local councils operate in an increasingly complex legal and regulatory environment, with increased public scrutiny, changing legislative environment, and increased risks, including legal.

· The employment of in-house legal professionals by local councils is increasingly growing, with many small and large metropolitan Sydney councils now employing one or more legal professionals.

· The investigation of the employment of an in-house legal counsel has found that the establishment of a permanent legal counsel position will enable the provision of timely, consistent, and strategic legal advice across Council operations, supporting compliance, efficiency, and sound governance.

· While external legal services will continue to be required for specialist or high-risk matters, an internal legal capability is expected to strengthen governance, manage legal risk, improve decision making, and reduce reliance on external legal services.

· Accordingly, this report recommends the establishment of an in-house Legal Counsel position within the organisation structure.

RECOMMENDATION

That Council:

1. allocates funding for the establishment of a Legal Counsel position in the current 2025/26 budget and forward budgets, and in doing so notes there will be a reduction in the Legal Services Budget to off-set the additional salary costs.

2. notes that the position of Legal Counsel will report to the General Manager in the organisation structure.

Background

A report on the Tender for the provision of legal services was considered at the November 2025 Council meeting. The tender for the provision of legal services was seeking legal providers for the following categories:

Category 1 -Commercial and Property

· Routine / standard property advice and transactions

(including conveyancing for purchase / sale, preparation of lease and licence, drafting of easements etc.)

· Complex property advice and transactions

· Statutory land acquisition processes

· Crown Land

· Commercial and contractual matters

Category 2 – Planning and Environmental

· Planning and Assessment law

· Voluntary Planning Agreements

· Environmental law

· Heritage law

Category 3 – Regulatory and Administrative

· Administrative and Governance

· Employment and Industrial Relations

· Work Health and Safety

· Local Government Law

· Enforcement and Regulation

Category 4 - inhouse legal

· Mandatory 3 hours per week onsite block time

· General advice in relation to Categories 1, 2 and 3

Council resolved to accept tenders for the provision of legal services for category 1, 2 and 3, but did not accept any tenders for the provision of category 4 services.

Council, in resolving this way, noted that neighbouring councils have engaged in-house legal counsel to provide legal advice, to review and negotiate contracts and to provide a range of services, in addition to undertaking other operational roles, and requested the General Manager to investigate the employment of an in-house legal counsel.

Discussion

Investigations related to the employment of an in-house legal counsel has found that an internal legal capability will enable the provision of timely, consistent, and strategic legal advice across Council operations, supporting compliance, efficiency, and sound governance.

There are many benefits from the employment of in-house legal counsel, that extend beyond those of Council’s past practice of engaging an external legal firm to provide ‘inhouse support’.

Some of the benefits include:

Strengthening governance and compliance

An in-house legal counsel would:

o provide early legal input into policy development, preparation of reports and recommendations to Council, contracts and other council decisions

o provide support to the elected council during Council meetings

o provide independent and professional legal advice to the General Manager and Councillors (through the General Manager)

o provide advice on governance matters such as meeting procedures, conflicts of interest and disclosure obligations, and decision-making risks which supports informed decision-making

o reduce reliance on late or last-minute external advice during council meetings

o identify legal risks early

o ensure council actions align with legislative requirements

o support Councillors and staff to understand legal risks and obligations

o reduce exposure to maladministration, procedural errors and legal challenge.

Cost efficiency

Whilst the establishment of a new position with the organisation structure results in additional salary and on-costs, the employment of an in-house legal counsel is expected to:

o reduce expenditure on routine external legal advice, which in the past has not been coordinated in a centralised manner

o enable more efficient briefing and management of external solicitors when required

o minimise overall legal costs by improved control over legal budgets.

The salary costs will be offset by an equivalent reduction in the Legal Services budget, which at present includes expenditure associated with the external legal ‘inhouse support’.

Improved delivery of services and projects

An internal legal counsel will have a strong understanding of council’s operations, priorities and risk profile, and will work collaboratively with senior staff and staff across the organisation, which ultimately supports efficient and compliant service delivery.

The employment of in-house legal professionals in local councils is increasingly growing, with many small and large metropolitan Sydney councils now employing one or more legal professionals, including North Sydney, Willoughby, Ku-ring-gai, Ryde, Strathfield, Inner West, Northern Beaches, Parramatta, City of Sydney and Blacktown.

Community Consultation

The decision to employ an in-house legal counsel does not require community consultation.

Timing

There are no timing impediments to the recommendations of the report.

If an in-house legal counsel position is established, the next step would be to prepare a position description and commence the recruitment process to fill the position. It is expected that the position would be filled by 1 July 2026.

Financial Considerations

A desktop review of salaries offered to legal professional positions employed in metropolitan Sydney and regional NSW councils indicates that salaries can range from $135,000 per annum to $300,000 per annum. The salary range is variable and is dependent on the size and scale of the council and relevant skills and experience being sought.

It is expected that the costs associated with the employment of an in-house legal counsel given the size and scale of Lane Cove Council will be somewhere in order of $220,000 to $230,000.

The salary costs will be offset by a reduction in expenditure of the existing external legal services budget, noting that costs associated with the external ‘inhouse support’ in 2024/25 were approximately $200,000. There are also expected to be other savings which will arise from a reduced reliance on external services and a resultant reduction in costs.

Governance and Risk Considerations

The employment of an in-house legal counsel will strengthen governance, manage legal risk, improve decision making and in the longer term is expected to reduce reliance on external legal services and overall reduce costs.

Environmental Considerations

The subject of this report has no environmental implications for Council.

Social Considerations

The subject of this report has no social implications for Council.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

6 Our Council - A Leading Council that Engages its Community to Deliver Effective, Efficient and Sustainable Services

6.1 Governance

6.2 Best Value

6.1.1 Ongoing identification of initiatives to enhance transparency of Council decision-making and performance

6.1.2 To provide assistance to Councillors and support the organisation to operate within its legal framework

6.2.5 Identify continuous improvements to Council’s governance structure, processes and systems

Louise Kerr

General Manager

Office of the General Manager

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 19 February 2026

Governance Health Check

Item No: 12.3

Subject: Governance Health Check

Record No: SU3448 - 8721/26

Division: Office of the General Manager

Author(s): Louise Kerr

Purpose

The purpose of this report is to seek Council endorsement to commence a Governance Health Check to ensure the organisation’s governance frameworks remain contemporary, effective, transparent, and aligned with legislative requirements and sector best practice.

Executive Summary

· Lane Cove Council is committed to ensuring its governance structures, decision making processes, and operational practices effectively support its strategic objectives.

· Our Community Strategic Plan, Liveable Lane Cove 2035, establishes a long-term commitment to high standards of integrity, ethical governance, accountability and transparency across the organisation.

· Strong corporate governance underpins sound decision-making, effective risk management, public accountability and community trust.

· While Council has established governance policies, delegations and oversight mechanisms, periodic independent reviews of these systems represent best practice and ensures continued alignment with evolving regulatory requirements, operational demands and community expectations.

· The recent appointment of a new General Manager also presents a timely opportunity to undertake an independent Governance Health Check of the organisation.

· This report recommends the commencement of a Governance Health Check to:

o assess the effectiveness of current governance structures and processes

o identify opportunities to strengthen transparency, accountability and organisational performance

o benchmark Council’s practices against recognised best practice governance standards

o provide clear, practical recommendations for improvement, where required.

RECOMMENDATION

That Council:

1. approve the commencement of an organisational Governance Health Check to:

(a) assess the effectiveness of governance structures and processes.

(b) identify opportunities to strengthen transparency, accountability and organisational performance.

(d) provide clear, practical recommendations for improvement, where required.

2. authorise the General Manager to engage an appropriately qualified independent consultant to undertake the review Governance Health Check and to facilitate the provision of information and services deemed necessary to support the role of the consultant.

3. receive a report back to Council outlining findings, recommendations, and an implementation plan, where required.

Discussion

Good governance in the NSW local government context ensures councils operate with integrity, accountability, and transparency, and adhere to legislation. Key elements include ethical decision-making, sound financial management, community engagement, and clear roles for councillors and staff. It focuses on improving public confidence and service delivery.

The NSW Audit Office define good governance as “those high-level processes and behaviours that ensure an organisation performs by achieving its intended purpose, and conforms by complying with all relevant laws, codes and directions while meeting community expectations of probity, accountability and transparency”.

Ensuring good governance within an organisation is important for many reasons, including:

Reputation

Good governance strengthens an organisation’s reputation by demonstrating integrity, transparency, and ethical leadership.

Accountability to stakeholders builds confidence

Good governance ensures that leadership is accountable to stakeholders and the community.

Increased success

An organisation with strong governance structures tends to perform better over time.

Reduces risk of fraud, corruption and weak practices

Strong governance frameworks reduce the risk of fraud, corruption, and unethical behaviour.

Creates a good organisational culture

Governance sets the “tone at the top.” When leaders model ethical behaviour and accountability, these values filter throughout the organisation.

Lane Cove Council has established governance policies, delegations and oversight mechanisms in place, however periodic independent reviews of existing governance frameworks represent best practice, and ensures continued alignment with evolving regulatory requirements, operational demands and community expectations.

The recent appointment of a new General Manager also presents a timely opportunity to undertake an independent Governance Health Check of the organisation.

The proposed Governance Health Check will:

· assess the effectiveness of governance structures and processes

· identify opportunities to strengthen transparency, accountability and organisational performance

· benchmark Council’s practices against recognised best practice governance standards

· provide clear, practical recommendations for improvement, where required.

The review will focus on four (4) themes: general governance; financial governance; compliance; and major projects.

Whilst the external independent consultant engaged to conduct the review will refine the scope of the review in consultation with the General Manager, it is expected that the review will be phased to include the review of existing documentation, policies, procedures and strategic plans; consultation with Councillors, senior and any other relevant staff, and members of ARIC; preparation of a report evaluating Council’s performance across the four themes; and preparation of a report and recommendations for improvement, if required.

It is proposed that the Audit Risk Improvement Committee (ARIC) will play a key role in the review.

Community Consultation

No community consultation is required however the consultant who will undertake the review will consult with Councillors, senior staff and any other relevant staff member, and ARIC members in conducting the review.

Timing

Subject to Council approval, procurement of the consultant who will undertake the review will commence immediately. The Governance Health Check is expected to take approximately three to four months to complete with a final report, including recommendations (if required) to be reported to ARIC and Council.

Financial Considerations

The costs associated with the Governance Health Check are not included in the current 2025/25 budget. It is proposed that the project be funded through savings in the current year’s budget. Costs are expected to be under $50,000.

Governance and Risk Considerations

Undertaking the Governance Health Check will strengthen public confidence in Council governance and reduce possible future governance and reputational risk. The review will enhance strategic oversight and support compliance with legislative and regulatory requirements.

Environmental Considerations

The subject of this report has no environmental implications for Council.

Social Considerations

The subject of this report has no social implications for Council.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

6 Our Council - A Leading Council that Engages its Community to Deliver Effective, Efficient and Sustainable Services

6.1 Governance

6.1.1 Ongoing identification of initiatives to enhance transparency of Council decision-making and performance

6.1.2 To provide assistance to Councillors and support the organisation to operate within its legal framework

Louise Kerr

General Manager

Office of the General Manager

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 19 February 2026

Delivery Program and Operational Plan - 2025/26 Second Quarter Review

Item No: 13.1

Subject: Delivery Program and Operational Plan - 2025/26 Second Quarter Review

Record No: SU238 - 3419/26

Division: Corporate Services and Strategy Division

Author(s): Stephen Golding

Purpose

The purpose of this report is to present to Council the 2025/26 Second Quarter Review of the Delivery Program and Operational Plan

Executive Summary

· This report outlines the 2025/26 Second Quarter progress towards achieving the projects and activities listed in the adopted 2025/26 Delivery Program and Operational Plan.

· Council is progressing well on its Delivery Program and Operational Plan actions.

· A few highlights for the quarter are:

§ Food Organics rollout has commenced

§ Council received a grant in excess of $1.2m from the Federal Government for the electrification of the Lane Cove Aquatic Centre

§ Over 17,000 attendees at the Rotary Fair; over 2,500 attendees at Food & Wine Festival and over 5,000 attendees at Christmas celebrations

§ 124 volunteers logged 403.5 hours, potting 3,357 plants and propagating 42 trays

§ The NSW Audit Office issued an unqualified opinion on Council’s financial statements.

RECOMMENDATION

That Council note the Second Quarter Review of the 2025/26 Delivery Program and Operational Plan.

Background

The Lane Cove Council Delivery Program and Operational Plan 25/26 were adopted by Council on 19 June 2025. The Delivery Program is 2025/26-2028/29 and the Operational Plan is for the period of 1 July 2025 to 30 June 2026.

The Quarterly Report on Service Performance discloses the progress of key services in the delivery of projects and against performance measures.

Discussion

Council’s 2025/26 Delivery Program and Operational Plan outline the strategies, actions and new initiatives proposed to be undertaken during the period 1 July 2025 to 30 June 2026 to advance the goals and objectives of the Community Strategic Plan: Liveable Lane Cove: 2035.

The Second Quarter Review of the 2025/26 Operational Plan for the period 01 October 2025 to 31 December 2025 is attached at AT-1.

The report focuses on operational projects, capital projects, performance measures and key achievements. It also identifies responsible work areas and includes a short progress report and action status.

Council is progressing well against its actions in the Delivery Program and Operational Plan.

Some highlights for the Second Quarter include:

· Council endorsed the LEP Review and this has been submitted to the Department of Planning, Housing and Infrastructure,

· The Food Organics rollout has commenced. A number of information sessions were held for the community and separate sessions were held for the internal staff prior to the Christmas break,

· Kindy Cove was refreshed with new flooring and painting, improving presentation and day-to-day amenity for children, families and staff,

· Christmas celebrations including Bluey’s annual visit, the tree lighting ceremony, carols and performances by local bands, orchestras and school groups, children’s activities and village activations, attracting 5,000+ people and supporting local businesses.

· International Day of People with Disability was celebrated by delivered accessible activities including Cinema Club screenings and an Aquatic Centre access tour, promoting inclusion and participation for people with disability,

· The Lane Cove Literary Awards were presented in November, celebrating local writers with 100+ attendees and sponsorship support from local businesses,

· Libraries hosted six HSC Study Nights, supporting 210+ students with quiet study space, wellbeing supports, therapy dogs and study resources,

· Synergy Youth Centre held an Open Day to showcase programs, with strong participation from young people, local services and all-abilities partners,

· A new roof was installed at the Greenwich Senior Citizens Centre, improving weather protection and extending the life of the facility for ongoing community use,

· Council supported the UN 16 Days of Activism against Gender-Based Violence through hosting a Share the Dignity campaign to donate essential items for women in need, a public minute of silence in the Plaza, information stalls, and an author talk at Lane Cove Library featuring Dr Martine Zanggera who shared her lived experience,

· Rotary Fair & Food and Wine by the River – two major events were successfully delivered: the Rotary Fair attracted 17,000+ people, and Food and Wine by the River attracted 2,500+ attendees, featuring Mudgee wine producers plus a dog show and dog education activities,

· Mental Health Month & Reconnect – Council acknowledged Mental Health Month through the Reconnect program, offering workshops and social activities to help older people and community members connect, build confidence, and learn new skills,

· A new veranda roof and restoration and repainting of the fencing and gates at Carisbrook House, was delivered with Heritage Grant matched funding,

· Council received a grant in excess of $1.2m from the Federal Government for the electrification of the pool and $15,000 for Australia Day Celebrations,

· A total of 7,602 native plants were allocated for the Galuwa Recreation Centre revegetation project,

· A total of 124 nursery volunteers contributed 403.5 hours, resulting in the potting up of 3,357 new plants and the propagation of 42 trays of native seed and cutting material,

· The Harbourcare program recorded 10 clean-up events, with 30 volunteers participating and a total of 201.5 kg of rubbish removed, and

· The Audit Office of NSW finalised their external audit of Council’s financial accounts, issuing an unqualified audit opinion.

Timing

This Quarterly Operational Plan Review meets the requirements of the Local Government Act 1993 and Local Government (General) Regulation 2021 (section 203), namely that Council reports at least every 6 months on the principal activities of its Operational Plan.

Financial Considerations

The recommendations of this report pose no financial impact on Council.

Governance and Risk Considerations

The Quarterly Review meets the statutory reporting requirements for progress at the end of the quarter i.e. implementation of the Operational Plan. It is provided to enable informed decision making while also ensuring transparency on Council’s governance.

Environmental Considerations

The Quarterly Review provides progress on implementing the Operational Plan which includes a range of projects to protect and enhance our natural environment.

SOCIAL considerations

The report discloses progress on implementing the Operational Plan. This includes the continued delivery of services and capital works that support our community and economy. These initiatives will have a positive social and economic impact on the community.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

6 Our Council - A Leading Council that Engages its Community to Deliver Effective, Efficient and Sustainable Services

6.1 Governance

6.1.1 Ongoing identification of initiatives to enhance transparency of Council decision-making and performance

6.1.2 To provide assistance to Councillors and support the organisation to operate within its legal framework

Steven Kludass

Director - Corporate Services and Strategy

Corporate Services and Strategy Division

ATTACHMENTS:

AT‑1 View

Delivery Program and Operational Plan - 2nd Quarterly Review - 2025-2026

240 Pages

Available Electronically

Ordinary Council Meeting 19 February 2026

Quarterly Budget Review - December 2025

Item No: 13.2

Subject: Quarterly Budget Review - December 2025

Record No: SU10719 - 6796/26

Division: Corporate Services and Strategy Division

Author(s): Don Johnston

Purpose

The purpose of this report is to present to Council the 2025/26 Budget Quarterly Budget Review Statements as at 31 December 2025.

Executive Summary

· The operating result (before capital grants and contributions) has improved by $891K to a surplus for the year of $314K, primarily due to windfall income from restorations, construction zones and crane permits together with improved interest on investments.

· Capital expenditure is forecast to increase by $1.6 million to $55.9 million due mainly to adding funding to match the approved grant for the Towards Zero Safer Roads Program and capital works forming part of restoration works.

· Capital grants and contributions is forecast to reduce by $12.6 million, primarily due to re-forecasting the receipt of developer contributions.

· A net reduction in transfers to and from reserves of $13.4 million is forecast, primarily due to the forecast reduction in developer contribution income.

· Taking transfers to and from reserves into account, the program budget result for the quarter is a small $4K surplus.

RECOMMENDATION

That Council:

1. note the Quarterly Budget Review Statements for the period ended 31 December 2025.

2. approve the changes forecast in the Budget Review Statements, including:

a) a reduction in the forecast surplus from continuing operations, including capital grants and contributions, of $11.7 million to $22 million

b) an increase in capital expenditure of $1.6 million to $55.9 million

c) a net reduction in transfers to and from Reserves of $13.4 million

Background

Council is required to prepare a Budget Review Statement each quarter in accordance with Clause 203 of the Local Government (General) Regulation 2021. The purpose of these reviews is to ensure that the impacts of financial variations are reflected in the forecast of Council’s financial position to 30 June 2026, and that it remains satisfactory.

Discussion

The Quarterly Budget Review Statements provide an overview of Council’s performance against its annual budget for the quarter ended 31 December 2025. Explanations of the material variations giving rise to the budget variations recommended to Council for approval are also provided.

Income Statement

The operating result, including capital grants and contributions, is forecast to reduce by $11.6 million to $22.2 million. Income is forecast to decrease by $9.5 million while expenses are forecast to increase by $2 million. The operating result, excluding capital grants and contributions, is forecast to improve by $891K to $314K. The movements are summarised in the table below in the ‘Recommended Changes’ column.

$’000	PREVIOUS YEAR Actual	2025/26 ORIGINAL Budget	2025/26 APPROVED Changes	2025/26 REVISED Budget	Recommended Changes	2025/26 PROJECTED Result	2025/26 YTD Actual	% of Projected
Income	97,804	102,151	3,370	105,521	(9,538)	95,983	61,314	64%
Expenses	68,979	70,453	1,315	71,768	2,180	73,949	34,177	46%
Surplus / (Deficit)	28,825	31,697	2,055	33,752	(11,719)	22,164	27,137	122%
Surplus / (Deficit) before Capital grants	6,904	(661)	84	(577)	891	314	23,569

Income Analysis

Recommended Change $’000	Material changes – Favourable / (Unfavourable)
100	Rates and Annual Charges · Rates levied year to date exceed current forecasts o Residential Rates $76K o Business Rates $24K
2,362	User Charges and Fees · Income exceeding current forecasts or new to the budget o Restoration charges $1.8 million relating to Air Trunk restoration (offset by $1.4 million in expenditure – net $400K improvement to the budget) o Construction activity continues to drive additional income from construction zones; crane permits and hoardings $470K
(168)	Other Revenue · Income new to the budget o Further legal cost recovery relating to 40A Cope Street $145K o Reimbursement of agreed cost of works by Little Street BMC $39K (noting works were completed last financial year) · Income not meeting budget forecasts o Due to the cessation of ticketless infringements to satisfy NSW Government requirements, parking fines will not achieve the budget forecast and may need further reduction ($400K)
343	Grants and contributions – operating · New grants and contributions received o Worker retention payments grant funding $160K o Australia Day $15K o Go FOGO $98K · Grant income moved from capital budget o Grant funding for the construction of Ventemans Reach boardwalk has been consolidated with the decontamination works grant in the operating budget following approval from Crown Lands $269K · Contributions not meeting budget forecast o Arising from the re-forecasting of receiving developer contributions (see comments below), the associated administration fees will decrease ($227K)
(12,610)	Grants and contributions – capital · New and additional grants and contributions received o New grant funding has been received for River Road shared path design and Dorrit St raised pedestrian crossing while additional funding has been approved for the Toward Zero Road Safety program $363K o Grant funding of $1.14 million has been approved for the Aquatic Centre electrification to be spent over two financial years on a dollar-for-dollar basis. It is anticipated that $227K of this grant will be recognised in 2025/26 · Grant income moved from the capital budget o Grant funding for the construction of Ventemans Reach boardwalk has been consolidated with the decontamination works grant in the operating budget following approval from Crown Lands ($269K) · Developer contributions less than current forecast o The original budget forecast of developer contributions related to four developments in each of the LGA Wide and St Leonards South Plans. Two of these were paid in 2024/25 after the budget was prepared and four have been pushed out to 2026/27. A further contribution, originally anticipated for 2024/25, is now forecast to be received this year. In total, contributions are now forecast to be less than originally budgeted ($12.9 million)
315	Interest and investment income · Higher returns and larger portfolio
119	Other income · New and additional income o Appointment of SSMG as operator of Galuwa has resulted in additional rental income, net of reduced golf course rent $140K o Civic Risk Mutual surplus distribution $129K · Income reductions o Changes in tenancies, opening delay, rent reductions and refund of overpaid rent have all contributed to a reduction in rent income ($139K)
(9,538)	Total income variance in the quarterly review

Expense Analysis

Recommended Change $’000	Material changes – Favourable / (Unfavourable)
(3)	Employee benefits and on-costs · Additional budget provisions and budget transfers o Budget for worker retention payments at Kindy Cove ($160K) o Budget for short-term secondment to assist with Galuwa ($62K) o Budget transfers to temp staff to cover short-term vacancies $218
(1,740)	Materials & Services · Additional and unforeseen expenditure requirements o Air Trunk restoration maintenance works ($477K) o Ventemans Reach budget transferred from capital budget ($269K) o Tree contract works ($245K) o Transfer from employee benefits budgets to temp staff to cover short-term vacancies ($218K) o Expenditure associated with additional grant or other income ($169K) o Additional budget required to complete Little Street / Pottery Lane pedestrian crossing lighting upgrades, partly offset by reduction in capital expenditure ($145K) o Retrospective electricity expense following meter clarification at St Leonards car park together with increased consumption, partly due to EV charging ($119K) o IT costs associated with complex security upgrades currently underway ($87K) o Legal costs ($70K) o Burns Bay Reserve Masterplan ($40K) · Expenditure savings o Infringement processing savings have arisen from a reduction in the number of fines issued due to cessation of ticketless fines $133K
13	Other expenses · Minor net reduction in expenditure
(450)	Net Loss from disposal of assets · Sale of Morrice Street drainage reserve not proceeding ($450K)
(2,180)	Total operating expenditure variance in the quarterly review

Further details of all proposed variations are included in the Quarterly Budget Review Statements in Attachment 1.

Capital Budget Statement

Capital expenditure is forecast to increase by $1.6 million to $55.9 million

$’000	PREVIOUS YEAR Actual	2025/26 ORIGINAL Budget	2025/26 APPROVED Changes	2025/26 REVISED Budget	Recommended Changes	2025/26 PROJECTED Budget	2025/26 YTD Actual	% of Projected
New works	54,985	42,175	1,776	43,951	910	44,861	14,066	31%
Renewals	17,120	7,839	2,458	10,297	726	11,023	1,705	15%
Total	72,105	50,014	4,234	54,248	1,636	55,885	15,771	122%

Proposed variations to the capital budget are also included in Attachment 1 and include:

· Air Trunk restoration capital works ($925K)

· Towards Zero Safer Roads program matching funding ($770K)

· River Road shared path matching funding ($184K)

· Dorrit Street raised pedestrian crossing ($130K)

· Reinstatement of Playgrounds capital budget to facilitate renewal of both Majorie York and Charlish Park playgrounds as envisaged in the original budget ($150K)

· Consolidation of, and reduction in, Aquatic Centre budgets to align with revised forecast expenditure in 2025/26 $237K

· Transfer of Ventemans Reach capital budget to decontamination operating budget $269K

Transfers to and from Reserves

The table below summarises the Reserve movements proposed in the review.

Operating Budget	$’000
*Transfers to Reserves:*
S7.11 Reserves – reduced transfer due to re-forecasting developer contribution receipts	(12,856)
Land Sales Proceeds Reserve – removal of transfer due to Morrice Street drainage reserve sale not proceeding	(450)
*Transfers from Reserves:*
Land Sales Proceeds Reserve – removal of transfer from reserve which was funding the demolition of 347A Burns Bay Road and 14 Gay Street, now being funded from general revenue	250
Sustainability Levy Reserve – funding for additional expenditure required for the Reducing Urban Heat in Lane Cove West project	(14)
Net Operating Budget transfers to/(from) Reserves	(13,070)
Capital Budget
*Transfers from Reserves:*
S7.11 (LGA Wide) Reserve – matching funding for Towards Zero Safer Roads program	(701)
Aquatic Centre Reserve – reduced transfer from Reserve due to revised forecast of 2025/26 expenditure	518
Carryover Works Reserve – to partially match Aquatic Centre electrification works grant	(54)
Market Square Capital Replacement Reserve – funding for temporary AC during AC replacement	(27)
Other transfers from Reserve	(25)
Net Capital Budget transfers from Reserves	(289)
Net Total transfers to/(from) Reserves	($13,359)

Timing

The Quarterly Budget Review Statements are required to be reported to Council within two months of the end of each quarter, except the fourth quarter. Following the report to Council the report and a data return are to be sent to the Office of Local Government which, for the December quarter, are due on 28 February.

Financial Considerations

The operating result (before capital grants and contributions) has improved by $891K to a surplus for the year of $314K, primarily due to windfall income from restorations, construction zones and crane permits together with improved interest on investments.

Capital expenditure is forecast to increase by $1.6 million to $55.9 million due mainly to adding funding to match the approved grant for the Towards Zero Safer Roads Program and capital works forming part of restoration works.

Capital grants and contributions reducing by $12.6 million, primarily due to re-forecasting the receipt of developer contributions.

A net reduction in transfers to and from reserves of $13.4 million due mainly to the forecast reduction in developer contribution income.

Taking transfers to and from reserves into account, the program budget result for the quarter is a small $4K surplus.

Governance and Risk Considerations

The attached Quarterly Budget Review Statements meet a statutory reporting obligation, summarising Council’s financial performance at the end of the quarter. It is provided to enable informed decision-making while also ensuring transparency on Council’s governance.

Environmental Considerations

The recommendations in this report maintain environmental outcomes by providing funding for the delivery of relevant services and projects identified in Council’s Operational Plan.

Social Considerations

The recommendations in this report maintain social outcomes for the community by providing funding for the delivery of relevant services identified in Council’s Operational Plan.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

6 Our Council - A Leading Council that Engages its Community to Deliver Effective, Efficient and Sustainable Services

6.2 Best Value

6.2.1 Ensure long term financial sustainability through effective short and long term financial management

Steven Kludass

Director - Corporate Services and Strategy

Corporate Services and Strategy Division

ATTACHMENTS:

AT‑1 View

Quarterly Budget Review Statements - December 2025

Available Electronically

Ordinary Council Meeting 19 February 2026

Draft Public Forum Guidelines

Item No: 13.3

Subject: Draft Public Forum Guidelines

Record No: SU837 - 6220/26

Division: Corporate Services and Strategy Division

Author(s): Stephen Golding

Purpose

The purpose of this report is to seek adoption of Draft Public Forum Guidelines that will provide a clear and consistent framework for how monthly Public Forums are conducted.

Executive Summary

· The Office of Local Government (OLG) has issued Model Public Forum Rules which serve as best practice guidelines for NSW Councils.

· The Draft Public Forum Guidelines (AT-1) are based on the NSW OLG Model Public Forum Rules and have been tailored to reflect our community’s expectations and established public forum practices, providing an effective platform for community members to address Council on matters that will be considered at a Council meeting.

· It is also proposed to update the recently adopted Code of Meeting Practice, Section 4, Public Forums, to reflect the Public Forum Guidelines and to amend the Council meeting commencement time to 7:00 pm (from March 2026), with Public Forums to be held at 7.00pm on the Monday prior to the Council Meeting.

RECOMMENDATION

That Council:

1. adopt the Draft Public Forum Guidelines (AT-1).

2. note the Code of Meeting Practices has been updated to reflect the Draft Public Forum Guidelines.

3. note Council Meetings will commence at 7:00 pm from March 2026, with Public Forums to be held at 7.00pm on the Monday prior to the Council Meeting, in accordance with the Draft Public Forum Guidelines (Section 2 – General, Clause 2.3).

Background

The OLG advised Council of the release of the Model Public Forum Rules (AT-2) on the 22 January 2026, through the Council Circular 26-02 2025 Model Meeting Code –Supplementary guidance and updated FAQs.

The Public Forum Guidelines are designed to establish a clear and consistent framework for conducting public forums. They ensure that community members have a fair and accessible opportunity to speak to the Council, while promoting order, respect, and efficiency.

The guidelines detail procedures for registration, speaking, use of supporting materials, and expected conduct, helping public forums serve as an effective platform for community engagement and informed decision-making.

Discussion

The draft Public Forum Guidelines are based on the NSW OLG Model Public Forum Rules and have been tailored to reflect our community’s expectations and established public forum practices, providing an effective platform for community members to address Council.

At the 11 December 2025 Ordinary Council meeting Council resolved, resolution 266/25 to

adopt the proposed Ordinary Council Meeting Schedule for 2026.

At the Ordinary Council Meeting of 18 September 2025, it was resolved, Resolution 202/25, that: Council endorse the proposal to conduct Public Forums immediately prior to Ordinary Council Meetings with a commencement time of 6.30pm and a conclusion time of 7.30 pm.

The NSW OLG Code of Meeting Practice requires public forums to be held prior to council meetings. The NSW OLG Model Public Forum Rules further state that, in the interests of informed decision-making, there should be a gap between the public forum and the meeting to allow Councillors sufficient time to properly consider matters raised and, where necessary, seek additional information from staff before making a decision.

The draft Public Forum Guidelines support the above. As per Section 2 General, 2.3 states

2.3 Public forums will be held on the Monday of the week of each Ordinary Council Meeting, normally the third Monday of each month. Public Forums will commence at 7.00 pm and will be limited to a maximum duration of two (2) hours.

Based on the revised date and time of the Public Forum, it is recommended that Council Meetings commence at 7:00 pm, as has been historically the case.

Timing

It is recommended that these Draft Public Forum Guidelines be adopted prior to the next Public Forum to be held in March 2026.

Financial Considerations

The recommendations of this report pose no additional financial impact on Council as funds are allocated within the operating budget for the delivery of this administrational function of Council.

Governance and Risk Considerations

The adoption of the Draft Public forum Guidelines pose no governance or risk concerns.

Environmental Considerations

The subject of this report has no environmental implications for Council.

Social Considerations

The Public Forum Guidelines provide a clear and consistent framework for the conduct of public forums, supporting an inclusive and effective platform that enables all community members to address Council.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

6 Our Council - A Leading Council that Engages its Community to Deliver Effective, Efficient and Sustainable Services

6.1 Governance

6.1.1 Ongoing identification of initiatives to enhance transparency of Council decision-making and performance

Steven Kludass

Director - Corporate Services and Strategy

Corporate Services and Strategy Division

ATTACHMENTS:

AT‑1 View	Draft Public Forum Guidelines (based on the NSW OLG model public forum rules)	8 Pages	Available Electronically
AT‑2 View	NSW OLG - Model Public Forum Rules (January 2026)	11 Pages	Available Electronically

Ordinary Council Meeting 19 February 2026

Proposed amendments to the Managing Conflicts of Interest for Council Related Development Policy

Item No: 13.4

Subject: Proposed amendments to the Managing Conflicts of Interest for Council Related Development Policy

Record No: SU241 - 4369/26

Division: Corporate Services and Strategy Division

Author(s): Stephen Golding

Purpose

The purpose of this report is to present proposed amendments to Council’s Managing Conflicts of Interest for Council Related Development Policy and to seek Council adoption of the amended Policy.

Executive Summary

· Council adopted the Managing Conflicts of Interest for Council Related Development Policy on 20 July 2023.

· A review of the current Policy has been conducted to strengthen management controls and strategies related to compliance and enforcement actions for Council Related Developments to ensure there is oversight by the General Manager and Executive Leadership Team and there is referral to external agencies for oversight to manage conflicts of interest where significant breaches to law have occurred.

· An opportunity has also been taken to make some minor amendments to management strategies related to the assessment and determination of development applications.

· In addition, an opportunity has been made to update the Policy to reflect recent changes announced by the NSW Department of Planning, Housing and Infrastructure that from 16 January 2026 the determination of applications that were previously the responsibility of the Sydney and Regional Planning Panels are transferring to Local Planning Panels.

RECOMMENDATION

That Council:

1. endorse the amendments to the Managing Conflicts of Interest for Council-related Developments Policy (AT-1).

2. inform the community of the adoption of the amended Policy as per Council’s Community Engagement Strategy, including via Council’s website and e-newsletter.

Background

The Managing Conflicts of Interest for Council Related Development Policy was adopted by Council on 20 July 2023 (resolution 127/23) in response to the Environmental Planning and Assessment Amendment (Conflict of Interest) Regulation 2023 which commenced on 3 April 2023.

The Regulation required all Councils to adopt a policy for the management of any potential conflicts that may arise in relation to Council-related development where Council is the consent authority. This also extends to enforcement and compliance action for Council related development.

A Council-related development application is defined as a development application for which the Council is the consent authority, that is –

a) made by or on behalf of the Council, or

b) for development of land –

i. of which the council is an owner, a lessee or a licensee, or

ii. otherwise vested in or under the control of the council. Land vested in or under the control of the Council includes public land within the meaning of the Local Government Act 1993.

Council’s Policy Framework requires all policies to be reviewed once per Council term, or more frequently where material changes occur, such as legislative amendments, Council resolutions, or changes to Council’s strategic direction. This review satisfies the Policy Framework requirements.

Discussion

A review of the current Managing Conflicts of Interest for Council Related Developments Policy has been conducted to strengthen management controls and strategies related to compliance and enforcement actions for Council Related Developments to ensure there is oversight by the General Manager and Executive Leadership Team and referral to external agencies for oversight to manage conflicts of interest where significant breaches to law have occurred.

In particular, the following additions are proposed to strengthen the enforcement and compliance responsibilities:

· The Manager Development Assessment will oversee all compliance and enforcement activities related to council-related development and will provide regular updates on these activities to the General Manager and Executive Leadership Team.

· Where a non-compliance is identified (for example a breach of a development consent condition or failure to comply with the terms of a development control order), the matter will be escalated to the Director Corporate Services and Strategy for review and consideration of appropriate action. This may include engaging external consultants in order to undertake investigations and/or peer review recommendation of council staff.

· Where a matter is considered to be a significant breach of law, the non-compliance will be referred by the Director Corporate Services and Strategy to the compliance staff of the Department of Planning, Housing and Infrastructure for advice and action as appropriate.

· Any legal proceedings in relation to enforcement and compliance matters for council -related development to be conducted by external legal providers who are to engage third party consultants to provide exert advice if required.

There are also some other minor additions proposed to management strategies related to the assessment and determination of development applications as follows:

· For all council-related development, other than low-risk applications, council’s development assessment staff will ensure that written records are kept of all communications with the applicant (whether or not they are council staff) and applicant representatives (whether council staff or external consultants). Substantial discussions must only occur in the context of a formal meeting, and written records of such meetings are to be kept. Directors are responsible for ensuring that staff follow strict communication protocols in relation to council-related development.

· All council-related development applications will be publicly exhibited for a minimum of 28 days. The management strategy for the proposal will be publicly exhibited with the application and will remain publicly available on the NSW Planning Portal and council’s website.

· Where a Council-related development becomes the subject of any proceedings before the Land and Environment Court, external legal representatives and consultants will be engaged to conduct the matter.

· The management strategy in relation to the regulation of council-related development (other than low risk) is that all certification, including the issue of construction certificates and occupation certificates will be undertaken by a private certifier.

In addition, an opportunity has been made to update the Policy to reflect changes announced by the NSW Department of Planning, Housing and Infrastructure that from 16 January 2026 the determination of applications that were previously the responsibility of the Sydney and Regional Planning Panels are transferring to the Local Planning Panels.

The amendments have been tracked, in red, within the Draft Managing Conflicts of Interests for Council-related Developments Policy (AT-1).

consultation

It is not proposed to exhibit the proposed changes to the Policy as the changes address current risk areas and will strengthen governance procedures, however the community will be informed of the revised Policy, and it will be published on Council’s website.

Timing

Council’s Policy Framework requires all policies to be reviewed once per Council term. The amended Policy will come into effect upon adoption by Council.Financial Considerations

Governance and Risk Considerations

The amendments proposed to the Managing Conflicts of Interest for Council-Related Developments Policy will strengthen compliance, risk management and governance practices by strengthened controls for the identification and management of conflicts of interest and complies with Council’s Policy Framework.

Environmental Considerations

There are no environmental considerations arising from the amendments to the Policy.

Social Considerations

There are no social considerations arising from the amendments to the Policy.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

6 Our Council - A Leading Council that Engages its Community to Deliver Effective, Efficient and Sustainable Services

6.1 Governance

6.1.2 To provide assistance to Councillors and support the organisation to operate within its legal framework

Steven Kludass

Director - Corporate Services and Strategy

Corporate Services and Strategy Division

ATTACHMENTS:

AT‑1 View

Draft - Policy ES -10 Managing Conflicts of Interest for council-related development

9 Pages

Available Electronically

Ordinary Council Meeting 19 February 2026

Council Response to the Bondi Beach Attack

Item No: 14.1

Subject: Council Response to the Bondi Beach Attack

Record No: SU6250 - 6622/26

Division: Community and Culture Division

Author(s): Stephanie Kelly

Purpose

This report documents the actions undertaken by Council in response to the Bondi Beach attack. It also seeks Council’s approval to sign the NSW Multicultural communities pledge on behalf of the Lane Cove community.

Executive Summary

· The 14 December 2025 Bondi Beach attack had a significant and ongoing impact on the Jewish community and the broader NSW community, including residents and staff of Lane Cove Council.

· Council responded promptly with clear, compassionate and trauma-informed communication aligned with NSW Government guidance.

· Actions included public statements, sharing mental health and support services, visible solidarity measures, civic representation, and support for staff and young people.

· Council’s response reinforced values of inclusion, rejected antisemitism, hate and violence, and promoted community care, reflection and acts of kindness (mitzvah).

· This report seeks Council support to sign the NSW Multicultural communities pledge on behalf of this community.

RECOMMENDATION

That Council:

1. notes the actions undertaken by Lane Cove Council in response to the December 2025 Bondi Beach attack, as outlined in this report.

2. acknowledges the ongoing impact of the attack on affected communities and reaffirms Council’s commitment to safety, inclusion, compassion and social cohesion.

3. approves signing the Multicultural NSW pledge to support Jewish Australians and oppose antisemitism.

Background

On 14 December 2025, a violent terrorist attack occurred at Bondi Beach, targeting members of the Jewish community. The incident resulted in loss of life and caused widespread distress across New South Wales. The impacts of the event extended beyond the immediate location, affecting Jewish communities and the broader public, including residents and staff within Lane Cove.

Local government as a sector was called upon to provide calm leadership, clear communication and visible community support, in alignment with NSW Government guidance.

Discussion.

This report documents the chronology of actions undertaken by Lane Cove Council in response to the Bondi Beach attack.

Immediate Council Response (15 December 2025)

Following the incident, Lane Cove Council issued a public statement on 15 December 2025 across Council’s website and social media channels. The statement expressed condolences to the victims, their families, first responders and the wider community, acknowledged the distress, fear and grief caused by the event, and expressed solidarity with the local Jewish community. It reaffirmed that antisemitism, hate and violence have no place in the community, encouraged residents to look out for one another, and provided information on where people could seek support, including Lifeline, Beyond Blue and the NSW Mental Health Access Line.

At the request of the Prime Minister and in accordance with Commonwealth protocol, Council also lowered the Australian National Flag to half-mast across Council buildings on 15 December 2025 as a mark of mourning and respect.

Ongoing Communication and Support (16 December 2025)

Council communications throughout this period were guided by NSW Government advice and trauma-informed best practice, including the “Three Rs” framework – Reassure, Respond, Refer. Messaging was kept clear, simple and practical, prioritised victims and affected communities, avoided amplifying perpetrators, encouraged responsible online behaviour, and discouraged the sharing of distressing images or misinformation. Communications were aligned with NSW Government and other authoritative sources to ensure consistency and accuracy.

Recognising the impact of the event on staff and Councillors, Council shared information about the Employee Assistance Program (EAP) with all staff, provided support resources to young people engaged through Council services including Synergy, and acknowledged the emotional toll of the event through internal communications, encouraging staff to access support as needed.

Visible Expressions of Solidarity (17–22 December 2025)

On Sunday 21 December 2025, Council illuminated the main street and key civic buildings in yellow to collectively mourn the victims and show solidarity with their families and the Jewish community. The colour yellow was selected to reflect the candlelight of Chanukah, symbolising light, faith and resilience. The Mayor and some Councillors attended the lighting. From 21 to 22 December 2025, Council also displayed a menorah image on the large screen at The Canopy each evening, turning off around 8pm. This coincided with the Festival of Light and provided a visible and respectful expression of support for the Jewish community. A supporting website update and social media post were published.

We stand with you | Lane Cove Council

Civic Representation and Advocacy (18 December 2025)

The Mayor and General Manager represented Lane Cove Council at the civic memorial organised by Waverley Council on the 18 December 2025 and laid a floral tribute on behalf of the Lane Cove community. This event was also attended by other NSW councils.

The Mayor also wrote formally to the Mayor of Waverley, conveying condolences and offering support on behalf of Lane Cove Council and its community. Council continued to liaise with NSW Government messaging and guidance throughout this period.

Community Vigil – Risk-Managed Response (19 December 2025)

Council became aware via social media that a community-organised candle vigil was planned for Lane Cove Plaza on the evening of 19 December 2025. The event was not organised, approved or promoted by Council, and no formal application to use the Plaza had been submitted. Council adopted a measured and respectful approach, recognising the community’s desire to come together while maintaining appropriate safety and governance responsibilities. North Shore Police were notified of the planned gathering and advised they would attend if resources permitted, and a Council Ranger was present in the vicinity during the event. Council deliberately avoided promoting the event in the absence of approvals and safety planning, while ensuring the gathering was not prevented from proceeding.

Community Engagement and Social Media (15 December – 24 January)

Council shared a “Mitzvah” message on Facebook and Instagram, encouraging small acts of kindness and solidarity as a positive response to the tragedy. The post drew on NSW Government wording, with the call to action placed prominently. Council deliberately scheduled this messaging ahead of routine end-of-year content, including office closures and seasonal messaging, to ensure appropriate tone and focus.

Council’s social media messaging achieved strong reach and engagement across both Instagram and Facebook, indicating high community awareness and interaction with Council communications during this period. The level of views, reach, reactions, shares and clicks demonstrates that messages of support, solidarity and community care were widely seen and actively engaged with. Audience insights showed that there was a total reach of 90,542 and total views of 144,176.

Instagram (3 posts)

Views	Reach	Likes	Shares	Follows	Comments	Saves
25,105	11,278	351	58	10	13	14

Facebook (4 posts)

Views	Reach	Engagement	Reactions	Comments	Shares	Clicks
119,073	79,264	1,096	993	78	25	7,546

National Day of Mourning (22 January 2026)

On 22 January 2026, Lane Cove Council participated in the National Day of Mourning and Reflection held to honour the victims of the Bondi Beach attack and acknowledge the ongoing impact on affected communities. As part of this observance, flags were flown at half-mast on Council buildings, candles were displayed in the Civic Centre reception at sunset as a quiet symbol of remembrance, and Council issued supportive messaging across its media channels. The messaging encouraged community reflection, compassion and care, reinforced solidarity with the Jewish community, and promoted small acts of kindness (mitzvah), while also reminding residents of available support services. These actions were undertaken to provide a respectful opportunity for collective reflection and to reaffirm Council’s commitment to inclusion, safety and social cohesion.

NSW Multicultural Pledge to support Jewish Australians

Following the antisemitic attack at Bondi in December 2025, the NSW Government requested that community leaders and local governments sign the Multicultural NSW pledge to support Jewish Australians and reaffirm commitment to a peaceful and harmonious NSW.

The pledge outlines commitments to support victims, stand against antisemitism, racism and hate, promote social cohesion, and work collaboratively across cultural, linguistic and religious differences to uphold democratic values. The pledge concludes with the statement, “We are stronger together.”

The statement reads:

“In the wake of the unspeakable attack on our Jewish community at Bondi Beach, we come together across cultural, linguistic and religious differences to make a unified pledge:

· We collectively mourn for victims and their families and pledge our support and solidarity for the Jewish community in NSW.

· We pledge to stand up and stand united against antisemitism, racism and hate and to support all victims of racism, hate and religious intolerance.

· We pledge to protect and promote the rights and responsibilities of all the people of NSW in a cohesive and multicultural society.

· We pledge to work in unity across cultural, linguistic and religious differences to uphold our democratic values and freedoms.

· We are stronger together.”

Lane Cove Council continues to share accurate information and support services with the community, promote safety, inclusion and social cohesion, reject antisemitism, hate and violence in all forms, and support staff, Councillors and residents affected by the events, and it is recommended that Council sign the Multicultural NSW pledge to support Jewish Australians and oppose antisemitism.

Timing

This action is not time sensitive.

Financial Considerations

The recommendations of this report pose no financial impact on Council

Governance and Risk Considerations

The actions related to the Bondi Beach Attack are now complete, and risk mitigation was effective. There are low reputational or community risks in agreeing to sign or not to sign the commitment. Overall, these risks are low and signing the statement is appropriate as the statement aligns with Council’s adopted commitments to community cohesion, inclusion, anti-racism and local wellbeing.

Environmental Considerations

The subject of this report has no environmental implications for Council.

Social Considerations

The recommendations in this report will have positive social outcomes for the community through reinforcing safety, inclusion and social cohesion; supporting affected communities; promoting respectful, trauma-informed communication; and demonstrating Council leadership in rejecting antisemitism, hate and violence while encouraging compassion, understanding and community connection.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

3 Our Society - An Inclusive, interconnected, active and resilient community

3.1 Community Connections

3.1.6 Reduce discrimination and increase acceptance and inclusion in the community

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 19 February 2026

Future of Jean Mitchell Lucretia Baths

Item No: 14.2

Subject: Future of Jean Mitchell Lucretia Baths

Record No: SU8705 - 6671/26

Division: Community and Culture Division

Author(s): Stephanie Kelly

Purpose

The purpose of this report is to seek Council endorsement of a revised strategic direction for the Jean Mitchell Lucretia Baths (Lucretia Baths) site which is focused on the removal of the baths structure and foreshore rewilding.

Executive Summary

· Lucretia Baths have been closed and unusable since February 2023 due to advanced structural deterioration, with multiple Council reports confirming the site is no longer safe or viable for use.

· The timber baths structure has reached end-of-life, creating ongoing safety and navigational risks, and Transport for NSW (TfNSW) has directed Council to remove unsafe elements as a safety measure.

· Extensive investigation and consultation have shown that rebuilding or reinstating the baths is not financially or operationally sustainable, given high capital costs, approval complexity and long-term maintenance liabilities.

· This report recommends endorsement of a revised strategic direction for the site which is focused on removal of the dilapidated baths structure, re-wilding the site as a naturalised foreshore environment, providing passive recreation, sensory benefits for residents, and reduced long-term risk and cost exposure.

· In parallel, it is recommended that Council should progress a heritage interpretation and oral history project to preserve and share the social and cultural significance of Lucretia Baths, responding to strong community feedback and time-sensitive heritage risk.

RECOMMENDATION

That Council:

1. note the long-term closure of Jean Mitchell Lucretia Baths since February 2023 and the outcomes of previous investigations.

2. endorse a revised strategic direction for the site which is focused on foreshore re-wilding.

3. make budget provision for foreshore rewilding in the 26/27 budget.

4. support the development of a heritage interpretation and oral history project for the site.

Background

Lane Cove Council assumed responsibility for the lease of the Lucretia Baths, located at Woodford Bay, Dunois Street, Longueville, under a Deed of Lease dated 18 August 1992. The lease covers an area of approximately 590 sqm and extends to adjoining Maritime Services Board (now Transport for NSW) land.

The Lucretia Baths are currently in a state of significant disrepair, with substantial funding required to return the structure to a safe and operational standard. Previous Council reports and community consultations have generally indicated community interest in restoring the baths and returning them to their former condition where feasible. However, subsequent technical investigations, cost analysis and risk assessments have identified increasing challenges associated with reinstatement.

Council has considered the future of the baths through several reports and consultations, including on 24 November 2022, 23 February 2023, 23 May 2023, 21 September 2023, 21 March 2024 and 20 June 2024. The most recent resolution in June 2024 was that Council:

1. Receive and note the report; and

2. Bring the matter back to the 2025 Corporate Planning Weekend to discuss budget placement and timing within the 2025/26 Budget planning process.

The site has not been usable since February 2023, following confirmation that the timber structure had reached the end of its serviceable life and posed safety risks. Since closure, Council has undertaken further community engagement on future options, commissioned condition and safety assessments, liaised with TfNSW regarding closure and navigational safety, and reported regularly to Council on feasibility, cost, heritage constraints and risk considerations.

The baths’ structure has continued to deteriorate, resulting in escalating constraints. These include advanced degradation across concrete, metal, plastic and timber components, increasing safety risks to users - initially associated with the boardwalk and fencing, and more recently extending to vessels, as structural debris has entered surrounding waters and boating routes. Any reinstatement or repair would involve significant cost and extended timeframes due to complex marine, environmental and heritage approval requirements, alongside substantial capital investment and ongoing maintenance obligations. Consequently, Council faces increasing exposure to liability and unplanned expenditure should the structure remain in its current condition.

In October 2025, TfNSW formally directed Council to remove unsafe elements of the structure to address navigational and public safety risks. To facilitate this, Council has commenced the planning process required to secure the necessary development approvals for the removal of the structire.

Discussion

The purpose of this report is to recommend a revised strategic direction for the Lucretia Baths site, acknowledging its long-term closure, ongoing safety constraints, extensive prior investigation, and community feedback. The report proposes a shift away from reinstating the baths structure toward re-wilding the site as a natural foreshore environment, alongside a parallel heritage interpretation and oral history project.

Council officers have considered a range of options, including full reconstruction of the baths, alternative structures such as a pontoon, and complete site removal and rehabilitation.

Each option has been assessed against safety, cost, approval pathways, environmental impacts, heritage considerations and long-term sustainability. Collectively, this work indicates that reinstating a built bathing structure is unlikely to represent best value or deliver the best overall outcome for the community. Despite extensive investigation, no option has been identified that is both technically feasible and financially sustainable within Council’s broader asset and infrastructure priorities.

While the original intent of the project was to rebuild the Lucretia Baths, further investigation has demonstrated that this outcome is no longer viable. Detailed research has confirmed that no external grant funding is currently available to support reconstruction of the baths, and that estimated costs are significantly higher than originally anticipated due to the advanced deteriorated condition of the structure and the complexities of working in a marine environment.

Marine structures are inherently expensive to construct and maintain, requiring ongoing inspection, repair and renewal to address corrosion, tidal exposure and environmental impacts. These ongoing maintenance obligations would place a significant and recurrent financial burden on Council, which cannot be sustainably accommodated within existing budgets.

In addition, the Lane Cove foreshore already provides alternative swimming opportunities, including Greenwich Baths, which offers managed access and partial patrols during the swimming season. In this context, committing to the long-term reconstruction and maintenance of an additional marine bathing structure cannot be justified, particularly given the significant financial pressures across Council’s broader facilities and asset portfolio.

It is therefore the view of staff that rebuilding the baths would not represent prudent financial management or best value for the community when assessed against competing infrastructure priorities and service needs.

Community Consultation

Statement of Intent

Given the significant engagement related to the future of the Lucretia Baths site that has occurred in recent years, it is proposed to inform the community of the Council’s decision. If Council supports the recommendation of this report, the community will be advised of the proposed removal of the Bath Structure and the proposed rewilding of the site.

The community will be advised of the opportunity that they will have to shape the public domain design and plans for the rewilding and amenity at the new foreshore park area, alongside a call for interest in participating in the heritage interpretation and oral history project. All feedback received will be documented and reported back to Council to inform its final decision-making on the public domain plan.

Council will deliver a clear, coordinated and proactive communication approach to support the consultation and implementation phases. This will include direct notification to nearby residents, on-site signage, updates through Council’s website and Have Your Say platform. Communication will clearly explain the safety-driven nature of the works, the reasons for the revised strategic direction, and the opportunities for community involvement, supporting transparency, consistency and community confidence throughout the process.

Method

Level of Participation	Inform	Consult
Form of Participation	Open	Open
Target Audience	Lane Cove community and community groups	Lane Cove community
Proposed Medium	eNewsletter	Public exhibition and Council website

Timing

The development application and proposed demolition of the baths will need to be completed as soon as possible to address the safety concerns raised by TfNSW. The heritage interpretation project and rewilding of the site are to be included in the draft budget for 2026/2027.

Financial Considerations

The total estimated cost of the rewilding project is up to $185,000. Funding of $35,000 has been allocated in the current financial year to complete the development approval process for the demolition of a heritage item, including the required marine, environmental and heritage studies. Funding for the associated cultural and heritage interpretation program is proposed to be sought through the Sustainability Levy in the 2026/27 financial year at a cost of $30,000.

Council officers will actively seek to identify efficiencies and savings within the overall project scope to reduce costs where possible and ensure the total expenditure remains within the $150,000 budget envelope.

Governance and Risk Considerations

Council has a statutory obligation to manage public land and assets in a manner that ensures public safety, environmental protection and prudent financial management. The Lucretia Baths structure has reached the end of its serviceable life and presents ongoing safety and navigational risks which, if not addressed, expose Council to increased liability, potential regulatory intervention and unplanned expenditure.

Continued deferral of a strategic decision would also increase reputational risk, particularly given the site’s long-term closure and the number of reports previously presented to Council. While earlier consultations reflected community interest in rebuilding the baths, subsequent investigations have confirmed that no external grant funding is available, capital costs are substantially higher than originally anticipated due to the marine environment and structural condition, and the ongoing maintenance burden would be significant. These factors, combined with the availability of alternative swimming locations and competing demands across Council’s broader facilities portfolio, limit the financial sustainability of reinstating the baths.

The recommended approach addresses immediate safety obligations in response to TfNSW direction, reduces long-term asset and financial risk, and provides a clear and transparent governance pathway aligned with Council’s risk-based asset management framework and infrastructure priorities.

There remains some reputational risk, as sections of the community may question a revised strategic direction given earlier consultation outcome, however, Council must balance community aspirations with its governance responsibilities, including safety, financial sustainability, environmental stewardship, regulatory compliance and long-term asset management.

Consideration of these factors alongside community feedback supports a responsible and evidence-based decision-making approach.

Environmental Considerations

The proposed actions in this report will result in a beneficial environmental outcome by restoring a naturalised foreshore environment, improving habitat and biodiversity, and reducing ongoing disturbance associated with maintaining built marine structures.

Social Considerations

The recommendations in this report maintain positive social outcomes for the community by ensuring the foreshore remains accessible for public use, providing a high-quality natural space where the community can gather and enjoy the waterfront. Importantly, the revised approach also enables Council to redirect limited financial resources to other community facilities that are more accessible to a broader range of residents, supporting equitable access and improved community benefit across the wider facilities portfolio.

The proposed local history and oral history project has emerged directly from community consultation and reflects the strong social bonds and deep local knowledge associated with the Lucretia Baths site. By recording and sharing the memories of long-term residents and users, the project will preserve intangible heritage, strengthen intergenerational connections, and reinforce community identity and belonging. This approach ensures that the social and cultural significance of the site is retained and shared, even as its physical form changes.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

2. Our Built Environment - A well designed, liveable and connected area

2.3 Assets, Infrastructure & Public Domain

2.3.3 Investigate opportunities to improve the public domain to enhance public lifestyle

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 19 February 2026

Draft Submission to NSW Parliamentary Inquiry into the Music and Art Economy in NSW

Item No: 14.3

Subject: Draft Submission to NSW Parliamentary Inquiry into the Music and Art Economy in NSW

Record No: SU5276 - 6912/26

Division: Community and Culture Division

Author(s): Stephanie Kelly

Purpose

The purpose of this report is to present a draft Council submission to the NSW Parliamentary Inquiry into the Music and Art Economy in NSW and seek Council’s endorsement to formal submission to the Inquiry.

Executive Summary

• This report presents a draft submission to the NSW Parliamentary Inquiry into the Music and Art Economy in NSW, including the NSW Contemporary Music Strategy and Vibrancy Reforms.

• The draft submission acknowledges demonstrated local economic and social benefits that are generated through live music and performance activation.

• The submission highlights Council’s direct investment in performance infrastructure, venues and cultural programming and identifies structural funding, compliance and delivery challenges faced by local government, but also highlights the importance of youth pathways and accessible programming,

• Council endorsement of the draft submission with the Inquiry is recommended.

RECOMMENDATION

That Council:

1. endorse the Lane Cove Council submission to the NSW Parliamentary Inquiry into the Music and Art Economy in NSW.

2. authorise the General Manager to finalise Council’s submission and to submit to the NSW Parliamentary Inquiry.

Background

The New South Wales Legislative Council Standing Committee on Social Issues is undertaking an Inquiry into the Music and Art Economy in NSW, examining:

· progress under the NSW Contemporary Music Strategy,

· implementation of Vibrancy Reforms,

· policy options to support the long-term sustainability of the live music sector.

Local governments play a significant role in enabling live performance through infrastructure provision, event programming, compliance oversight and partnerships with creative practitioners and advocacy and making a formal submission to the Inquiry is relevant and important for Lane Cove Council.

Discussion

Council has prepared a response to this Inquiry as local government plays a direct and practical role in enabling live music and performance through the provision of venues, public programming, partnerships, regulatory oversight and community activation. Council has direct experience delivering contemporary music outcomes at a local level and is therefore well placed to contribute evidence-based insights to the Inquiry.

The draft submission outlines Council’s investment in live music infrastructure and programming, the demonstrated economic and social benefits of live performance in suburban centres, and the challenges councils face in delivering these outcomes sustainably. It also highlights the importance of youth music pathways and accessible programming and identifies regulatory and operational considerations relevant to the implementation of State strategies at a local government level.

Council’s role in supporting live music is part of the Create Lane Cove: Cultural Plan. Council has made sustained investments in cultural infrastructure and programming, including:

· delivery of the Pottery Lane Performance Space (2025), a purpose-built venue supporting contemporary performance,

· ongoing activation of The Canopy - Lane Cove as a community performance and live music destination,

· partnership investment in the Sydney Fringe Festival to support artists and broaden local access to contemporary performance.

These initiatives align with State priorities around access, participation and cultural vibrancy.

Council appreciates the economic benefits of live music performances and analysis of credit card expenditure data indicates that on nights featuring live performance activations, local economic activity nearly doubled compared to non-event periods. This demonstrates that live music contributes positively to hospitality and retail sectors, evening vibrancy, and community participation in the village centres.

There are operational and financial challenges that impact sustainability and live music which will hinder the delivery of the state government vision for the sector including:

• logistic costs production, insurance and compliance costs continue to rise

• the need for specialist curation and promotion to multicultural communities require dedicated resources

• rate-capping constraints limit Council’s ability to expand cultural programming

• volunteering in arts and culture is declining, increasing reliance on paid coordination

Council is currently reviewing its events portfolio to ensure financial sustainability, which may result in fewer events and performers without additional funding support.

Youth music pathways are a priority for Council, and the organisation supports youth engagement through a range of initiatives including

• Battle of the Bands initiatives

• rehearsal and band studio access through Synergy

• performance development programs

Support is also provided for music organisations including Synergy Youth Centre and Lane Cove Music and Culture. These provide critical development opportunities; however, opportunities remain constrained by venue availability and staffing capacity.

Council supports the intent of Vibrancy Reforms but notes local governments retain responsibility for safety, compliance and community amenity. Clearer operational guidance would assist implementation, shared learning frameworks across local government would improve consistency.

In summary the draft submission recommends:

1. Targeted operational funding to support councils delivering live music.

2. Recognition of the economic value of free and ticketless programming.

3. Greater support for youth music development pathways.

4. Funding models that address staffing and compliance costs.

5. Policy settings acknowledging the constraints of rate-capped councils.

Lane Cove Council plays an important role in enabling access to live music and performance. However, financial and operational constraints limit the capacity of local government to sustain and expand programming without additional support.

Endorsing this submission will enable Council’s experience to inform State policy development.

Community Consultation

The submission reflects:

· observed participation trends,

· economic data analysis,

· outcomes from Council’s cultural programming.

Given the council is responding to the NSW Parliamentary Inquiry no community consultation was required.

Timing

Submissions to the Parliamentary Inquiry are due on 27 February 2026.

Financial Considerations

There are no direct financial implications arising from lodging the submission. However, the submission highlights ongoing funding pressures impacting cultural programming.

Governance and Risk Considerations

There are no direct financial, legal or operational risks arising from lodging the submission. The submission is evidence-based, aligns with Council’s adopted strategies and policy positions.

Environmental Considerations

The subject of this report has no environmental implications for Council.

Social Considerations

The recommendations in this report support positive social outcomes for the community by advocating for accessible live music and arts programming that strengthens social connection, inclusion and participation. Live music and performance create shared community experiences, activate public spaces and contribute to a sense of place, particularly in suburban centres. The submission also emphasises the importance of youth music pathways, which support skill development, confidence, wellbeing and creative expression for young people. By promoting sustainable funding and delivery models, the recommendations aim to ensure these social benefits can be maintained over the long term.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

4 Our Culture - Fostering an inclusive community rich in culture with a strong identity

4.1 Creative Expression

4.1.2 Encourage equitable access to cultural activities

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

AT‑1 View

Lane Cove Council Submission Inquiry into the Music and Art Economy in NSW

Available Electronically

Ordinary Council Meeting 19 February 2026

Post Exhibition - Civic Centre Grand Piano Hire

Item No: 14.4

Subject: Post Exhibition - Civic Centre Grand Piano Hire

Record No: SU1438 - 7445/26

Division: Community and Culture Division

Author(s): Stephanie Kelly

Purpose

The purpose of this report is to provide the outcomes of the public exhibition of the proposed fees and charges for the piano hire and seek approval of the commencement of the piano hire program.

Executive Summary

· Council at the October 20205 Council meeting resolved to exhibit proposed fees and charges associated with the public hire of the piano in the foyer of the Lane Cove Civic Centre.

· Public exhibition of the proposed fees and charges as required by the Local Government Acy 1993 commenced on 10 November 2025 and concluded on 21 December 2025.

· No submissions were received in relation to the proposed fees and charges for public hire and survey feedback on the piano hire program were very positive.

.· It is recommended that Council adopt the proposed fees and charges as exhibited and commence the Civic Centre piano hire program.

RECOMMENDATION

That Council:

1. note the outcomes of the public exhibition of the proposed fees and charges and the community engagement.

2. adopt the piano hire fees as exhibited in accordance with Sections 608 and 610F of the Local Government Act 1993 (NSW).

3. endorse the commencement of the Piano Hire Program.

Background

A report on the commencement of a Civic Centre piano hire program to expand cultural access, activate an underused civic space, and recognise Judy Bailey’s long-standing advocacy for the use and care of the piano was considered at the October 2025 Ordinary Council meeting. The following was resolved:

That Council:

1. adopt the proposed fees and charges for piano hire, in accordance with Section 608 of the Local Government Act 1993 (NSW), as follows:

a) $40 per hour - Commercial hire

b) $10 per hour – Community/Individual hire.

2. place the proposed fees on public exhibition for a period of 28 days in accordance with Section 610F of the Local Government Act 1993 (NSW), and invite public submissions during this period; and

3. receive a further report following the public exhibition period to consider any submissions received.

Public exhibition of the proposed fees and charges and public hire program took place from 10 November 2025 to 21 December 2025. Five submissions were received during the consultation period, with no objections being received to the fees and charges. Strong positive community feedback was provided about the commencement of the piano hire program.

Discussion

Community consultation on the proposed Civic Centre grand piano hire attracted 131 visits to the project page and five formal submissions during the exhibition period (10 November–21 December 2025). While submission numbers were modest, feedback was consistently positive, with no objections raised to the proposal or the proposed fee structure.

Respondents highlighted the limited availability of affordable venues with well-maintained grand pianos locally, particularly for rehearsals, student performances, and small concerts. Comparisons with significantly higher commercial venue costs reinforced support for Council providing a reasonably priced community option that supports cultural participation.

There was also positive sentiment regarding the intention to name the piano in honour of Judy, recognising her long-standing advocacy for maintaining and using the instrument and adding a meaningful community dimension to the initiative.

Parents and music educators emphasised the benefits for student development through increased access to a high-quality instrument beyond regular lessons. Additional informal feedback through Council’s social media channels echoed this support and reinforced the perceived value of activating an existing cultural asset.

Overall, consultation indicates clear community support for the initiative, minimal risk of community concern, and strong alignment with Council’s objectives to maximise use of existing facilities while expanding accessible cultural opportunities.

Timing

The launch of the service will commence on Monday 16March 2026.

Financial Considerations

The adopted fees will support ongoing tuning, maintenance and administration of the piano hire program, while remaining affordable and accessible:

· Commercial hire: $40 per hour

· General hire: $20 per hour

· Community hire: $10 per half hour

The program is expected to be cost-neutral, but if there is strong demand for use of the piano there may be some modest revenue generated.

Governance and Risk Considerations

The proposed piano hire program has been developed in accordance with Council’s governance, fees and charges, and community facility use frameworks. The adoption of hire fees has followed the public exhibition requirements under the Local Government Act 1993 (NSW), ensuring transparency and procedural compliance.

Risks associated with the program are considered low and manageable. Key risks relate to potential damage or misuse of the piano and are mitigated through controlled access, a booking system, defined usage conditions, and existing CCTV coverage in the foyer. Eligibility requirements, time limits on use, and restricted operating hours further reduce the likelihood of damage or disruption.

Overall, the program presents minimal governance or operational risk and aligns with Council’s objective to maximise the use of existing assets while maintaining appropriate controls.

Environmental Considerations

The proposed piano hire program does not give rise to any adverse environmental impacts. By maximising the use of existing facilities, the program supports principles of resource efficiency and sustainable asset utilisation.

Social Considerations

The recommendations in this report will have a positive social outcomes for the community as the piano hire program will deliver positive social outcomes by expanding access to cultural and creative opportunities within the community. It supports music education, lifelong learning, and creative expression, particularly for residents living in apartments or smaller dwellings who may not have access to an acoustic piano at home. The initiative also contributes to the activation of civic spaces, encourages community participation, and recognises Judy Baily’s contribution through the naming of the piano, strengthening social connection and community pride.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

4 Our Culture - Fostering an inclusive community rich in culture with a strong identity

4.1 Creative Expression

4.1.2 Encourage equitable access to cultural activities

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 19 February 2026

Public Exhibition - Draft Sustainability Action Plan 2026-2030 and Outcomes Report for the 2022-2025 Sustainability Action Plan

Item No: 15.1

Subject: Public Exhibition - Draft Sustainability Action Plan 2026-2030 and Outcomes Report for the 2022-2025 Sustainability Action Plan

Record No: SU10235 - 1580/26

Division: Planning and Sustainability Division

Author(s): Bernadette Riad; Anastasia Baldwin

Purpose

The purpose of this report is to seek Council endorsement to the public exhibition of the draft Sustainability Action Plan (SAP) 2026-2030 and to present an Outcomes Report for the 2022-2025 Sustainability Action Plan.

Executive Summary

· Council adopted the first Sustainability Action Plan (SAP) in 2005 and received approval from IPART in 2007 to introduce a Sustainability Levy to support the implementation of this Plan.

· The Sustainability Levy remains in place and has continued to support the implementation of projects to deliver against the SAP goals and actions.

· An Outcomes Report (attachment 1) has been prepared to report to the community the activities delivered under the current SAP, which covered the period from 2022-2025 and has seen the implementation of over 395 initiatives.

· A Draft SAP for 2026-2030 has been developed following a strategic review and community engagement.

· The next SAP will guide the delivery of initiatives and programs and the allocation of Sustainability Levy Funding through the period of 2026-2030.

RECOMMENDATION

That the Draft Sustainability Action Plan 2022-2025 Outcomes Report and Draft Sustainability Action Plan 2026-2030 be placed on public exhibition for a period of 28 days with the outcome of the public exhibition reported to Council.

Background

Council adopted its first Sustainability Action Plan (SAP) in 2005. Following this, an application was made to IPART to introduce a Sustainability Levy to support the delivery of actions within the Sustainability Action Plan. The Levy was approved in 2007 and has continued to support the implementation of projects to deliver against the SAP goals and actions.

Council has made significant progress in incorporating sustainability into our programs and activities and responding to the challenges presented to our environment and our communities.

Our most recent SAP covered the period between 2022 and 2025 and saw the implementation of over 395 activities and programs. As part of the closure of this Plan, Council undertook a review of the actions implemented, and our progress towards achieving our adopted goals. The results of this review are presented in the 2022-2025 Sustainability Action Plan Outcomes Report attached to this report (AT-1).

The Draft Sustainability Action Plan 2026-2030 (AT -2) has been developed to build on the achievements and learnings of our previous plans and provides the framework from which Council will continue to lead by example and support our community in taking collective action towards sustainability.

The 2026-2030 Plan retains our three key themes; Livability, Community and Environment, and reflects Council’s quadruple bottom line approach ensuring all decisions consider a balance of economic, environmental, social and governance to enhance the quality of life in Lane Cove.

Discussion

The Draft Sustainability Acton Plan 2026-2030 has been developed to guide the implementation of programs and initiatives to help us create a more liveable and sustainable Lane Cove.

Specifically, the Plan aims to:

· Maximise the integration of sustainability across Council’s operations

· Identify directions for initiatives to improve sustainability outcomes for Council and our community

· Guide the direction of sustainability levy funding to deliver best practice sustainability outcomes.

The Plan includes our adopted emissions and water use targets of:

· 80% reduction in emissions (FY16/17 baseline) by 2036

· Net Zero Emissions for Council by 2028

· Net Zero Emissions for the Lane Cove Local Government Area by 2040

· No net increase in water use (FY16/17 baseline)

It also introduces the following waste related targets in line with the NSW Waste and Sustainable Materials (WASM) Strategy:

· 80% diversion of waste from landfill by 2030 (FY15/16 baseline)

· 10% reduction in waste generation per person by 2030 (FY 15/16 baseline)

The Plan retains our three key themes; Livability, Community and Environment, with each theme supported by three goals that describe the desired outcomes and set the overall sustainability direction of actions under that goal.

The actions under each goal identify the priority activities Council will undertake to work towards that goal, focusing on areas of high importance and high impact, and where Council can meaningfully engage the community.

Environment	Community	Liveability
Goal 1: Healthy waterways, bushland and wildlife	Goal 4: An engaged community	Goal 7: A community with access to quality affordable facilities, services and housing
Goal 2: A circular community	Goal 5: A healthy, safe and resilient community	Goal 8: Green, comfortable and vibrant urban spaces
Goal 3: A community powered by renewable energy	Goal 6: A diverse, connected, and inclusive community	Goal 9: A thriving local economy

Progress will be tracked through indicators, which provide a clear and transparent way to measure outcomes over time.

Development of the DRAFT Plan

The development of the draft SAP has involved a multi-stage approach. The first stage involved a detailed review of our progress towards achieving our emissions and water use targets as well as our broader sustainability goals. This included a review of the actions implemented under the 2022-2025 SAP to understand what had been achieved, what actions were no longer relevant, and what needed further attention.

The next phase involved a strategic review of broader sustainability frameworks and best practice

at the local, state, federal and global levels. As part of this process, Council reviewed a range of comparable work by other councils, the NSW government, and international organisations.

Alongside this strategic review, Council engaged with a range of internal and external stakeholders to inform the development of this SAP. Our consultative approach provided community and staff with an opportunity to identify sustainability priorities for the next four years and provide insights on key issues, needs, and opportunities for sustainability in Lane Cove. This feedback has directly informed the actions and strategies incorporated into this SAP.

Community Consultation

Statement of Intent

The consultation is designed to elicit any feedback members of our community may have on the matter and report that feedback back to Council for its consideration.

Method

Level of Participation	Consult
Form of Participation	Open
Target Audience	Lane Cove Community
Proposed Medium	Public Exhibition and Website Exhibition

Timing

It is proposed that the Draft Sustainability Action Plan 2026-2030 and 2022-2025 Sustainability Action Plan Outcomes Report be placed on public exhibition for a period of 28 days, and that a further report be brought a Council meeting outlining any submissions received and presenting the final Plan for endorsement.

Financial Considerations

Implementation of the plan will be funded through a combination of internal budgets (including the Sustainability Levy), external grants, and state and federal partnerships. Each department will be responsible for seeking and applying for funding to deliver on their actions, where needed.

Governance and Risk Considerations

The Draft Plan presents minimal governance or operational risk and aligns with Council’s vision of a connected, inclusive, sustainable community.

It is proposed that the Draft Plan be placed on public exhibition to ensure transparency and alignment with community values.

Environmental Considerations

The proposed actions in this report will result in a beneficial environmental outcome through the enhancement of local environments and ecosystems, the reduction of resource use, the lowering of emissions, the increase in resource recovery, and the transition to a more circular community.

Social Considerations

The recommendations in this report will have positive social outcomes for the community through the enhancement of local environments and ecosystems, the reduction of resource use, the lowering of emissions, the increase in resource recovery, and the transition to a more circular community.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

6 Our Council - A Leading Council that Engages its Community to Deliver Effective, Efficient and Sustainable Services

6.2 Best Value

6.2.4 Ongoing integration of sustainability and climate change initiatives into Council’s business and operations.

Mark Brisby

Director - Planning and Sustainability

Planning and Sustainability Division

ATTACHMENTS:

AT‑1 View	DRAFT Outcomes Report for the 2022-2025 Sustainability Action Plan	48 Pages	Available Electronically
AT‑2 View	DRAFT Sustainability Action Plan 2026-2030	38 Pages	Available Electronically

Ordinary Council Meeting 19 February 2026

Public Exhibition - Draft Electric Vehicle Charging Infrastructure Policy

Item No: 15.2

Subject: Public Exhibition - Draft Electric Vehicle Charging Infrastructure Policy

Record No: SU10235 - 582/26

Division: Planning and Sustainability Division

Author(s): Bernadette Riad

Purpose

The purpose of this report is to seek Council’s endorsement to commence the public exhibition of the draft Electric Vehicle Charging Infrastructure Policy.

Executive Summary

· The draft Electric Vehicle Charging Infrastructure Policy (the Policy) guides the establishment of publicly accessible electric vehicle charging infrastructure (EVCI) to encourage electric vehicle adoption in Lane Cove whilst maintaining local amenity and services.

· The draft Policy outlines the key site selection and design criteria guidelines that will ensure installations meet safety, accessibility, environmental, and community requirements.

· The draft Policy has been developed with the intention of supporting the delivery of EVCI on public land so that it integrates effectively with the local context and provides guidance to providers of EVCI on the selection of locations and associated requirements.

RECOMMENDATION

That the draft Electric Vehicle Charging Policy be placed on public exhibition for a period of 28 days and report on the outcomes of the public exhibition be reported to Council.

Background

The transport sector is the second largest contributor to greenhouse gas emissions from the Lane Cove LGA, making up approximately 29% of community emissions. This is due to the emissions produced from combustion of fossil fuels in petrol, diesel and gas vehicles.

A key opportunity to reduce community emissions is the transition from using fossil fuels to electricity from a renewable source. Electric vehicles (EV) and other electric transport modes provide a pathway to decarbonise the transport sector when the electricity comes from a renewable resource. In addition to this, EVs assist in reducing local noise and air pollution.

EV ownership also provides ongoing cost of living benefits, with households in NSW saving approximately $1,500 a year when using electricity rather than petrol.

EV uptake is rising rapidly and now accounts for 8.6 per cent of new light vehicle sales to date in 2025, up from just 0.7 per cent in 2020[1]. Uptake within the Lane Cove Local Government Area (LGA) has also been strong, with registration data from December 2025 showing 1,421 EVs registered in the LGA^{^[2]}.

While most EV charging will be done at home, approximately 1 in 3 drivers across NSW do not have access to off-street parking to charge an EV. With more than 60% of Lane Cove residents living in a multi-unit dwelling, the provision of public charging infrastructure is critical to supporting the transition to EVs.

Discussion

The NSW Government amended the State Environmental Planning Policy (Transport and Infrastructure) 2021 (SEPP). These amendments set out the circumstances where EVCI would be permissible with or without consent.

The draft EVCI Policy has been developed with consideration of this SEPP to help support the uptake of EV’s within the Lane Cove LGA and broader region through the provision of well-placed local charging infrastructure.

The draft Policy sets out how Lane Cove Council will manage the installation, operation, and use of EVCI on Council land and road reserves so that it is fair, safe, and accessible. It has been developed with the intent to support the delivery of EVCI on public land so that it integrates effectively with the local context and provide guidance to providers of EVCI on the selection of locations and associated requirements.

DEVELOPMENT OF THE DRAFT POLICY

The development of the draft Policy has incorporated learnings from earlier work conducted by Stantec on behalf of the Northern Sydney Regional Organisation of Councils (NSROC) on Policies and Controls to Facilitate EV Charging infrastructure (Attachment 2), as well as learnings from Council’s who have adopted or are developing similar policies, including; North Sydney, Northern Beaches, Ryde, City of Sydney, Waverley, Randwick, Woolahra, and Inner West.

The development of this Policy also involved input from Council’s Traffic, Strategic Planning, and Commercial Operations staff.

Community Consultation

Statement of Intent

The consultation is designed to elicit any feedback members of our community may have on the matter and report that feedback back to Council for its consideration.

Method

Level of Participation	Consult
Form of Participation	Open
Target Audience	Lane Cove Community
Proposed Medium	Public Exhibition and Website Exhibition

Timing

It is proposed that the Draft Policy be placed on public exhibition for a period of 28 days, and that a further report be brought back to a Council meeting outlining any submissions received and presenting the final draft Policy for endorsement.

Financial Considerations

The recommendations of this report do not impose a financial cost to Council.

Fees for the installation of EVCI on Council Land will be presented to Council for their consideration with the Fees and Charges for 2026/27.

Governance and Risk Considerations

The Draft Policy has been developed in accordance with Council’s Policy Framework.

It is proposed that the Draft Policy be placed on public exhibition to ensure transparency and procedural compliance.

The Draft Policy presents minimal governance or operational risk and aligns with Council’s goal to reduce emissions and support the transition to sustainable technologies.

Environmental Considerations

The proposed Policy supports Council’s adopted Sustainability Action Plan and will result in a beneficial environmental outcome by supporting the transition to low emission transport through electric vehicles.

Social Considerations

The recommendations in this report will have a positive social outcomes for the community by ensuring the placement of EVCI has minimal impact on amenity or high demand parking, and supporting the transition to EVs which will result in reduced traffic noise and air pollution.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

2. Our Built Environment - A well designed, liveable and connected area

2.1 Sustainable Development

2.1.3 Focus infrastructure planning and management on supporting sustainable ‘local living’ to meet the 2036 Energy Emissions and Water Use Reduction Targets and improve resilience to climate change

Mark Brisby

Director - Planning and Sustainability

Planning and Sustainability Division

ATTACHMENTS:

AT‑1 View	DRAFT Electric Vehicle Charging Infrastructure Policy		Available Electronically
AT‑2 View	STANTEC REPORT - EV Controls Policy Framework		Available Electronically

Ordinary Council Meeting 19 February 2026

Draft Sydney Plan - Public Exhibition

Item No: 15.3

Subject: Draft Sydney Plan - Public Exhibition

Record No: SU10979 - 3195/26

Division: Planning and Sustainability Division

Author(s): Golrokh Heydarian; Christopher Pelcz

Purpose

The purpose of this report is to present Council’s draft submission to the draft Sydney Plan which has recently been released by the NSW Department of Planning, Housing and Infrastructure.

Executive Summary

· The Draft Sydney Plan (AT-1) is the NSW Government’s 20-year strategic land use plan for the Sydney region. The Plan outlines the short-term land use planning related action, provides a framework for how state and local government can respond land use planning to address emerging challenges and optimise opportunities in the region.

· The Plan is currently on public exhibition and submissions close on 27 February 2026. Once finalised, it will replace the Greater Sydney Region Plan – A Metropolis of Three Cities (2018) and the North District Plan.

· This report reviews the plan and provides an analysis on how it will affect Lane Cove Council. The report includes:

o A review of The Sydney Plan – Priorities, Responses and Actions

o Implications for Lane Cove Council

o Key Positions: Support / Concerns

o Recommended submission comments

· Overall, the draft Plan is a policy statement of current actions already being (or have been) undertaken by the State Government. The draft Plan would potentially benefit from a few more actions that are future focused.

RECOMMENDATION

That Council endorse the draft submission to the Draft Sydney Plan (attachment 14) and submit to the NSW Department of Planning, Housing and Infrastructure.

Background

The draft Sydney Plan (AT-1) is the NSW Government’s 20-year strategic land use plan to direct future growth in the Sydney region. It covers 33 local government areas and lays out a plan for housing, infrastructure, jobs, sustainability and vibrant communities. The aim of the plan is to provide guidance on how the NSW Government manages growth in the Sydney region over the next 20 years. This Plan is aimed to guide:

· State and local strategic planning and assessments

· Infrastructure planning and prioritisation

· Public and private investment decisions.

Compared to the Greater Sydney Region Plan, the draft Plan is more focused on the land use challenges and opportunities in the Sydney region. The draft plan includes actions for implementation over the next 5 years that are aligned with the 20-year direction for Sydney’s growth.

The draft Plan is released alongside A new approach to strategic planning – discussion paper (AT-12) that outlines state land use priorities and a statewide Industrial Lands Policy (AT-13).

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Figure 1: Documents on exhibition

The technical appendices (AT-2 to AT-11) provide guidance, principles and information for Government, Councils and proponents to implement the plan. These will be updated in line with changes in Government policy and announcements.

The draft Plan outlines priorities and responses that then inform actions for NSW Government and Councils, as well as guidance for practitioners. As a single response may address multiple priorities, the plan uses icons to identify which priorities apply to each response. Responses will be updated regularly or as needed to align with evolving circumstances without full document revisions. Responses focus on interventions to support Sydney’s growth and development.

The plan includes 7 statewide land use priorities which also apply to the Sydney context:

1. Aboriginal outcomes: Embedding co-design to recognise Country in planning outcomes. Success means that land use plans recognise Country and custodianship to support use and benefit opportunities for Aboriginal landowners to achieve social, cultural, environmental and economic self-determination.

2. Housed: Delivering affordable, diverse housing in accessible locations. Success means more homes are built faster, close to jobs and transport.

3. Prosperous: Growing resilient, innovative economies. Success means land use decisions help create jobs, supports emerging and diverse industries, and strengthens supply chains.

4. Connected: Linking communities with efficient transport systems. Success means homes, jobs, and services are easier to reach and more accessible.

5. Resilient: Supporting a sustainable environment and biodiversity to help achieve net zero and build climate resilience. Success means communities can better withstand hazards and environmental pressures.

6. Liveable: Building vibrant places that support quality of life. Success means more public spaces, better urban design, and stronger social cohesion.

7. Coordinated: Aligning land use with infrastructure delivery. Success means major infrastructure investments directly support planned growth areas.

These priorities are addressed with specific policy and planning responses for Sydney, including:

· implementing Sydney housing targets

· increasing housing diversity and choice

· securing the supply of affordable housing

· growing well-located jobs

· aligning infrastructure to planned growth

· creating a more vibrant Sydney

· growing and connecting public open space

· securing an ongoing pipeline of productive industrial lands

· minimising the impact of natural hazards on communities

· sequencing planned growth in greenfield areas within the urban footprint

· managing land uses beyond the urban footprint

· protecting and enhancing the natural environment.

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Figure 2. Priorities and Responses

The main points of the draft Plan can be summarised as follows:

1) Housing supply and choice

· Mandate the 5-year housing targets and encourages Councils to consider policies to increase dwelling mix and housing choice.

· Support delivery of the NSW target of 377,000 new homes between 2024-2029 to meet the demands of population growth and change.

· Rebalance housing growth in areas with the capacity for greater density and strong access to jobs, services and public transport.

· Give effect recent housing reforms that increase housing supply and diversity, particularly in well-located areas including the Low and Mid-Rise Housing Policy, Transport Oriented Development program, and in-fill affordable housing settings under the Housing SEPP.

· Increasing the supply of affordable housing in priority locations under the Transport Oriented Development Program. The Transport Oriented Development Accelerated Precincts each have a base rate requirement for 3% of housing provided to be affordable. On key sites within these precincts and based on feasibility, higher rates of up to 18% affordable housing are required. This affordable housing is required to be delineated in perpetuity and managed by a registered community housing provider. In other Transport Oriented Development Areas, the NSW Government has introduced a 2% mandatory affordable housing contribution in perpetuity for development projects with a minimum gross floor area of 2,000 sqm.

2) Jobs and services

· Provide jobs guidance to support economic and population growth with a well-located and connected network of centres with a highly accessible public transport enabling businesses to specialise more effectively, improve job matching, and collaborate to drive innovation and productivity.

3) Liveability, open space and services

· Access to open space infrastructure and services is essential for communities and creating great places to live. Providing additional open space within infill developments can be challenging due to the land constraints and the high cost of land acquisition. It demands innovative solutions to providing open space such as integrating open space into development.

4) Employment and Industrial Land

· Secure productive industrial lands to support economic activity and implement the draft Statewide Industrial Lands Policy. The draft statewide policy aims to:

o respond to the changing needs of industry

o support the diversification, adaptation and intensification of industrial lands.

· It includes three categories of industrial lands:

o State significant industrial lands are critical infrastructure of state or national significance. Examples include Port Botany, Sydney and Western Sydney Airports.

o Regionally significant industrial lands are essential to supply chains and broader city functions such as waste. Examples include Silverwater, Kurnell and Alexandria.

o Locally significant industrial lands serve the local area and support local uses urban services such as mechanics or last-mile delivery.

5) Resilient and sustainable

· Promote the Resilient and sustainability land use and infrastructure planning to minimise the impact of natural hazards to communities and built environment.

It is understood that Councils will use The Sydney Plan as a key state strategic framework to review and update their Local Strategic Planning Statements, local housing and employment strategies and to assess the planning proposals. Broadly, the focus for Lane Cove would be housing supply, protection of employment and industrial land, and the sequencing and prioritisation of infrastructure, open space and resilience measures.

Discussion

This Plan does not significantly differ from the previous Greater Sydney Region Plan, A Metropolis of Three Cities and North District Plan overall but it is more concise and more focused with less detailed guidance on implementation for councils. However, there are issues with some aspects of the draft Plan as follows:

· The draft Plan proposes that every council must have an affordable housing contribution scheme in place by 2027. Preparing an affordable housing scheme requires a comprehensive feasibility and costing study, along with consultation and statutory steps needed to implement it. The proposed timeframe would be challenging without early release of the toolkit and additional resources for Council’s while the draft Plan is still on public exhibition until 27 February 2026 and expected to be finalised later in 2026.

· The timeframe for many of the actions in the draft Plan are proposed for 2026 and 2027, which is a short timeframe given the scale of work required for each action.

· Previously the North District Plan adopted a comprehensive approach to environmental sustainability—addressing issues such as the protection and enhancement of Sydney Harbour and local waterways, conservation of bushland and biodiversity, preservation of scenic and cultural landscapes, improved management of rural areas, expansion of urban tree canopy and Green Grid connections, delivery of high-quality open space, reduction of carbon emissions, efficient management of energy, water and waste, and adaptation to urban and natural hazards and climate change—the draft Plan has a more limited focus. Its sustainability objectives are largely centered on clean air and water, access to green and blue spaces, and the overall wellbeing of residents, with less emphasis on broader ecological systems, climate resilience, and resource management at a district scale.

Given Council’s history of achieving award winning sustainability outcomes, this approach is considered as a backward step. It does not build upon the work that Councils have already done and/or are in the process of doing. For example, Council’s Local Environmental Plan review includes a number of new sustainability measures and outcomes and is currently with the Department for a Gateway Determination. Further sustainability measures in the draft Plan should be encouraged and included.

· As it is shown in the figure below, the statewide discussion paper notes that Aboriginal outcomes are to be addressed across all six priority areas, however the plan lacks a clear narrative explaining how these outcomes will be embedded, implemented, and measured.

There is also no mention of the Connecting with Country framework which is used by large developments to incorporate Aboriginal knowledge into the built form landscape. It is recommended that an action be included in the draft Plan that involves the Connecting with Country framework and its implementation.

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Figure 3: Priorities listed in AT-12

· As shown in Appendix E (Jobs Guidance) (AT-6), the draft Plan provides guidance for job growth ranges for UDP areas and centres. In this draft plan, St Leonards is identified as the area with a high job density by 2044. However, majority of the properties within this area have already been rezoned for seniors housing and build-to-rent (this is explained in greater detail in the Comments section and in Figure 6). This existing planning context is required to be considered in the finalisation of this Plan.

· There is no mention or consideration of the impact of new housing developments on waste management and other infrastructure. It is considered a strategic issue in relation to waste management, as disposal of waste correlates with greenhouse gas emissions. Potentially more dwellings means more need for waste disposal, more disposal may lead to greater need for more frequent trips for waste service vehicles – thus increasing the amount of emissions from vehicles. While water and sewer infrastructure is generally planned by other agencies there still needs to be a coordinated effort to deliver this infrastructure to serviceable levels, particularly to deliver the housing proposed by the State Government.

This is not just a local issue, but a regional one that all Councils in Sydney must face. In this regard, Council supports the comments made by Northern Sydney Regional Organisation of Council’s (NSROC) in its submission.

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Figure 4: Employment guidance for centres

COMMENTS

The following section outlines the actions in the Sydney Plan that are relevant to Lane Cove with accompanying comments.

Council

1.4

Review and update local strategic planning and local environmental plans to align with the Sydney Plan and provide sufficient feasible capacity to meet housing targets

2027 and ongoing

Comment:

As part of the previous plan, Council was required to demonstrate that it had enough zoned land capacity to deliver between 3,000-3,500 dwellings up to 2026. The Strategy confirmed that there was enough zoned land.

The State Government then revised the St Leonards/Crows Nest 2036 Plan to the Crows Nest TOD plans to incorporate more dwellings.

The release of the National Housing Accord confirmed that Lane Cove (for a five year period) has to deliver 3,400 dwellings by 2029. The Department of Planning confirmed this would be split between Planned and Projected growth. The St Leonards South Urban Precinct will deliver 2,000 dwellings which was classed as the Planned growth, the Crows Nest TOD will deliver 1,400+ dwellings and was included in the Projected growth.

The recent introduction of the Housing Delivery Authority has allowed further dwellings on top of what was already Planned and Projected. Council is well-placed to exceed the Housing Accord target numbers by a considerable margin. It will be the third consecutive time that Council has exceeded the housing targets that it has been given by the State Government.

In any event, Council will still need to review its Local Housing Strategy to consider the impact of the Low and Mid-rise Housing reforms in the longer term.

Further, Council will need to review and update the Local Strategic Planning Statement (LSPS) in 2027 to ensure alignment with The Sydney Plan. Council has already reviewed the Lane Cove Environmental Plan (LEP) recently and confirms it is consistent with the plan and no amendments to the LEP is requited at this stage. The timeframes provided for local councils in the Plan are shown in this figure.

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Figure 5: The timeframe provided for The Sydney Plan to implement the framework

Council	2.6	Review local environmental plans, local contribution plans and development control plans relating to Low and Mid-Rise Housing Areas designated under the Low and Mid-Rise Housing Policy	2026
Council	2.7	Identify areas outside Low and Mid-Rise Housing Areas that can accommodate more diverse housing choice based on public transport connections to stations	2026-27
Council	2.8	Review minimum lot size requirements for dual occupancies outside Low and Mid-Rise Housing Areas	2026-27
Council	2.9	Consider more ways to provide high density development around stations and other transit hubs, where appropriate and feasible	2027 and ongoing

Comment:

Action 2.6 does not require any action at this stage from Council as most of our planning controls are fairly consistent and conducive to the Low and Mid-rise (LMR) reforms. However, this can change if further reforms are announced.

Action 2.7 is problematic because most of the land connected to stations is already designated as a Low and Mid-rise area. Areas on the peninsulas of Lane Cove do not have access to public transport and are therefore unstable for further increased densities – this is explained in Council’s Local Strategic Planning Statement.

In terms of minimum lot sizes for dual occupancies, Council currently has lot sizes in the Local Environmental Plan. It is 750 m² for attached and 900 m² for detached dual occupancies. These lot sizes are fairly similar to what exists in the LMR areas. However, further detailed work would need to be done as part of a revised Local Housing Strategy.

As per Action 2.9, Council has already rezoned areas most suitable for high density residential around the St Leonards train station and town centre (through LMR reforms). As a result, there are no further feasible areas to rezone for high density.

Council	3.3	Prepare and adopt an affordable housing contribution scheme	2027
Council	3.4	Identify surplus Council-owned land for affordable housing	2027

Comment:

According to the Plan, State Government will be developing an Affordable Housing Contribution Scheme toolkit. This is to assist Councils in fast-tracking the preparation and adoption of an Affordable Housing Scheme. This toolkit is expected to be released to Council’s in late 2026.

Current Affordable Housing Contributions are based on completion of a comprehensive study to support a scheme. While Council does not have a current scheme, it proposing to develop a policy in the first half of this year. Given the impending release of this toolkit no further work (in relation to a scheme) is to be undertaken. Once the toolkit is released, Council can start work to prepare and ultimately adopt a contributions scheme.

In terms of surplus Council-owned land for Affordable Housing, most Council-owned land comprises bushland or public open space which results in limited land available for affordable housing. However, the Civic Centre (Council offices) would be an opportunity to provide significant affordable housing and potentially community facilities.

Council	4.3	Review and update planning controls for E1 and E2 zones within the identified Low and Mid-Rise Housing Areas to increase floor space for goods and services to meet the needs of new residents and to consider shop top housing	2027
	4.4	Investigate and implement revised statutory provisions to enable new jobs in and out of centres, including responding to infrastructure availability	2026 and ongoing

Comment:

Action 4.3 is problematic for the E2 Commercial Core zone because a number of these sites have been converted to residential use. Figure 6 below shows the E2 zone sites in St Leonards which have been (or in the process of being) converted to either Seniors Housing, Build-to-Rent (BTR) or Residential apartments.

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Figure 6: Sites in St Leonards already converted to residential

The only sites available for commercial development are the set of shops directly adjoining Wadanggari Park and 29-57 Christie Street. One potential reason for these developments could be the proximity of the E2 zoned land to the Royal North Shore Hospital.

As per the E1 Local Centre zone, this zone already has shop top housing as a permissible land use so no further action is needed.

Council

7.4

Review Council’s existing and future open space provision and identify local opportunities to align with NSW Government’s open space outcomes

2027-29

Comment:

Council can support this action because it currently has an Open Space Plan that is due for review. The Plan should be revised having regard to the recent Low and Mid-rise reforms and other developments.

Council	8.7	Review locally significant industrial lands in line with the draft statewide policy and incorporate into future local planning	2026 and ongoing
Council	8.8	Update local zoning of industrial lands to be consistent with the statewide policy	2026-27

Comment:

Staff attended separate workshops on the proposed Industrial Lands policy which has been released with the Draft Sydney Plan – the Policy is supported.

It designates the Lane Cove West Industrial Area as Regionally Significant industrial land and the land at the Greenwich Refinery as State Significant industrial land (see Figure 7).

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Figure 7: Map of Industrial Lands

State Significant land under the policy is defined as:

“Areas that include or are directly linked to critical state or nationally significant infrastructure such as nationally significant airports, ports, intermodals and defence facilities. These areas are protected from incompatible land uses to give certainty around allowed activity that are crucial to national and state supply chains” (page 7 of AT-13).

Regionally Significant land under the policy is defined as:

“Areas of scale that contribute significantly to regional economies and the broader city function or provide infrastructure that supports the region through employment and economic contribution. They support a broad range of industries and employment opportunities and have strategic network importance. They generally exclude major retail and commercial uses that are ordinarily located in a centre” (page 7 of AT-13).

In planning terms, these categorisations are important because it determines what land uses are appropriate in these areas. In terms of State Significance, it:

“grants strong protections against any threat of encroachment from incompatible land uses. This designation is granted to critical infrastructure and does not permit any alternative land uses” (page 13 of AT-13).

For Regional significance, it:

“grants lands of high economic and employment contribution strong protections against encroachment from incompatible land uses while providing pathways for high-quality, alternative employment land uses to be developed. This makes sure that these lands are retained for employment and does not compromise industrial land uses, while enabling innovation and change that responds to economic conditions” (page 13 of AT-13).

In short, they provide good protection against the rezoning of these sites for inappropriate land uses. Council supports this approach.

As the first action relates to locally significant industrial land, this will not apply to Lane Cove. As per the second action, it is envisaged that this would occur over time, and no further work is needed at this stage. It needs to be mentioned that this could change based on State Government policies.

Council

12.3

Develop locally appropriate canopy and greening targets

2026-30

Comment:

Previously the State Government implemented the State Policy on Sustainable Buildings in 2023. As part of this, Council reviewed its entire Development Control Plan and created (the award-winning) Part S Environmental Sustainability along with other amendments.

One of those amendments was the introduction of tree canopy targets (amongst other things) for the Local Government Area. These changes were incorporated into Part J and were adopted in September 2023 and have been in place for nearly 3 years.

As a result, Council has already completed this action as part of its Sustainability Development Control Plan amendments, and no further work is required.

Timing

The Plan is on public exhibition until 27 February 2026. Although it has not yet been finalised, many of the actions outlined in the Plan indicate a timeframe extending to 2026. This is not considered realistic as the draft Plan is likely to be adopted in mid-2026.

It is expected that most (if not all) of these deadlines mentioned in the Plan will change slightly.

Financial Considerations

As a result of some of the actions, Council may be required to do some studies which will demand additional funds because of The Sydney Plan being adopted. However, this cannot be confirmed until the Plan is adopted.

Governance and Risk Considerations

While there are no governance or risk implications, some of the actions in the Draft Sydney Plan will require Council to commit to certain items i.e. Affordable Housing Strategy, Local Strategic Planning Statement, Local Housing Strategy etc.

Some of these actions also have deadlines attached to them which may potentially impact on the delivery of other projects.

Environmental Considerations

The subject of this report has no environmental implications for Council.

The resilience priorities will have an impact on council’s local environment. One criticism is that the Plan does not appear to have a big focus on the environment.

Social Considerations

The recommendations in this report maintain social outcomes for the community.

The recommendations in this report maintain social outcomes for the community as they provide diversity and job opportunities.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

2. Our Built Environment - A well designed, liveable and connected area

2.2 Housing

2.2.1 Ensure planning controls require a diverse range of housing types and encourage housing that is adaptable, accessible and affordable

Mark Brisby

Director - Planning and Sustainability

Planning and Sustainability Division

ATTACHMENTS:

AT‑1 View	The Sydney Plan - draft (2025-26)	69 Pages	Available Electronically
AT‑2 View	Appendix A: Using the technical appendices	3 Pages	Available Electronically
AT‑3 View	Appendix B: Summary of actions	6 Pages	Available Electronically
AT‑4 View	Appendix C: Glossary	6 Pages	Available Electronically
AT‑5 View	Appendix D: Pipeline of State rezonings	5 Pages	Available Electronically
AT‑6 View	Appendix E: Jobs guidance	40 Pages	Available Electronically
AT‑7 View	Appendix F: Public open space provision	4 Pages	Available Electronically
AT‑8 View	Appendix G: Blue-green grid	9 Pages	Available Electronically
AT‑9 View	Appendix H: Sydney industrial land categorisation - draft	7 Pages	Available Electronically
AT‑10 View	Appendix I: Flood planning principles	3 Pages	Available Electronically
AT‑11 View	Appendix J: Urban footprint policy guidance	11 Pages	Available Electronically
AT‑12 View	A new approach to strategic planning – Discussion Paper	41 Pages	Available Electronically
AT‑13 View	Statewide Policy for Industrial Lands - draft	34 Pages	Available Electronically
AT‑14 View	Draft submission	10 Pages	Available Electronically

Ordinary Council Meeting 19 February 2026

Adoption - St Leonards South Section 7.11 Plan Review

Item No: 15.4

Subject: Adoption - St Leonards South Section 7.11 Plan Review

Record No: SU10575 - 3907/26

Division: Planning and Sustainability Division

Author(s): Golrokh Heydarian; Christopher Pelcz

Purpose

The purpose of this report is to seek adoption of the St Leonards South Section 7.11 Plan following review by the Independent Pricing and Regulatory Tribunal (IPART) and approval by the delegate of the Minister for Planning.

Executive Summary

· The St Leonards South (SLS) 7.11 Contribution Plan was adopted by Council on 19 April 2022 and came to effect on 20 April 2022, following review and recommendations of IPART.

· One of the IPART requirements was for Council to review the plan within 3 years to include updated information on planning, assumptions, scope and cost of land and works in the plan.

· Council completed this review and submitted a revised SLS 7.11 Plan to IPART for assessment in July 2025.

· IPART reviewed the updated plan and released its Final Report on 7 October 2025, which included five recommendations.

· On 20 January 2026, the Department of Planning, Housing and Infrastructure, as delegate of the Minister for Planning reviewed the Contribution Plan and IPART’s review of the revised plan and recommendations, and accepted most of the recommendations, as detailed in Table 1.

· The Section 7.11 Contribution Plan has now been updated in response to comments provided by both the Department of Planning, Housing and Infrastructure and IPART and is submitted to Council for adoption.

RECOMMENDATION

That Council adopt the amended Section 7.11 Contributions Plan (AT-3) and publish it on its website as soon as practicable.

Background

Council’s original application to IPART for assessment of the SLS Section 7.11 Plan was lodged in June 2021.

IPART’s review of the SLS Section 7.11 Plan was completed in December 2021.

Council adopted the plan on 19 April 2022, and it became active on 20 April 2022.

The Plan was due for review in 2025 and at the November 2024 Council meeting the following was resolved:

3. amendments to the plan (if any) be tabled for the approval of Council before submission of the amended plan to IPART

The 7.11 Contributions Plan was updated in June 2025 to reflect revised information on planning assumptions, scope and cost of land and works included in the Plan. The revised plan was publicly exhibited from 21 June to 18 July 2025 prior to lodgment with IPART. In July 2025, the revised Contributions Plan was lodged with IPART for review.

The revised Plan outlines the progress over 3 years since the adoption of the Plan including:

· development approvals that have been granted, and construction that has commenced at development sites throughout the precinct.

· the scheduled installation of a new stormwater system in Canberra Avenue, Holdsworth Avenue, Berry Road and Park Road that have been completed.

· council commenced acquiring properties for the Local Park and has now settled on four of the ten lots (up to June 2025) for the new local park at the previous rate mentioned in the plan.

On 7 October 2025, the final assessment report (AT-1) was published by IPART, indicating that the revised St Leonards South Precinct Contribution Plan (SLS CP) met most of the assessment criteria. However, IPART made five recommendations relating to the indexation of land and works costs and to updating the SLS CP to reflect recent land acquisitions and the staging of works.

Discussion

On 20 January 2026, Lane Cove Council received a letter (AT-2) from the Department of Planning, Housing and Infrastructure (acting in the capacity as delegate for the Minister of Planning) which stated that they had accepted the majority of IPART’s recommendations, however Council was required to make some final changes to the plan prior to adoption. The comments from IPART and the Department of Planning, Housing and Infrastructure are shown in Table 1.

Table 1. Response to IPART review and DPHI Correspondence dated 20 January 2026

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The updated plan addresses the comments provided by both IPART and the Department of Planning, Housing and Infrastructure.

In response, Council has amended its Contributions Plan (see AT-3) as follows:

· The plan has been updated to reflect the acquisition of 23 Berry Road, St Leonards. The plan also shows properties to be acquired following plan finalisation.

· The previous references (and costs) to consumer price indices (CPI) have been removed and replaced with Producer Price Indexes (PPI), where relevant.

· The previous reference to ABS Established House Price index has been removed and replaced with the Cotality unimproved land value index for Greater Sydney.

· No action is required to publish any data, as it has been rejected by the Department of Planning, Housing and Infrastructure.

· The works schedule in Appendix A has been updated to reflect relevant applicable infrastructure thresholds and staging requirements. Appendix B (Detailed Cost estimates) have been removed from the document and will be placed on the website separately. These have been clarified in the plan where applicable.

A breakdown of all Section 7.11 Contributions received so far have been attached to this report in AT-4.

Timing

Adoption of this plan is essential to finalise delivery of essential infrastructure in the SLS precinct.

Financial Considerations

Adoption of this plan is essential to finalise the purchase and embellishment of essential infrastructure in the SLS precinct.

Governance and Risk Considerations

The adoption of a contemporary development contributions plan is best practice and ensures appropriate governance in the management of levying and collection of developer contributions.

Environmental Considerations

The subject of this report has no environmental implications for Council.

Social Considerations

The recommendations in this report will have positive social outcomes for the community through providing public infrastructure in a timely manner.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

2. Our Built Environment - A well designed, liveable and connected area

2.3 Assets, Infrastructure & Public Domain

2.3.4 Investigate opportunities to create more open space

2.3.5 Identify innovative funding and partnerships to provide for new and upgraded assets and infrastructure

Mark Brisby

Director - Planning and Sustainability

Planning and Sustainability Division

ATTACHMENTS:

AT‑1 View	Final IPART Assessment	37 Pages	Available Electronically
AT‑2 View	Letter to Council - Section 7.11 Plan for St Leonards South	2 Pages	Available Electronically
AT‑3 View	Contributions Plan - for adoption	48 Pages	Available Electronically
AT‑4 View	Section 7.11 Information Report	1 Page	Available Electronically

Ordinary Council Meeting 19 February 2026

Planning Proposal 47 - Heritage Amendment - 3 Austin Crescent

Item No: 15.5

Subject: Planning Proposal 47 - Heritage Amendment - 3 Austin Crescent

Record No: SU10933 - 3171/26

Division: Planning and Sustainability Division

Author(s): Golrokh Heydarian; Christopher Pelcz

Purpose

A Planning Proposal (AT-1) for 3 Austin Crescent, Lane Cove has been submitted for consideration. The Planning Proposal seeks to remove the property at 3 Austin Street, Lane Cove from Schedule 5 of the Lane Cove Local Environmental Plan 2009 (LEP).

Executive Summary

· The Planning Proposal (PP) was prepared by Urbanism Pty Ltd and includes a Heritage Assessment prepared by Three+One Heritage, which concludes that the property no longer demonstrates historic significance at either the local or state level.

· Council engaged an independent heritage consultant to review all material supplied with the Planning Proposal. Overall, the advisor is of the opinion (AT-4) that the “proposal to remove the heritage listing from No.3 Austin Crescent is supported, and it is recommended that the item, and the adjacent house at No.1 Austen Crescent, be removed from Schedule 5”.

· Planning Proposal 47 was reported (AT-6) to the Lane Cove Local Planning Panel (LPP), for advice on 18 December 2025. In accordance with section 9.1 of the EP&A Act, staff prepared an assessment report with recommendations in relation to the Planning Proposal including whether or not the proposal should be forwarded to the Minister for a Gateway Determination.

· The LPP advice was that Planning Proposal 47 (AT-7) be supported as it satisfies both the strategic and site-specific merit tests.

The Panel also noted that it was not in a position to address the request to delist 1 Austin Crescent as no Planning Proposal was before the Panel in relation to that property but had one been lodged the Panel noted that it would have supported delisting.

RECOMMENDATION

That Council:

1. endorse the planning proposal for 3 Austin Street, Lane Cove at Attachment 1 to this Report (Planning Proposal) for forwarding to the Department of Planning, Housing and Infrastructure for a Gateway Determination under section 3.34 of the Environmental Planning and Assessment Act 1979.

2. publicly exhibit the Planning Proposal in accordance with any Gateway Determination.

3. submittors to the consultation of the Planning Proposal be advised of Council’s decision

Background

The property known as 3 Austin Crescent, Lane Cove is located on the eastern side of Austin Crescent, in an angle formed by the junction between Austin Crescent and Austin Street. The Site is zoned R3 Medium Density Residential and has a site area of 600 sqm.

The subject site is listed as a local heritage item in Part 1 of Schedule 5 of the Lane Cove LEP 2009 as “House”, 3 Austin Crescent, Lane Cove (item no. I152).

A map of a neighborhood

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Figure 1: Heritage Map - Existing

The Planning Proposal (AT-1) seeks to amend the Lane Cove Local Environmental Plan 2009 (LCLEP) to remove the property located at 3 Austin Crescent, Lane Cove as a heritage item from schedule 5 of the Local Environmental Plan (LEP).

SITE

The property adjoins the neighbouring residential development along its northern and southern boundaries, with the property’s western boundary (principal) fronting Austin Crescent.

The subject site is located adjacent to “House”, 1 Austin Crescent, Lane Cove (listed on the LEP as a local heritage item no. I151), and in close proximity to “Lane Cove Public School”, 145–153 Longueville Road (item no. I178).

The site is not located within or in proximity to a local Heritage Conservation Area (HCA).

Figure 2: Aerial image of the local area with subject site outlined in red (Source: NSW Spatial Explorer, 2025).

Figure 3: From left to right: no. 5, no. 3, and no.1 Austin Crescent in 1987, Lane Cove Council. (Source: NSW State Heritage Inventory

Figure 4: No. 3 (left) and no. 1 (right) Austin Crescent in October 2024. (Source: Google Street View)

HISTORY

According to the applicant’s study (AT-2), the subject site appears to have been constructed prior to 1941 in a simple, austere style, typical of its era with brick constructed and hipped terracotta roof profiles.

The site also is bounded to the north by No. 5 Austin Crescent and to the south by No. 1 Austin Crescent. It is noted that No. 1 Austin Crescent is also identified as a local heritage item under Schedule 5 of the Lane Cove Local Environmental Plan 2009 (LCLEP 2009), whereas No. 5 Austin Crescent is not heritage-listed.

The immediate context is therefore characterised by a mix of heritage and non-heritage residential properties within a low-density suburban setting. Historical imagery suggests that these three (3) dwellings were constructed at a similar time (c. 1941) and at one stage reflected the same architectural features, being single-storey, late Interwar era dwellings, constructed in a simple, austere style, typical of its era with brick construction and hipped terracotta roof profiles.

A collage of different images of houses

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Aerial view of a neighborhood

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Figure 5: Historical aerial imagery of no. 1, 3, and 5 Austin Crescent from 1930-2025 (Source: 1943-2005, NSW Historical Imagery Viewer; 2025, NSW Spatial Explorer)

According to the applicant’s argument (AT-2), the site at 5 Austin Crescent, is not listed as a heritage item. However, the dwelling was constructed in the same period as the neighbouring dwellings of 1 and 3 Austin Crescent (between 1930-1942). The dwelling presents as an example of development in the late Interwar period with a face brick finish, simple tile clads hipped roof, and minimal decorative detailing. The site appears relatively intact from its principal elevation on Austin Crescent.

Dwelling Exterior

The subject dwelling is a single-storey, late Interwar era dwelling, constructed in a simple, austere style, typical of its era of construction but with a modified appearance. The dwelling is slightly elevated above ground level.

The building is of brick construction to which a modern, cement render has been applied. Its medium-pitched hipped roof is clad with terracotta tile.

A central covered porch projects from the façade in front of the entrance; its roof is supported by square masonry piers and topped with a small decorative street-facing gablet. The façade on either side of the porch is punctuated by timber sash windows.

A garage is attached to the northern side of the building. The site does not feature a front garden, but the yard is instead paved extensively in concrete, accommodating a driveway and external car spot. The same design is continued at the rear, with a hipped roof and cement-rendered perimeter walls, part of a later rear addition.

The rear of the property features an ample yard with numerous plantings.

Figure 6: Number 3 Austin Crescent in 2013. (Source: State Heritage Inventory Database, “House”, 3 Austin Crescent, Lane Cove)

The exterior has been modified with the following:

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· Modern, cement-rendered brick finish to principal façade

· Projecting porch entryway with masonry piers

· Tile-clad hipped roof of medium pitch

· Street-facing gablet

· Sash windows

· Concrete-paved yard

Figure 7: Street-facing façade of 3 Austin Crescent, Lane Cove (Source: Three + One Heritage, 11/04/2025)

· Cement-rendered external walls

· Tile-clad hipped roof of medium pitch

· Ample yard with numerous plantings

Figure 8: Rear of 3 Austin Crescent, Lane Cove (Source: Three + One Heritage, 11/04/2025)

Dwelling Interior

Inside the dwelling there are five bedrooms, two bathrooms and one small kitchen and dining space that gives way to a larger open plan dining and kitchen space at the rear of the property.

This rear portion, which covers approximately half of the entire floor-space of the dwelling, is a later addition and has been designed in a sympathetic manner, echoing original features of the dwelling.

The original kitchen and dining area, once separate rooms, have been unified through the removal of the partition wall, as evidenced by the retained bulkhead.

Bedroom floors are covered in low-pile grey carpet, while the corridors, living and kitchen areas feature timber floorboards throughout. The main bedroom contains a painted brick-faced fireplace.

The interior has been modified with the following:

	· Street-facing sash windows · Painted brick fireplace and rendered chimney breast (behind furniture, at left of image) · Simple decorative plaster cornice mouldings
Figure 9: Main bedroom (Source: Three + One Heritage, 11/04/2025)
	· Timber flooring · Simple skirting and architraves · Non-original front door · Non-original multi-pane doors · Simple decorative plaster cornices
Figure 10: Front hallway (Source: Three + One Heritage, 04/07/2025)
	· Non-original tile wall and floor finishes · Modern fixtures · Frosted glass awning window with simple architrave · Plaster cornices with corner
Figure 11: Front bathroom (Source: Three + One Heritage, 04/07/2025)
	· Retained bulkhead of removed partition wall · Bulkhead and plaster moulded ceiling cornices delineating boundaries of individual rooms · Timber floorboards · View into modern extension
Figure 12: Original kitchen and dining rooms unified into combined open space (Source: Three + One Heritage, 11/04/2025)
	· Timber flooring · Painted render walls · Modern kitchen fixtures · Double timber framed sash windows · Plaster cornices with corner ventilators
Figure 13: Kitchen (Source: Three + One Heritage, 04/07/2025)
	· Contemporary rear extension
Figure 14: Contemporary rear extension (Source: Three + One Heritage, 11/04/2025)

Discussion

STRATEGIC MERITS

This section will review and outline the strategic planning documents relevant to this Planning Proposal in order to provide an overall response at the end of the section.

Greater Sydney Region Plan

In relation to this Planning Proposal, the relevant objective and strategy is as follows:

· Objective 13: Environmental heritage is identified, conserved and enhanced.

· Objective 39: A collaborative approach to city planning.

North District Plan

In relation to this Planning Proposal, the relevant priority and action from the Plan is as follows:

· Planning Priority N2: Working through collaboration

o Objective 5: Benefits of growth realised by collaboration of governments, community and business.

· Planning Priority N6: Creating and renewing great places and local centres, and respecting the district’s heritage

o Objective 12: Great places that bring people together.

o Objective 13: Environmental heritage is identified, conserved and enhanced.

Local Strategic Planning Statement

In relation to this Planning Proposal, the relevant priority is as follows:

· Planning Priority 6: Create and renew public spaces and facilities to improve our community’s quality of life.

The above policy contains a section dedicated to “Embracing Heritage”, noting:

“A variety of local heritage items and heritage streetscapes form part of the character of centres throughout the North District and Lane Cove.”

Therein, it further states:

“Heritage identification, management and interpretation are required so that heritage places and stories can be experienced by current and future generations.”

The term “interpretation” is considered to be directly applicable to this Planning Proposal. In this context, the interpretation of heritage items relates not only to their understanding and presentation but also to the process of their designation.

Accordingly, a Heritage Statement has been prepared for the subject property and is enclosed with this proposal. This report provides an assessment of the property and offers an interpretation of its heritage value.

The cumulative effects of additions and alterations to the subject property over the past few decades have rendered its original heritage value to be considerably diminished.

Local Housing Strategy

Section 6 of the strategy relates to Housing Priorities within the LGA. Therein, section 6.2.7 refers specifically to “Preserving and enhancing character and heritage”. This strategy recognises that character and heritage should be evolving, interpretive concepts that support innovation and contemporary community needs. Specifically, the strategy states that:

“Incorporating character and heritage can be interpretive, rather than strict repetition, encouraging new housing to build upon existing values and adapt new trends into building design and structure.”

In this context, retaining the heritage listing of 3 Austin Crescent, despite its lack of remaining heritage significance, risks constraining thoughtful and innovative development that could better reflect current and future housing needs. The proposed removal of the listing allows for the opportunity to create a new built form that is respectful of local character, while embracing the strategy’s call for adaptation to “the trends of the day.”

Moreover, the Strategy also recommends “routine heritage reviews are undertaken”, where deemed necessary. We consider this especially relevant in this instance, with this planning proposal intended to begin the process of requesting Council to reconsider the subject local heritage item.

The intent of the Strategy is to maintain and strengthen Lane Cove’s valued character—not to impose heritage listings that no longer serve their original purpose. As the Strategy makes clear:

“Future character and heritage controls [should] seek to preserve and enhance character while also encouraging innovation and adaptation of the trends of the day.”

The removal of the subject property from Part 1 of Schedule 5 of the LCLEP 2009 will facilitate future innovation and adaption of the site. It is considered that that a local heritage designation on the subject property is unduly restrictive in the context of the above guidance, particularly given that the site is no longer an exemplar of an Interwar Californian Bungalow.

SITE-SPECIFIC MERITS

The criteria for assessing heritage significance consider seven (7) matters as follows:

· Criterion A – Historical Significance;

· Criterion B – Historical Associations;

· Criterion C – Aesthetic Values;

· Criterion D – Cultural Associations;

· Criterion E – Cultural or Natural Research Value;

· Criterion F – Rarity;

· Criterion G – Representativeness;

The applicant has already provided an assessment against each of the seven criteria in AT-5. These will be reviewed with additional comments where relevant.

Criterion A

The applicant provides the following in terms of criterion A:

“The subject dwelling, constructed c.1941, is associated with the pattern of residential subdivision and generally modest housing development in Lane Cove during the late Interwar and early Postwar period. Its original construction reflects the economic austerity of the era, evidenced by its modest scale, restrained detailing, and readily available materials. However, the dwelling has undergone a number of external alterations, including changes to its original materials and detailing, which have diminished its ability to effectively demonstrate this historical phase in a legible or representative way. Due to the extent of these modifications, the dwelling is not considered to retain sufficient integrity to meet Criterion (A) – Historic Significance at a local level.

This item is not considered to be of Historic Significance at a State or Local level.”

In response, Council can confirm these comments through the development applications it has received for the various external alteration, including changes to its original materials and detailing.

Criterion B

The applicant provides the following in terms of criterion B:

“The subject dwelling is not known to be associated with any person or group of note.

This item is not considered to be of Associative Significance at a State or Local level.”

In response, Council can confirm the above comment.

Criterion C

The applicant provides the following in terms of criterion C:

“The subject dwelling presents as a modified example of a late Interwar dwelling evidenced by its overall form, opening patterns, and simple austere design utilising materials common in the period. The building is not considered to demonstrate any particular aesthetic, creative, or technical achievement, and is more an example of a building approach common at the time of construction. Recent modifications to the building have impacted the building’s ability to fully demonstrate this aspect of the building as a type, particularly the rendering of the exterior which has obscured its original brick materiality, and minor decorative components including verandah pier detailing.

This item is not considered to be of Aesthetic Significance at a State or Local level.”

In response, Council can confirm the building is now not considered to demonstrate any particular aesthetic, creative, or technical achievement, and is more an example of a building approach common at the time of construction. Notwithstanding, modifications to the building have impacted the building’s ability to fully demonstrate this aspect.

Criterion D

The applicant provides the following in terms of criterion D:

“The subject dwelling has not been identified as having strong or special association with a particular community or cultural group in the Lane Cove area for social, cultural or spiritual reasons.

This item is not considered to be of Social Significance at a State or Local level.”

In response, Council can confirm the subject dwelling has not been identified as having strong or special association with a particular community or cultural group in the Lane Cove area for social, cultural or spiritual reasons.

Criterion E

The applicant provides the following in terms of criterion E:

“The subject site provides limited potential for further research.

This item is not considered to be of Technical / Research Significance at a State or Local level.”

In response, Council can confirm the subject site now provides limited potential for further research.

Criterion F

The applicant provides the following in terms of criterion F:

“Most of the development of Lane Cove occurred during the Interwar and Post-WWII eras, 37 with many intact examples from these periods still evident throughout the streetscapes of the suburb and the wider LGA. The subject dwelling, while constructed during this broader period of growth, is not considered rare or uncommon within this context. It does not demonstrate any defunct customs, rare design features, or construction techniques that are at risk of being lost.

This item is not considered to meet the threshold for Rarity at the State or Local level.”

In response, council can confirm this dwelling type is not considered rare in nature, with similar building types present throughout the Land Cove LGA.

Criterion G

The applicant provides the following in terms of criterion G:

“The subject dwelling was originally a good example of the austere late Interwar housing style, representative of the type of modest residential development that characterised much of Lane Cove’s growth during this period. However, subsequent alterations particularly the application of modern cement render to the exterior and later additions have compromised the dwelling’s integrity and reduced its ability to clearly demonstrate the characteristic features of its type. Internally, while some elements of simple Interwar/Postwar decorative detailing remain, changes to configuration and finishes have further diminished its representative value.

This item is not considered to be Representative at the State or Local level.”

According to the document provided by the applicant, Butler (1992) notes that a defining characteristic of Interwar Californian Bungalows in Australia was their regional adaptation, often reflected in the use of local materials—such as red brick in Melbourne, liver-coloured brick in Sydney, and limestone in South Australia.

In response, council confirms the subject swelling no longer retains this characteristic feature and is therefore no longer representative of the late interwar housing style.

INDEPENDENT HERITAGE CONSULTANT ADVICE

Council provided all material supplied with this proposal to its independent heritage consultant for review. In response to the heritage assessment and proposal, they provide the following comments (see AT-4):

In response to the heritage assessment by the applicant, the consultant comments are:

“The Heritage Assessment is comprehensive and provides detailed historic information, information about the changes to the dwelling and its pair, a comprehensive comparative analysis and assessment against the NSW Standard Criteria for the assessment of heritage significance”.

The consultant is of the opinion that the proposed de-listing of 3 Austin Crescent has been adequately justified for the following reasons:

“The house was listed in 1987 as part of a pair of intact, simple, austere cottages that reflected suburban development in the post- WWII period, with simple brick detailing. At some time between 2013 and 2025, the house was rendered and painted, and the front garden area paved with concrete for carparking. Due to these changes, the house is no longer intact and does not present as a simple, austere, post -WWII suburban dwelling.

Furthermore, its pair at No.1 Austin Crescent has undergone substantial changes that have completely altered the presentation of the dwelling, including the addition of a second storey, new concrete roof tiles, and, like No. 3 Austin Crescent, the original face brickwork has been rendered and painted. As a result, the houses no longer read as a pair, and neither house is considered to be intact. Accordingly, the significance of the houses as a pair of intact, simple, austere cottages from the post-war era has been lost”.

Overall, the advisor is of the opinion that the “proposal to remove the heritage listing from No.3 Austin Crescent is supported, and it is recommended that the item, and the adjacent house at No.1 Austen Crescent, be removed from Schedule 5”.

Based on the comments above and considering the cumulative impacts of development that have occurred on site, there appears to be sufficient justification for de-listing of No.3 Austin Street from the heritage item and the potential impacts of the proposed de-listing have been adequately addressed.

RESPONSE TO NOTIFICATION

This Proposal was (informally) publicly exhibited from Monday 24 November to Friday 5 December 2025. Two submissions were received. These submissions are summarized below.

Comment	Response
Both submissions supported the planning proposal and requested the delisting of No. 1 Austin Crescent due to extensive alterations and external modifications for both properties.	Noted.

Community Consultation

Statement of Intent

The consultation is designed to elicit any feedback members of our community may have on the matter and report that feedback back to Council for its consideration.

Method

Level of Participation	Consult	Consult
Form of Participation	Open	Targeted
Target Audience	Lane Cove Community	Affected Owners and surrounding properties
Proposed Medium	Website Exhibition	Letter

CONCLUSION

According to the heritage assessment provided by the applicant and independent heritage consultant’s review, the property at No.3 Austin Crescent and its adjoining pair at no. 1 have been significantly modified due to substantial alterations undertaken over time.

Both dwellings have lost the intact, austere post-war character for which they were originally listed, and no longer read as a pair of heritage significance.

Council considers the applicant’s heritage assessment to be thorough and supports the proposal to remove No. 3 Austin Crescent from the heritage schedule. However, while the independent heritage advice notes that No. 1 be de-listed for the same reasons – this aspect is not supported at this time.

Even though the owners of 1 Austin Crescent support their property being de-listed as well, the Planning Proposal only contains a thorough assessment for 3 Austin Crescent not No.1 Austin Crescent. It is inappropriate to consider a heritage de-listing for a separate property which has yet to be properly assessed.

The Lane Cove Local Planning Panel, at its meeting on 18 December 2025, advised of its support for the Planning Proposal, noting that it satisfies both the strategic and site-specific merit tests.

However, the Planning Panel noted that it was not able to address the request to delist 1 Austin Crescent as no Planning Proposal was before the Panel in relation to that property but had an application been lodged the Panel noted that it would have supported delisting.

Timing

A public exhibition period will be required if the Planning Proposal is given a Gateway Determination. The timeframe for future consultation will be set out on the Gateway Determination.

Financial Considerations

The recommendations of this report pose no financial impact on Council.

Governance and Risk Considerations

Not applicable.

Environmental Considerations

The subject of this report has no environmental implications for Council.

Social Considerations

The recommendations in this report maintain social outcomes for the community

As the subject dwelling has not been identified as having strong or special association with a particular community or cultural group in the Lane Cove area for social, cultural or spiritual reasons.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

2. Our Built Environment - A well designed, liveable and connected area

2.2 Housing

2.2.1 Ensure planning controls require a diverse range of housing types and encourage housing that is adaptable, accessible and affordable

Mark Brisby

Director - Planning and Sustainability

Planning and Sustainability Division

ATTACHMENTS:

AT‑1 View	Planning Proposal - 3 Austin Crescent	21 Pages	Available Electronically
AT‑2 View	Heritage Assessment - 3 Austin Crescent	45 Pages	Available Electronically
AT‑3 View	Merged Maps - 3 Austin Crescent	2 Pages	Available Electronically
AT‑4 View	Independent Heritage Review	5 Pages	Available Electronically
AT‑5 View	Assessing heritage significance - NSW Heritage Criteria	55 Pages	Available Electronically
AT‑6 View	Local Planning Panel Report - Thursday, 18 December 2025	17 Pages	Available Electronically
AT‑7 View	ADVICE - 3 Austin Crescent - Local Planning Panel	3 Pages	Available Electronically

Ordinary Council Meeting 19 February 2026

Post Exhibition - Road Naming Proposal

Item No: 15.6

Subject: Post Exhibition - Road Naming Proposal

Record No: SU10859 - 3831/26

Division: Planning and Sustainability Division

Author(s): Christopher Pelcz

Purpose

The purpose of the report is to determine a suitable name for the new road in St Leonards that will connect Park Road and Berry Road.

Executive Summary

· Council at the October 2025 Council meeting resolved to seek ideas from the community to name a new road being delivered as part of the St Leonards South Precinct (between Berry Road and Park Road) for a period of 6-weeks.

· Community ideas for the name of the new road were sought between 6 November and 18 December 2025.

· A total of 11 survey responses were received, and all name suggestions have been considered against the NSW Geographical Names Boards requirements and the road naming evaluation tool.

· From this review, three names have been deemed to be appropriate, however the preferred name of ‘Lumen’ as it is the most appropriate name and is consistent with the NSW Geographical Names Board requirements.

RECOMMENDATION

That Council:

1. endorse the name ‘Lumen Lane’ for the new road connecting Park Road and Berry Roads, St Leonards.

2. forward the road naming proposal to the NSW Geographical Names Board for consideration and approval.

Background

A new road is being delivered as part of the St Leonards South precinct on sites known as Areas 22 and 23. The precinct plan shows the delivery of a new public road connecting Berry Road and Park Road.

The respective Development Application for Sites 22 and 23 was approved on 3 August 2023 and construction of the development is well advanced. The developer approached council seeking a name to be assigned to the new road (see Figure 1) and this report seeks to conclude the naming process.

Figure 1: Location of new road

When seeking ideas from the community and ultimately approving a new road name, Council should follow the guidelines set down in the Geographical Names Board’s NSW Addressing Policy.

Some key criteria for determining road names includes:

· Road names are not to be duplicated, or be too similar to, existing names within a 10 km radius.

· The GNB's Road Name Evaluation website can be used to check for eligibility.

· Road names should have relevance to the local heritage, culture, environment or industry.

· Road names with a local Aboriginal dimension are encouraged but must be supported by the local Aboriginal community.

· For road names commemorating a person:

o The person should have contributed significantly to the area.

o The person must have been deceased for at least 12 months.

o An effort should be made to gain consent from family members of the person.

The Road Naming process is also subject to requirements under the Roads Act 1993, Roads Regulation 2018 and the NSW address Policy and User manual.

Discussion

Council officially sought name suggestions from the public from 6 November to 18 December 2025 and the public exhibition included an accompanying survey. The following road name suggestions have been received:

· William Tunks

· Lumen

· Jacaranda Blue

· Parkberry

· Streety McStreetface

· Banksia

· Link

· Perry or Parry

· Cycle

· Leafy

There was one further name suggestion received which is not included in the report as the name would be considered to meet the as offensive language criteria as defined by the Geographical Names Board and has been removed from consideration.

All the other name suggestions have been checked against the Road Name Evaluation tool of the NSW Geographical Names Board. The following names are not considered suitable as they breach the criteria set by the NSW Geographical Names Board:

· William Tunks – while Mr Tunks was a very important local figure in St Leonards (being the first Mayor of St Leonards), both names ‘William’ and ‘Tunks’ are existing roads within a 10km radius.

· Jacaranda Blue – there is a similar road in Cabarita.

· Parkberry – combination of existing roads ‘Park’ and ‘Berry’ would cause conflict.

· Streety McStreetface – contains the words ‘Street’ within the name.

· Banksia – a number of different roads within 10kms are named Banksia already.

· Link – A link is a type of road under GNB’s policies and cannot be used.

· Perry or Parry – combination of Pacific Highway and Berry Road. Both roads are already in existence in multiple locations within 10kms.

Based on the above assessment, the following three names are considered appropriate for consideration:

· Lumen – the name derives from the Latin word meaning ‘light’ and was considered a measure of light as far back as Roman times. The term is also associated with architectural knowledge and design. This would be considered appropriate as the St Leonards South precinct was designed and reviewed by architects and urban designers at both local and state government level. According to the road naming evaluation tool there are 2 similar sounding roads (Lumsden and Lumeah) within 10kms of the precinct.

· Cycle – the name refers to cycleways and shared user paths that will exist in the precinct upon completion. Whilst this is not a strong connection to the area, the road naming evaluation tool found that there were no issues associated with this name.

· Leafy – the name refers to the leafy surrounds and the desired future character of the precinct. The road naming evaluation tool highlights 3 similar sounding roads (Lea) within a 10km radius.

It is recommended that council proceed with ‘Lumen’ because of its association with light and design. As stated above, the precinct’s history includes architectural design input from both local and state Government levels – including the NSW Government Architect. The potential conflicting road names mentioned above are considered extremely minor.

Following endorsement of the final name by Council, the proposed road name will be submitted to the Geographical Names Board (GNB) for consideration and approval.

Timing

Once Council submits its approved road name, the NSW Geographical Names Board will review. If approved the name will be reserved until the developer provides the final survey showing the boundaries and location of the new road.

Financial Considerations

The recommendations of this report pose no financial impact on Council.

Governance and Risk Considerations

The recommendations of this report pose no governance considerations.

In terms of risk, the NSW Geographical Names Board can reject the proposal which may require re-exhibition. However, Council can choose an alternative name listed in this report.

Environmental Considerations

The subject of this report has no environmental implications for Council.

Social Considerations

The subject of this report has no further social considerations for Council.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

4 Our Culture - Fostering an inclusive community rich in culture with a strong identity

4.3 Celebrating Cultural Identity

4.3.1 Encourage activities which foster the community’s connection to Lane Cove and complement these with Council-led initiatives

Mark Brisby

Director - Planning and Sustainability

Planning and Sustainability Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 19 February 2026

Response to Notice of Motion - Enhancing infrastructure for dogs in Lane Cove - Update

Item No: 16.1

Subject: Response to Notice of Motion - Enhancing infrastructure for dogs in Lane Cove - Update

Record No: SU1247 - 6158/26

Division: Open Space and Infrastructure Division

Author(s): Millie Allsopp

Purpose

The purpose of this report is to provide Council with an update on actions arising from Resolution 283 of the December 2025 Ordinary Council Meeting and seek a Council decision to commence improvement works at Turrumburra off-leash dog area this financial year.

Executive Summary

· Investigations related to the carrying out of a range of measures to improve dog parks in the Lane Cove LGA as required in Resolution 283 have been carried out. Such measures include improvements to drainage, repair of turf, fencing modifications, increased maintenance and installation of turf reinforcement mesh at Blackman Park.

· The improvements and proposed cost of carrying out work at Blackman Park are included in the report and, given extensive costs, are provided for Council’s future consideration as part of the preparation of the draft 2026/27 budget.

· Site investigation and proposed improvements to Turrumburra Park enclosed off-leash dog area have also been identified and are able to be carried out this financial year through funds available in the current (2025/26) maintenance budget.

RECOMMENDATION

That Council:

1. receive and note the report.

2. consider the improvement works at the Blackman Park off-leash dog area when considering the draft 2026/27 budget.

3. endorse the recommended improvement works for the Turrumburra off-leash dog area to be carried out this financial year (2025/26).

Background

At the December 2025 Council Meeting, the following was resolved:

283

1. receive a report for consideration ahead of the finalisation of the 2026/27 budget on the indicative cost to improve dog parks in Lane Cove including:

a) improving drainage at the Blackman dog park to bring it to the same or similar quality of drainage as the adjacent field;

b) fixing twisted wire, broken latches etc that may cause injuries to people and their dogs at dog parks across the LGA;

c) increasing routine mowing/weed maintenance within dog park areas across Lane Cove LGA;

d) installing improved ground surfacing options, such as turf reinforcement mesh or mulch in high-traffic areas within dog park areas across Lane Cove LGA;

e) removing broken glass, building debris and other dumped material within Turrumburra dog park; and

2. as an interim measure, investigate options to safely store a shovel to allow dog park users at Blackman to fill in holes as they see them; including inquiring with the Puppy Tail Cafe about the potential of storing a shovel.

Discussion

Blackman Park Enclosed Off-Leash Dog Area improvements

Existing dog areas and sports fields at Blackman Park

Drainage improvements and turf repair

Council has investigated the process and cost of installing the same drainage system that is in our sports fields, into the off-leash dog area at Blackman Park. Sports field drainage consists of sand slit drains spaced at regular 2m to 2.5m intervals that intercept surface water to drain it away. Due to the spatial constraints of the off-leash dog area, to achieve this outcome in this area, our specialised drainage contractor has advised that the standard process for installing these drains into this area will not be able to be used.

The standard method for installing sand slit drainage into a sports field uses large, automated machinery that cuts long straight drainage trenches, installs the drainage aggregate, lays the ag lines, backfills the trench with sand and captures the spoil for disposal all in one process. This process was used at Blackman Park in 2019 and Bob Campbell Oval in 2025. As this machinery will not fit into the off-leash dog area, this automated process cannot be used. Our contractor has stated that the works will need to be undertaken using a more manual process with a 3m drainage spacing.

The off-leash dog area at Blackman Park also has a number of constraints consisting of structures and a high-pressure gas main that runs through it. The gas main has 5m buffer zone around it where no excavation is permitted and thus no sand slit drains will be able to be constructed in this buffer zone. Navigating around the structures will further add to the costs of installing the sand slit drainage lines.

Obstructions to drainage extent, with various facilities (pink) such as shelters and high-pressure gas main (orange)

Following the installation of the sand slit drainage the off-leash area will need to remain closed for up to 2 months to allow for the turf to recover and establish sufficiently. These works should achieve a comparable outcome to the drainage on the sports fields, however as discussed, the methodological changes required in this setting will result in increased costs compared to similar works being undertaken on a sports field where there are no spatial constraints.

The indicative cost for the drainage upgrade and turf repairs is $187,700.

Repair of fencing and gates

Frequently the entry gates are subject to damage due to heavy usage and forceful closures. Council has continued to repair these damaged gates, including the gate latches referred to in the resolution. A more robust solution, to suit the park’s conditions, is currently being investigated with Council’s fence supplier. As also outlined in the resolution, a portion of fencing dividing the large off-leash area from the adjacent cricket nets is deteriorating due to wear and tear from heavy use. Work has been scheduled to repair and strengthen these fencing panels around the cricket nets, to improve safety. The present maintenance budget (2025/26) will be used to fund these repair costs.

Additionally, it has been identified that cricket balls are escaping the cricket nets and are landing in the off-leash dog area. To improve safety of users around the cricket nets it is recommended to extend the roofing of the cricket nets to prevent cricket balls from entering the off-leash dog area, further improving safety to dogs and their owners. This is expected to cost $15,515 and is recommended for consideration in the 2026/27 maintenance budget.

Mowing and maintenance of grass

The off-leash dog park currently receives regular cutting and tidying by Council staff, and occasional weed spraying by a contractor. To increase grass-cutting to a weekly occurrence in high-growth periods would necessitate adding this area to Council’s park mowing contract. Using our current mowing rates would incur an additional cost of $6,300 per annum. This cost will be included for consideration in the 2026/27 maintenance budget.

Increasing weed and pesticide spraying is not expected to have a significant cost implication to Council’s budget.

It should be noted that any additional mowing and spraying visits will result in more frequent closures of the off-leash dog area. Historically the need for users to vacate this space for Council to conduct its current level of maintenance activities has been a barrier.

Surfacing for high-wear areas

Main wear areas in Blackman dog park (above) and turf reinforcement product (right)

The high volume of dogs and their owners using the off-leash dog area has resulted in compaction and wearing of the surface, and the entry points of the off-leash area have consistent issues with turf failure due to the high use. In this setting, application of mulch will not alleviate mud or exposure of bear ground.

Installation of a reinforcement mesh in the turf may assist in reducing the compaction from high volumes of foot traffic and prevent dogs from digging holes. Council investigated reinforced turf products that are suitable for off-leash dog areas. One supplier was found that had a product suitable for dogs however, this was a light duty product and the supplier recommended against, using it for our purpose as it was designed for a residential setting and would not be able to withstand the volume of traffic in a dog off-leash area. Instead, they recommended a high-grade plastic mesh with precedent use in settings such as public venues, golf greens and car parks. It is recommended that the reinforced mesh product to be applied to the entry points, where the highest wear of turf is present. The product will be secured in place by the insertion of steel pegs in the ground. Supply of this extent of turf reinforcement is estimated to cost $13,680, which will be included for consideration in 2026/27 maintenance budget.

Turrumburra Enclosed Off-Leash Dog Area improvements

Site investigations

Following the description of building materials at Turrumburra park, risk management consultants Prensa were engaged to inspect Turrumburra off-leash dog area. A desktop review and site inspection of the park was completed by the consultants on 12 January 2026, with objectives to evaluate the presence of Asbestos Containing Material (ACM), find evidence of any other contamination, evaluate a likely source of ACM, and recommend if further assessment or remediation is required following this investigation.

While the consultant found minor waste items such as plastic, glass, and construction debris on site, no ACMs or other signs of contamination were observed. The report (AT‑1) conclusion had no recommendations for further sampling, investigation and/or remediation at this stage.

Proposed works to Turrumburra

The current condition of the off-leash dog area are a result if its geographical characteristics: sloping grounds and shade from substantial canopy cover. The frequency of run-off and erosion events have worn the topsoil, further exposing tree roots, declining grass cover and exposing waste objects as identified by the community.

A selection of interventions and additional maintenance visits can address some of the least desired conditions. Council proposes to remove loose debris and leaf litter buildup, before importing new topsoil to areas most affected by erosion (particularly on the low side of the park). Additionally, edging such as coir logs, will be installed to reduce soil displacement from the enclosed area and delineate between turfed and mulched ground. The existing turf will be repaired, new turf will be installed to the newly imported topsoil and areas where turf continue to fail due to substantial canopy cover, will be mulched. Additional maintenance activity, particularly the removal of rubbish and excess leaf litter, will assist in improving the condition of this off-leash area.

The cost for these improvements can be funded by existing maintenance budgets and are scheduled to take place this financial year (2025/26).

Timing

Blackman Park Enclosed Off-leash Dog Area

Repairs to gate latches have been conducted and repairs to fencing are scheduled. Upgrade to the drainage and turf, if funds are provided in the draft 27/27 budget, would commence early spring of the 2026/27 financial year. With the initial works of drainage installation and turf repair, it is expected that the entire enclosed area will be closed to the public for a month. Following the work, the area will require closure for a further two-month period, to enable the growth and establishment of turf. This is subject to additional periods of closure, dependent on the success of the turf establishment.

Turrumburra Enclosed Off-leash Dog Area

Improvement interventions will commence during this financial year (2025/26), likely in autumn. It is expected that the enclosed area will require closure from the public for the duration of works and following for turf establishment. Additional maintenance attendance will commence this financial year and will continue to be ongoing.

Financial Considerations

An opinion of cost has been developed to assess the financial implications of improvements to both of the two off-leash dog areas.

As shown above, the estimated cost of installing sand slit drainage in the Blackman Park off-leash dog area is $187,700 noting that the drained area is approximately 2,000m². By comparison Council recently installed sand slit drainage at Bob Campbell Oval which has an area of over 7,000m² for $220,000.

The total improvements for the Blackman Park off-leash dog area, estimated at $223,375, are not included in existing budgets, with additional funds to be requested for consideration in the 2026/27 budget.

Turrumburra Dog Park improvements of $22,040 are able to be funded within the existing maintenance budget.

Governance and Risk Considerations

Turf reinforcement mesh products have not been installed elsewhere in the LGA, particularly in the setting with heavy dog use. The potential safety risks are unknown at this stage, for instance; the possibility of its metal pins being unearthed by dogs digging, and the plastic material may damage dog claws or be incidentally consumed.

Environmental Considerations

While some turf reinforcement mesh products, such as high-density polyethylene (HDPE) are advertised as durable, there are both immediate and long-term environmental implications. At the end of its lifespan (which is not known for this setting), it will contribute to landfill as it is not a recyclable material.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

2. Our Built Environment - A well designed, liveable and connected area

2.3 Assets, Infrastructure & Public Domain

2.3.3 Investigate opportunities to improve the public domain to enhance public lifestyle

Martin Terescenko

Director - Open Space and Infrastructure

Open Space and Infrastructure Division

ATTACHMENTS:

AT‑1 View

Site Inspection of Turrumburra Park - Report by Prensa

17 Pages

Available Electronically

Ordinary Council Meeting 19 February 2026

Tender for the Provision of Tree Pruning and Removal and Stump Grinding Services

Item No: 16.2

Subject: Tender for the Provision of Tree Pruning and Removal and Stump Grinding Services

Record No: SU10848 - 7115/26

Division: Open Space and Infrastructure Division

Author(s): Ted Webster

Purpose

To provide a report on the outcomes of a tender for the provision of tree pruning, tree removal and stump grinding services and to endorse a panel of Tree Service providers for a five-year period.

Executive Summary

· Council invited tenders via VendorPanel to establish a contract for the provision of tree pruning, tree removal, and stump grinding services across the Lane Cove Local Government Area for a period of up to five (5) years, comprising an initial three (3) year term with two (2) optional twelve‑month extensions at Council’s discretion.

· This report summarises the tender process and the outcomes of the evaluation and recommends the appointment of a panel of suitably qualified service providers.

· The evaluation identified several suppliers that demonstrated strong technical capability, relevant experience in delivering arboricultural services within a local government context, well‑developed safety and environmental management systems, and competitive pricing.

· The establishment of a panel arrangement will provide Council with operational flexibility, resilience, and ongoing competitive tension at the work‑order level, supporting value for money and continuity of service delivery over the contract term.

· Approval is sought to establish the panel and delegate authority to the General Manager to execute the necessary contractual documentation and manage the ongoing administration of the panel.

RECOMMENDATION

That Council:

1. approve the establishment of a panel for the Provision of Tree Pruning and Removal and Stump Grinding Services for a period of up to five (5) years – [three (3) year initial term with two (2) optional twelve‑month extensions at Council’s discretion].

2. appoint the following suppliers to the panel, based on the outcomes of the tender evaluation:

· TreeServe Pty Ltd

· Summit Open Space Services

· Shane’s Trees NSW Pty Ltd

· Aura Tree Services Pty Ltd

· Arbor Co Tree Services Pty Ltd

· Sydney Tree Company Pty Ltd

· Standfast Tree Services Pty Ltd

· Plateau Tree Service Pty Limited

· Treelink Pty Ltd

· Waratah Group Services

3. delegate authority to the General Manager to execute all necessary documentation to give effect to this resolution.

Background

The Request for Tender (RFT) (Contract No. OSI – 05/2025) was released on 15 September 2025 with a closing date of 13 October 2025 at 5:00 pm. The tender was conducted in accordance with the Local Government Act 1993 (NSW) and Council’s Procurement Procedures and the tender specification covered arboricultural services including tree pruning, tree removal and stump grinding on Council reserves and public land.

Tenders were invited via VendorPanel and respondents were required to complete Returnable Schedules and provide supporting documentation as described in the RFT. Council reserved the right to appoint one or more contractors to a panel.

The tender submissions were evaluated against the following weighted criteria:

Criterion	Weighting
Price	30%
Capacity & Capability	20%
Service Delivery	20%
Experience	20%
Work Health & Safety	5%
Environment & Sustainability	5%

Criteria 1: Price (30%)

Based on the schedule of rates provided in the mandatory schedules, the submissions were assessed using a normalised average of the submitted hourly rates, with the lowest-priced submission receiving the maximum score of 30 points.

This criterion is automatically calculated and populated within the scoring tables.

Criteria 2: Capability and Capacity (20%)

The Capability and Capacity Assessment evaluates the tenderer’s ability to deliver the required services.

To achieve the maximum score, the tenderer must demonstrate a high level of professional expertise supported by relevant qualifications, sufficient resources to sustain operations, and sound financial management and capacity. In addition, the tenderer must show the ability to operate effectively within relevant policy frameworks and applicable legislation.

Criteria 3: Service Delivery (20%)

This criterion assesses the quality of the proposed service delivery.

To achieve the maximum score, the tenderer must demonstrate a proven track record and capability in delivering high-quality services, supported by continuous improvement and quality assurance programs. The tenderer should also identify value-adding opportunities and clearly outline proposed methods of service delivery, articulating a customer experience vision and values that align with those of Council.

Criteria 4: Experience (20%)

This criterion assesses the demonstrated capability and experience of the tenderer and its personnel, including management, supervisors, and any third-party professionals to be engaged.

To achieve the maximum score, the tenderer must demonstrate relevant experience within a local government context in the specific category of law being tendered, provide details of appropriately qualified key personnel with the necessary skills and expertise to deliver the required services under the Contract, and show evidence of a strong reputation and a high success rate within the relevant category of law.

Criteria 5: Work Health & Safety (5%)

This criterion assesses the tenderer’s commitment to and compliance with the Work Health and Safety Act and associated legislation.

To achieve the maximum score, the tenderer must demonstrate the existence and implementation of effective Work Health and Safety policies and procedures, as well as evidence of adequate and current insurance coverage.

Criteria 6: Sustainability and Environment (5%)

The Sustainability and Environment Assessment evaluates how the tenderer considers and addresses environmental issues, including compliance with environmental legislation and evidence of past performance in environmental protection and enhancement initiatives.

To achieve the maximum score, the tenderer must have provided positive responses to the questions outlined in Council’s Environmental Survey, as included in the tender specification, and supplied supporting documentation where required.

Below is a list of the 13 tender submissions received by Council;

· Arbor Co Tree Services Pty Ltd

· Aura Tree Services Pty Ltd

· G McColl Tree Services Pty Ltd

· Plateau Tree Service Pty

· Shane's Trees NSW Pty Ltd

· Standfast Tree Services Pty Ltd

· Streemline Pty Ltd

· Summit Open Space Services

· Sydney Tree Company Pty Ltd

· The Trustee for 2Easy Tree Services Trust

· Treelink Pty Ltd

· TreeServe Pty Ltd

· Waratah Group Services

The tender evaluation panel consisted of the following Council staff;

· Manager Open Space

· Manager Facilities

· Principal Arborist

The Evaluation Panel independently reviewed and scored all submissions. Scores were aggregated applying the above weightings.

Discussion

A Confidential Memorandum has been circulated separately to Councillors, inclusive of the Master Scores and summarised pricing for the submissions.

Financial Considerations

Funding to support this tender is included in the existing Tree Contract Works budget.

Analysis and Ranking

All conforming submissions were evaluated against the published weighted evaluation criteria, being price, capacity and capability, service delivery, experience, work health and safety, and environmental sustainability.

The evaluation demonstrated a clear differentiation in overall performance across submissions. Several suppliers achieved high weighted scores reflecting strong technical capability, demonstrated experience in complex arboricultural works, sound resourcing, and well-developed systems for service delivery, WHS, and environmental management.

Two submissions achieved the highest overall weighted scores and were assessed as offering the strongest combination of capability, experience, service quality, and value for money. A further group of suppliers achieved competitive results and were assessed as meeting Council’s requirements to a high standard, supporting their inclusion on a preferred panel arrangement.

Submissions receiving lower overall scores generally reflected one or more of the following factors:

· Insufficient demonstrated capacity or experience to meet the scale and complexity of Council’s operational requirements.

· Weaker responses in service delivery methodology, quality assurance, or environmental management.

· Incomplete or less robust documentation in relation to WHS systems or organisational capability.

Clarifications sought during the evaluation process were assessed in accordance with Council’s Tendering Procedure and did not materially alter the comparative standing of submissions. Where clarifications addressed probity, insurance, or documentation matters, the evaluation panel was satisfied that these concerns were appropriately resolved prior to final scoring.

Based on the final weighted scores and qualitative assessment, the evaluation panel identified a cohort of suppliers that represent the strongest overall outcomes against the tender criteria and are considered suitable for appointment to a panel for the delivery of tree pruning, removal, and stump grinding services

Due Diligence and referee checks

The Tender Panel members completed 2 x referee checks for all 10 companies that are recommended for inclusion in the panel. Summaries of these reference checks have been included in the Confidential Memo to Councillors.

Any appointment will also remain subject to verification of mandatory insurances, work health and safety (WHS) systems, and, where applicable, responses to modern slavery and fraud/corruption prevention requirements.

contracting arrangements

The Lane Cove Council Standard Conditions of Contract for Works and Services, together with the Formal Instrument of Agreement, will apply. Task orders will be issued via purchase orders under the panel. Rates will be based on the accepted Schedule of Rates and will be subject to the indexation/escalation provisions set out in the contract.

Governance and Risk Considerations

Contractors on the contract panel must maintain all required insurances, including Public Liability, Workers’ Compensation, Motor Vehicle and Plant, and Professional Indemnity, where applicable.

WHS AND Environmental Considerations

Contractors on the contract panel must comply with Council’s WHS management requirements and implement environmental controls in accordance with Council’s Environmental Survey responses. Non‑compliance may result in suspension from the panel.

Social Considerations

The recommendations in this report will have positive social outcomes for the community through ongoing maintenance of trees in public spaces.

conclusion

The tender for the Provision of Tree Pruning and Removal and Stump Grinding Services attracted strong interest from qualified industry participants, resulting in a competitive and diverse range of submissions. The Tender Evaluation Panel conducted a thorough assessment of all conforming tenders, considering price, demonstrated capability, experience, work health and safety systems, and environmental responsibility. Several suppliers demonstrated a high level of competence and alignment with Council’s operational, regulatory, and service requirements.

Submissions not recommended for appointment were assessed as not demonstrating an equivalent level of capability, capacity, or overall value compared with higher-performing tenders.

Establishing a panel of suitably qualified service providers will give Council flexibility, resilience, and competitive tension at the work order level, while ensuring reliable, safe, and high-quality service delivery across the Lane Cove Local Government Area and providing continuity and value for money over the contract term.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

1. Our Natural Environment - Preserving and Regenerating our Natural Environment so it thrives now and into the future

1.2 Urban Forest

1.2.1 Maintain and enhance the overall urban forest and canopy cover on public and private land throughout the LGA

Martin Terescenko

Director - Open Space and Infrastructure

Open Space and Infrastructure Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 19 February 2026

Tender for St Vincents Road new Shared User Path Construction and Road Upgrade

Item No: 16.3

Subject: Tender for St Vincents Road new Shared User Path Construction and Road Upgrade

Record No: SU10916 - 6412/26

Division: Open Space and Infrastructure Division

Author(s): Santosh Rai

Purpose

The purpose of this report is to provide the outcome of the tender for a suitable contractor to undertake the construction of Shared User Paths and associated infrastructure works along St Vincents Road between Gore Street and Bob Campbell Oval and to appoint the preferred supplier.

Executive Summary

· Council invited tenders through VendorPanel to select and engage a suitably qualified contractor to undertake the construction of Shared User Path (SUP) and associated infrastructure works along St Vincents Road between Gore Street and Bob Campbell Oval.

· The scope of works includes the construction of a new SUP, road upgrades with on-street marked parking, stormwater infrastructure improvements, and associated minor civil works.

· This report summarises the tender process and the outcome of the evaluation and recommends the appointment of a suitably qualified contractor to deliver the works in accordance with the tender documentation.

· Submissions were assessed through a comprehensive evaluation process to ensure compliance with tender requirements and achievement of best value for money.

· Following evaluation, a suitably qualified contractor is recommended to deliver the construction works in accordance with the detailed design and all relevant documentation.

RECOMMENDATION

That Council:

1. acknowledges the Tender Evaluation Panel’s recommendation and accepts the tender from Solutions Plus Built Pty Ltd for the construction of the Shared-User Path (SUP) and associated works at St Vincents Road, between Gore Street and Bob Campbell Oval.

2. delegates authority to the General Manager to execute all necessary documentation to formalise acceptance of the tender.

Background

The recently upgraded Bob Campbell Oval is a popular community space, hosting soccer in winter, junior cricket in summer, informal recreation, and serving as an off-leash dog area, supporting local engagement.

Request for Tender (RFT) (Contract No. OSI – 04/2025) was released on 23 September 2025 with a closing date of 26 November 2025 at 5:00 pm. The tender was conducted in accordance with the Local Government Act 1993 (NSW) and Council’s Procurement Procedures.

The scope of works covers the construction of a new SUP, road upgrades with on-street marked parking, stormwater infrastructure improvements, and associated minor civil works, in accordance with the detailed design and all relevant standards.

Tenders were invited via VendorPanel and respondents were required to complete Returnable Schedules and provide supporting documentation as described in the RFT.

To ensure a comprehensive assessment of market capability and value for money, tenderers were required to submit detailed information regarding qualifications, pricing, experience, capacity, and compliance documentation. The scope covered the supply, delivery, and installation of all works specified in the tender documentation. Council intends to engage a suitably qualified contractor with proven experience to carry out the following works along St Vincents Road, between Gore Street and Bob Campbell Oval:

· Construction of a new Shared User Path (SUP)

· Road upgrades to support the SUP and on-street marked parking

· Stormwater infrastructure upgrades, including new pipes and pits

· All associated minor civil works including line marking and signage.

Submissions were evaluated against the following weighted criteria:

	Criterion	Weighting
Criteria 1	Pricing	25%
Criteria 2	Capacity and Capability	25%
Criteria 3	Experience	25%
Criteria 4	Work Health & Safety	5%
Criteria 5	Environment & Sustainability	5%
Criteria 6	Service Delivery	10%

Criteria 1: Pricing (25%)

Assessment included:

· Evaluation of the tendered Schedule of Rates submitted in the mandatory pricing schedules.

· Competitiveness of pricing and overall value for money.

The lowest-priced conforming tender received the maximum score, with all other conforming submissions scored proportionately.

Criteria 2: Capability and Capacity (25%)

Assessment included:

· Organisational structure and management capability appropriate to the delivery of the works.

· Proven track record and/or demonstrated ability to successfully deliver comparable works and services.

· Demonstrated capacity to deliver multiple minor civil works concurrently within required timeframes.

· Availability of relevant technical expertise, including suitably skilled personnel, plant, equipment, resources, and sound financial management capability.

· An acceptable and clearly defined methodology for service delivery, supported by effective management systems.

· Evidence of continuous improvement practices, including quality assurance systems and performance improvement initiatives.

Criteria 3: Experience (25%)

Assessment included:

· Demonstrated relevant experience of key personnel, including skills, qualifications, and competencies required to fulfil the contractor’s obligations under the Contract.

· A clearly defined organisational structure outlining roles, responsibilities, and reporting lines.

· Demonstrated experience delivering contracts of a similar nature for other NSW councils.

· Evidence of operational capability to deliver the works and services, supported by an identifiable management framework.

· Demonstrated experience in managing and engaging subcontractors, where applicable.

· Satisfactory referee responses confirming past performance, reliability, and capability.

Criteria 4: Work Health & Safety (5%)

Assessment included:

· WHS management systems and policies.

· Compliance with Occupational Health & Safety Act 2000 and Occupational Health & Safety Regulation 2001.

· Incident reporting, training, and continuous improvement processes.

Criteria 5: Environment & Sustainability (5%)

Assessment included:

· Environmental management practices, including compliance with relevant environmental legislation and standards.

· Waste minimisation and recycling initiatives implemented as part of service delivery.

· Use of sustainable materials, methods, and energy-efficient practices to reduce environmental impact.

· Demonstrated commitment to due diligence and the principles of Ecologically Sustainable Development (ESD), supported by environmental legislation compliance and documentation of past performance in environmental protection and enhancement initiatives.

Criteria 6: Service Delivery (10%)

Assessment included:

· Past record and/or demonstrated ability to provide services effectively.

· Continuous improvement and value-add opportunities.

· Proposed methods of service delivery.

· Customer experience vision and values, including demonstrated commitment to customer service.

· Satisfactory referee responses confirming past performance, reliability, and capability.

Below is the list of the 18 tender submissions received by Council:

Tenderers (In Alphabetical Order)

Ally Infrastructure Pty. Ltd.

Anr Engineering Pty. Ltd.

Burton Civil Maintenance Pty. Ltd.

Byrne Civil Engineering Constructions Pty. Ltd.

Civil Cast Pty. Ltd.

Convil Group Pty. Ltd.

Dig Deep Excavations (NSW) Pty. Ltd.

Ezy Pave Pty. Ltd.

Green Civil Services Pty. Ltd.

Kane Civil Engineering Pty. Ltd.

Kingsline Pty. Ltd.

Knights Civil Pty. Ltd.

Mabna Pty. Ltd.

Northshore Paving Co. Pty. Ltd.

Resco Civil Pty. Ltd.

Solutions Plus Built Pty. Ltd.

State Civil Pty. Ltd.

Statewide Landscape and Civil Pty. Ltd.

The tender evaluation panel consisted of the following Council staff:

· Manager Assets - Coordinator

· Projects Engineer – Panel member

· Facilities and Projects Officer – Panel member

The Evaluation Panel independently assessed and scored all submissions, and the final scores were calculated by combining those results according to the specified weightings.

Discussion

A Confidential Memorandum has been circulated separately to Councillors, inclusive of the Master Scores and summarised pricing for the submissions.

financial Considerations

This project will be funded from the approved Operational Asset Infrastructure budget. The Bill Of Quantity (BOQ) provided by the contractor in their tender submissions will be applied for pricing purposes.

analysis and ranking

All conforming submissions were evaluated against the published weighted evaluation criteria, which included price, capacity and capability, experience, work health and safety, environmental and sustainability performance, and service delivery.

The evaluation demonstrated clear differentiation in overall performance across submissions. Several suppliers achieved high weighted scores, reflecting strong technical capability, demonstrated experience across a range of minor civil works and similar projects, robust resourcing, and well-developed systems for service delivery, work health and safety, and environmental management.

Based on the final weighted scores and qualitative assessment, the evaluation panel identified Solutions Plus Built Pty Ltd as representing the strongest overall outcomes against the tender criteria. They are considered suitable for appointment to deliver the tender project works.

Due Diligence and referee checks

Although Lane Cove Council has recently engaged Solutions Plus Built Pty Ltd on several projects, and their performance has been satisfactory, two external referee checks were conducted to ensure consistency and confirm ongoing suitability.

The checks assessed reliability, quality of work, timeliness, communication, and adherence to safety and regulatory requirements. Both referees provided highly positive feedback, highlighting the contractor’s quality of work, adherence to timelines, and effective communication. This thorough reference process provides strong assurance that Solutions Plus Built Pty Ltd is well-equipped to meet the Council’s standards.

Any appointment will remain subject to verification of mandatory insurances, work health and safety (WHS) systems, and, where applicable, responses to modern slavery and fraud/corruption prevention requirements.

contracting arrangements

The Lane Cove Council Standard Conditions of Contract for Works and Services, together with the Formal Instrument of Agreement, will apply. Task orders will be issued via purchase orders under the allocated budget. Rates will be based on the accepted Bill Of Quantity and will be subject to the indexation/escalation provisions set out in the contract.

Governance and Risk Considerations,

The contractor must maintain all required insurances, including Public Liability, Workers’ Compensation, Motor Vehicle and Plant, and Professional Indemnity, where applicable.

WHs and Environmental Considerations

The successful contractor must comply with Council’s WHS management requirements and implement environmental controls in accordance with Council’s Environmental Survey responses. Non-compliance may result in the contract being terminated at any time during the progress of the project.

Social Considerations

The construction of the SUP linking Bob Campbell Oval to St Leonards via River Road is expected to deliver significant social benefits to the local community. The project will improve the safety and accessibility of all users, particularly cyclists and pedestrians, by providing a dedicated, well-designed pathway separated from vehicular traffic.

conclusion

The tender for the St Vincents Road New SUP Construction and Road Upgrades attracted strong interest from qualified industry participants, resulting in a competitive and diverse range of submissions. The Tender Evaluation Panel conducted a thorough assessment of all conforming tenders, considering price, demonstrated capability, experience, work health and safety systems, environmental responsibility, and service delivery methodology.

The evaluation identified several suppliers demonstrating high competence and alignment with Council’s operational, regulatory, and service requirements. The Panel recommends that Council accept the tender from Solutions Plus Built Pty Ltd for the construction of the project, in accordance with the tender specifications.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

2. Our Built Environment - A well designed, liveable and connected area

2.3 Assets, Infrastructure & Public Domain

2.4 Transport & Mobility

2.3.5 Identify innovative funding and partnerships to provide for new and upgraded assets and infrastructure

2.4.2 Implement infrastructure upgrades for people to incorporate more walking and cycling into their daily lives

Martin Terescenko

Director - Open Space and Infrastructure

Open Space and Infrastructure Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 19 February 2026

Tender for Provision of Minor Civil Works and Associated Services

Item No: 16.4

Subject: Tender for Provision of Minor Civil Works and Associated Services

Record No: SU10702 - 6649/26

Division: Open Space and Infrastructure Division

Author(s): Santosh Rai

Purpose

To report on the outcome of a tender for the provision of Minor Civil Works and Associated Services and to appoint and create a panel of Civil Works contractors for a period of up to 5 years.

Executive Summary

· Council invited tenders via VendorPanel to establish a panel of contractors for the provision of Minor Civil Works and Associated Services for a period of up to 5 years, being an initial three year term with two x optional 12 month extensions at Council’s discretion.

· A total of 40 submissions were received from suitably qualified and experienced contractors.

· This report summarises the tender process and the outcomes of the tender evaluation and recommends the appointment of a contract panel of suitably qualified service providers

· Submissions were assessed through a comprehensive evaluation process to ensure best value for money and compliance with tender requirements.

· Following evaluation, a panel of preferred service providers is recommended for appointment to deliver the specified services in accordance with the tender documentation.

· Minor Civil Works and Associated Services – eight suppliers are recommended for appointment to a contract panel to deliver Minor Civil Works and Associated Services, including line marking.

· Line Marking Services Only – two suppliers are recommended for appointment to a contract panel to deliver line marking services.

RECOMMENDATION

That Council:

1. accepts the tenders from:

· Australia Pave Pty Ltd

· Civotek Pty Ltd

· Ezy Pave Pty Ltd

· Get Civil Pty Ltd

· J & M Schembri Pty Ltd

· NSW Building & Civil Pty Ltd

· Resco Civil Pty Ltd

· Stateline Asphalt Pty Ltd.

and appoint them to its panel of contractors for minor civil works and associated services for a period of up to five (5) years, being three (3) years plus two (2) x 12 month extensions.

2. accepts the tenders from Iplezing Solutions Pty Ltd and Western Sydney Line Marking and appoint them to its panel of contractors for line marking services for a period up to five (5) years, being three (3) years plus two (2) x 12 month extensions.

3. delegate authority to the General Manager to execute all necessary documentation to give effect to this resolution.

Background

Lane Cove Council manages and maintains a wide range of public infrastructure within its LGA and engages contractors to deliver new projects and maintain existing assets.

Request for Tender (RFT) (Contract No. OSI – 03/2025) was released on 17 September 2025 with a closing date of 04 October 2025 at 5:00 pm. The tender was conducted in accordance with the Local Government Act 1993 (NSW) and Council’s Procurement Procedures. The scope of the tender was for minor civil works and associated services on Council reserves and public land.

To ensure a comprehensive assessment of market capability and value for money, tenderers were required to submit detailed information regarding qualifications, pricing, experience, capacity, and compliance documentation. The scope of the tender included the supply, delivery, and installation of minor civil works and associated services, including line marking. Services covered in the tender are outlined below.

· Service A – Minor Civil Works and Associated Services; Kerbs, gutters, footpaths, vehicular crossings, asphalt surfacing, median islands, retaining walls, large format and brick/block paving, drainage pits and pipes, excavation, plant hire, traffic management, and line marking.

· Service B – Line Marking Services Only.

Submissions were evaluated against the following weighted criteria:

	Criterion	Weighting
Criteria 1	Pricing	30%
Criteria 2	Capacity and Capability	30%
Criteria 3	Experience	30%
Criteria 4	Work Health & Safety	5%
Criteria 5	Sustainability and Environment	5%

Criteria 1: Pricing (30%)

Assessment included:

· Evaluation of the tendered Schedule of Rates submitted in the mandatory pricing schedules.

· Competitiveness of pricing and overall value for money.

The lowest-priced conforming tender received the maximum score, with all other conforming submissions scored proportionately.

Criteria 2: Capability and Capacity (30%)

Assessment included:

· Organisational structure and management capability appropriate to the delivery of the works.

· Proven track record and/or demonstrated ability to successfully deliver comparable works and services.

· Demonstrated capacity to deliver multiple minor civil works concurrently within required timeframes.

· Availability of relevant technical expertise, including suitably skilled personnel, plant, equipment, resources, and sound financial management capability.

· An acceptable and clearly defined methodology for service delivery, supported by effective management systems.

· Evidence of continuous improvement practices, including quality assurance systems and performance improvement initiatives.

Criteria 3: Experience (30%)

Assessment included:

· Demonstrated relevant experience of key personnel, including skills, qualifications, and competencies required to fulfil the contractor’s obligations under the Contract.

· A clearly defined organisational structure outlining roles, responsibilities, and reporting lines.

· Demonstrated experience delivering contracts of a similar nature for other NSW councils.

· Evidence of operational capability to deliver the works and services, supported by an identifiable management framework.

· Demonstrated experience in managing and engaging subcontractors, where applicable.

· Satisfactory referee responses confirming past performance, reliability, and capability.

Criteria 4: Work Health & Safety (5%)

Assessment included:

· WHS management systems and policies.

· Compliance with Occupational Health & Safety Act 2000 and Occupational Health & Safety Regulation 2001.

· Incident reporting, training, and continuous improvement processes.

Criteria 5: Environment & Sustainability (5%)

Assessment included:

· Environmental management practices, including compliance with relevant environmental legislation and standards.

· Waste minimisation and recycling initiatives implemented as part of service delivery.

· Use of sustainable materials, methods, and energy-efficient practices to reduce environmental impact.

Below is the list of the 40 tender submissions received by Council:

Tenderers (In Alphabetical Order)
Ally Infrastructure Pty. Ltd.	Landscape Productions Pty. Ltd.
Anr Engineering Pty. Ltd.	Mack Civil & Communications Pty. Ltd.
Australia Pave Pty Ltd	Mansour Paving (Aust.) Pty. Ltd.
C. W. Concrete Pty. Ltd.	MSA Civil & Communications Pty. Ltd.
Civeco Pty. Ltd.	North Shore Paving Co. Pty. Ltd.
Civil Domain	NSW Building & Civil Pty. Ltd.
Civil Tech Services Pty. Ltd.	NSW Kerbing Pty. Ltd.
Civotek Pty. Ltd.	Pave-Link Pty. Ltd.
Convil Group Pty. Ltd.	QMC Group
Demand Plumbing & Excavation Pty. Ltd.	Raygal Pty. Ltd.
Ebcon Pty. Ltd.	Resco Civil Pty. Ltd.
Ezy Pave Pty. Ltd.	RMA Group
Get Civil Pty. Ltd.	Sam The Paving Man Pty. Ltd.
Highland Civil (Aust.) Pty. Ltd.	SC Comms. & Utilities
HPG Solutions Pty. Ltd.	State Cvil Pty. Ltd.
IPC Projects Pty. Ltd.	Stateline Asphalt Pty. Ltd.
Iplezing Solutions Pty. Ltd.	Victory Civil Pty. Ltd.
J & M Schembri Pty. Ltd.	Western Sydney Line Marking
KK Civil Engineering	Whittaker Civil Infrastructure
Knights Civil Pty. Ltd.	Will Training Pty. Ltd.

The tender evaluation panel consisted of the following Council staff:

· Manager Assets – Coordinator

· Projects Engineer – Panel member

· Manager Facilities – Panel member

The Evaluation Panel independently assessed and scored all submissions, and the final scores were calculated by combining those results according to the specified weightings.

Discussion

A Confidential Memorandum has been circulated separately to Councillors, inclusive of the Master Scores and summarised pricing for the submissions.

Financial Considerations

All projects under the Minor Civil Works and Associated Services contract will be funded from the approved Operational Asset Infrastructure budgets. The Schedule of Rates provided by suppliers in their tender submissions will be applied for pricing purposes.

analysis and ranking

All conforming submissions were evaluated against the published weighted evaluation criteria, comprising price, capacity and capability, experience, work health and safety, and environmental sustainability.

The evaluation demonstrated clear differentiation in overall performance across submissions. Several suppliers achieved high weighted scores, reflecting strong technical capability, demonstrated experience across a range of minor civil works, sound resourcing, and well-developed systems for service delivery, work health and safety, and environmental management.

Based on the final weighted scores and qualitative assessment, the evaluation panel identified a group of preferred suppliers that represent the strongest overall outcomes against the tender criteria and are considered suitable for appointment to a panel for the delivery of civil minor works and associated services.

Due Diligence and referee checks

Although seven of the ten recommended suppliers are already familiar to Lane Cove Council through previous engagements with the Council’s contract panel or the Local Government Procurement panel, referee checks were conducted for all ten to ensure consistency and confirm ongoing suitability.

These checks evaluated reliability, quality of work, timeliness, communication, and adherence to safety and regulatory requirements. Feedback from all twenty referees (two per supplier) was uniformly positive. Several referees specifically highlighted the professionalism, technical expertise, and responsiveness of certain suppliers, noting that their work consistently met or exceeded expectations. All suppliers met or exceeded expectations, with the seven previously engaged suppliers maintaining proven performance and the three newer suppliers demonstrating full capability to deliver the proposed works. This thorough reference process provides strong assurance that the recommended suppliers are well-equipped to meet the Council’s standards.

contracting arrangements

Governance and Risk Considerations,

Contractors on the contract panel must maintain all required insurances, including Public Liability, Workers’ Compensation, Motor Vehicle and Plant, and Professional Indemnity, where applicable.

WHs and Environmental Considerations

Social Considerations

Minor Civil Works and Associated Services include all minor civil infrastructure upgrades within Council’s Local Government Area (LGA) as part of Council’s infrastructure maintenance and improvement program, supporting residents in their daily activities.

conclusion

The tender for the Contract for Minor Civil Works and Associated Services attracted strong interest from qualified industry participants, resulting in a competitive and diverse range of submissions. The Tender Evaluation Panel conducted a thorough assessment of all conforming tenders, considering price, demonstrated capability, experience, work health and safety systems, and environmental responsibility. Several suppliers demonstrated a high level of competence and alignment with Council’s operational, regulatory, and service requirements.

Submissions not recommended for appointment were assessed as not demonstrating an equivalent level of capability, capacity, or overall value compared with higher-performing tenders.

Link to Strategy

This report relates to the Community Strategic Plan Outcome/s and Goal/s:

2. Our Built Environment - A well designed, liveable and connected area

2.3 Assets, Infrastructure & Public Domain

2.4 Transport & Mobility

2.3.5 Identify innovative funding and partnerships to provide for new and upgraded assets and infrastructure

2.4.2 Implement infrastructure upgrades for people to incorporate more walking and cycling into their daily lives

Martin Terescenko

Director - Open Space and Infrastructure

Open Space and Infrastructure Division

ATTACHMENTS:

There are no supporting documents for this report.

AT‑1 View	Council snapshot - December 2025 and January 2026	48 Pages	Available Electronically
AT‑2 View	Resolution Tracker for 19 February 2026 Council meeting	46 Pages	Available Electronically