Agenda

Ordinary Council Meeting

18 June 2026, 7:00 PM

Council will commence consideration of

all business paper agenda items at 7.00 pm.

Notice of Meeting

Dear Councillors,

Notice is given of the Ordinary Council Meeting, to be held in the Council Chambers on Thursday 18 June 2026 commencing at 7:00 PM. The business to be transacted at the meeting is included in this business paper.

In accordance with clause 3.26 of the Code of Meeting Practice Councillors are reminded of their oath or affirmation of office made under section 233A of the Act, and of their obligations under the Council’s Code of Conduct to disclose and appropriately manage conflicts of interest.

Yours faithfully

A close-up of a black letter

AI-generated content may be incorrect.

Louise Kerr

General Manager

Council Meeting Procedures

The Council meeting is chaired by the Mayor, Councillor Merri Southwood. Councillors are entitled to one vote on a matter. If votes are equal, the Chairperson has a second or casting vote. When a majority of Councillors vote in favour of a Motion it becomes a decision of the Council. Minutes of Council and Committee meetings are published on Council’s website www.lanecove.nsw.gov.au by 5.00 pm on the Tuesday following the meeting.

The Meeting is conducted in accordance with Council's Code of Meeting Practice. The order of business is listed in the Agenda on the next page. That order will be followed unless Council resolves to modify the order at the meeting. This may occur for example where the members of the public in attendance are interested in specific items on the agenda.

The Public Forum Meetings are no longer part of Ordinary Council Meetings and are now held separately.

Public Forum Meetings are held on the Monday prior to the Ordinary Council Meeting. Register by using the online form no later than 10.00 am on the day of the Public Forum Meeting.

Please refer to the Public Forum Meeting Guidelines on Council’s website for further information

www.lanecove.nsw.gov.au/meetings

Alternatively, members of the public can submit their written address via email to service@lanecove.nsw.gov.au. Written addresses are to be received by Council no later than midnight, on the day prior to the meeting. (500 words maximum).

Please note that meetings held in the Council Chambers are webcast, and recordings are made publicly available on the Council's website. Should you require assistance to participate in the meeting due to a disability; or wish to obtain further information in relation to Council, please contact Council’s Director - Corporate Services and Strategy on (02) 9911 3550.

Ordinary Council 18 June 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 - 21 May 2026

7 Mayoral Minutes

7.1...... Mayoral Minute - 2026 King's Birthday Honours List.................... 6

8 Petitions

8.1...... Petition: Funding Drag Queen Events in Lane Cove...................... 8

9 Recission Motion

Nil

10 ITEMS OF BUSINESS BY EXCEPTION

11 Notices of Motion

11.1.... Notice of Motion - Maintenance of vacant development sites to manage sediment run-off and to address visual amenity of precincts adjacent to vacant development sites.................... 11

11.2.... Notice of Motion - Data Centre Compliance and Regulation 14

11.3.... Notice of Motion - Review of Advisory Committees.................... 17

11.4.... Notice of Motion - E-Bike Safety and Community Education... 20

11.5.... Notice of Motion - Future Funding of Businesses Hosting Drag Queen Events................................................................................................ 23

12 Office of the General Manager Reports

12.1.... Response to Notice of Motion - Urgent Change of Building Manager - Lane Cove Market Square................................................ 25

13 Corporate Services and Strategy Division Reports

13.1.... Post Exhibition - Draft Delivery Program & 2026/27 Operational Plan, including 2026/27 Budget, Fees and Charges, Resourcing Strategy and associated Resource Plans.................................... 32

13.2.... Public Exhibition - Draft Community Engagement Strategy, Draft Community Engagement Policy, and Draft Digital Engagement Strategy.............................................................................. 39

13.3.... Implications of the Disallowance of the Local Government (General) Amendment (Model Code of Meeting Practice) Regulation 2025........................................................................................... 44

13.4.... Post Exhibition - Draft Restricted (Cash) Reserves Policy and Draft Infrastructure Asset Management Policy...................... 50

14 Community and Culture Division Reports

14.1.... Post Exhibition - Rotary Peace Poles Project............................. 53

14.2.... Draft Submisssion - NSW Strategic Plan For Children 2027 - 2030............................................................................................................................. 58

14.3.... Tender Outcome - Lane Cove Aquatic Centre Electrification Upgrade........................................................................................................... 61

15 Planning and Sustainability Division Reports

15.1.... Draft Submission - Low-rise housing reforms and targeted assessment.................................................................................................... 66

15.2.... Draft Submission - Variations and Changes to Complying Development................................................................................................. 72

15.3.... Draft Submisison - Federal Parliamentary Inquiry into Artificial Intelligence and Data Centres...................................... 78

16 Open Space and infrastructure Division Reports

16.1.... Response to Notice of Motions - Habitat log salvage program and Enhancing urban biodiversity through scalable habitat initiatives........................................................................................................ 81

16.2.... Local Transport Forum - May 2026..................................................... 87

17 Questions With Notice

Nil

18 Officer Reports for Information

18.1.... Community Safety Precinct Committee - North Shore Police Area Command.............................................................................................. 91

18.2.... Council Snapshot May 2026.................................................................... 95

19 cLOSED COMMITTEE

Nil

Ordinary Council Meeting 18 June 2026

Petition: Funding Drag Queen Events in Lane Cove

Item No: 8.1

Subject: Petition: Funding Drag Queen Events in Lane Cove

Record No: SU10074 - 42626/26

Division: Community and Culture Division

Author(s): Stephanie Kelly

Purpose

The purpose of this report is to present a petition received by Council regarding funding for Pride-related drag performances, and to provide Councillors with relevant background information for consideration of the petition.

Executive Summary

• Council received a petition containing 219 signatures opposing the use of Council funding for drag queen events in Lane Cove.

• The petition raises concerns regarding the use of ratepayer funds for these activities and requests that Council reconsider the program.

• The Pride activation program was developed in response to a Council Notice of Motion and has been subject to public consultation, with both support and opposition expressed by community members.

• The program aims to support local businesses, encourage visitation to the Village Centre and promote Lane Cove as an inclusive and welcoming community.

• This report presents the petition to Council for receipt and consideration.

RECOMMENDATION

That Council receive and note the petition.

Background

The petition contains 219 signatures and calls on Council to reconsider the use of Council funds to support businesses hosting drag queen events in Pride month. The petition raises concerns regarding the use of ratepayer funds for these activities and requests that Council review the program in light of broader community priorities and current cost-of-living pressures.

To protect the privacy of signatories, the petition has been provided to Councillors as a separate Confidential Memo.

Discussion

The Pride activation program was established following a Notice of Motion adopted by Council. The proposal was publicly exhibited and consulted twice prior to implementation in April. Feedback received during these processes indicated both support and opposition within the community.

The program seeks to support local businesses at a time when many are experiencing challenging trading conditions associated with broader cost-of-living pressures. In addition to generating economic activity and encouraging visitation to the Village Centre, the initiative seeks to promote inclusion and celebrate the diversity of the community.

One application has been approved under the grant program. The total Council contribution is no more than $700.

Council officers are working closely with the successful grant recipient to ensure the event is appropriately communicated to the community. This includes promoting the event to potential attendees while also ensuring that community members who may not wish to participate are aware of the activity in advance. The intent is to support a well-managed and inclusive event that contributes positively to the vitality of the Village Centre and avoids unexpected encounters.

Financial Considerations

There are no direct financial implications associated with the recommendation of this report. The report relates to the receipt and consideration of a petition.

Council has entered into a funding agreement providing up to $700 in matched funding. As payment is made on a reimbursement basis following the event and acquittal of eligible expenditure, no funds have been paid to date.

Governance and Risk Considerations

The petition has been submitted and presented in accordance with Council's Petition Policy. Presenting the petition to Council ensures transparency and provides an opportunity for Councillors to consider the matters raised by petitioners.

Environmental Considerations

There are no significant environmental implications associated with this report.

Social Considerations

The petition seeks to revisit Council's previous decision to support Pride-related activities through the Inclusive Communities Grant Program. The petition reflects differing community views regarding Council's role in supporting such initiatives and the use of Council funds for this purpose.

The program was established to support local businesses, encourage community participation and promote an inclusive and welcoming environment for all members of the community during Pride month.

Timing

The petition was received by Council on 3 June 2026 and is being presented to Council at the next available meeting in accordance with Council's Petition Policy.

The planned Pride event is scheduled for 6-7:30pm on 27 June 2026 at Sunset Diner.

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

3.1.6.1 Ensure people within the LGBQTIA+ community are valued and welcomed.

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Notice of Motion - Maintenance of vacant development sites to manage sediment run-off and to address visual amenity of precincts adjacent to vacant development sites

Item No: 11.1

Subject: Notice of Motion - Maintenance of vacant development sites to manage sediment run-off and to address visual amenity of precincts adjacent to vacant development sites

Record No: SU3394 - 41560/26

Division: Lane Cove Council

Author(s): Councillor Merri Southwood

Purpose

A motion to investigate Council’s powers to enforce maintenance of improvements and vegetation on inactive development sites to prevent sediment run-off and to maintain visual amenity of precincts adjacent to development sites.

RECOMMENDATION

That Council:

1. investigates its powers to enforce:

a) maintenance of improvements and vegetation on development sites until commencement of construction, and

b) revegetation of sites that have been cleared and installation of appropriate sediment control measures until commencement of construction,

and to recover from property owners these costs, if carried out by Council.

2. investigates the possibility of including in new development consent conditions provisions that require the grantee of a development consent to:

(a) maintain improvements and vegetation on the subject site or, in the event that improvements on the site have been demolished, to revegetate the site and to install appropriate sediment controls, until construction commences and

(b) pay to Council a bond to secure compliance with the above provisions.

3. receives a report on items 1 and 2 at the September meeting of Council.

Background

Some sites identified for development in the Lane Cove LGA may be left idle for significant periods of time in the following circumstances:

· development consent has been granted and demolition has occurred but there is no scheduled date for commencement of construction,

· development consent has been granted and there is no scheduled date for commencement of construction but improvements are left in a derelict state, or

· demolition has occurred but no consent has been issued for development of the site.

This was particularly the case in the larger development precincts like the Mowbray Precinct and it is now the case in St Leonards South and in the precinct to the east of the rail line.

Residents living in or adjacent to these large development precincts are subjected to ongoing erosion of their quality of life arising from the construction work around them and many face the prospect of several more years of construction activity.

It is acknowledged that Council is continually reviewing what it can do to address these impacts, subject always to available resourcing.

But the appearance of derelict sites or sites that have been cleared and are left uncared for and covered in weeds, and with the prospect of sites being left in this state for long periods of time, is distressing for residents who are doing what they can to preserve the visual amenity of their residential precincts.

Furthermore, sites that have been demolished and are unattended create dust and cause sediment run-off into storm water systems that flow into waterways.

Council’s Community Strategic Plan includes many objectives and strategies that are relevant to the impacts of these undeveloped sites:

1.1.4 Protect Council’s bushland, creeks and waterways from urban development, particularly the stormwater impacts associated with new development.

2.1.5 Ensure stormwater flowing into bushland areas, creeks and waterways does not adversely affect the form and function of these areas.

Community Priority 3.2 To enhance the community’s health and wellbeing.

Council has limited control over the timing of private construction activity and, in some cases, is unable to prevent demolition of improvements.

But Council may, however, have powers to ensure that improvements are maintained on sites on which no construction activity is imminent, that weeds and overgrown vegetation are controlled and that sites that have been cleared are revegetated with adequate sediment and dust control measures in place.

The recommended motion seeks to explore Council’s powers in relation to these matters.

Councillor Merri Southwood

Councillor

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Notice of Motion - Data Centre Compliance and Regulation

Item No: 11.2

Subject: Notice of Motion - Data Centre Compliance and Regulation

Record No: SU8439 - 41593/26

Division: Lane Cove Council

Author(s): Councillor Rochelle Flood

Purpose

A motion to advocate for clearer regulations and compliance standards for the operation of data centres in NSW.

RECOMMENDATION

That Council:

1. notes that NSW planning and environment laws have not kept pace with the rapid rise of data centre developments and this has left NSW with inadequate compliance monitoring for the operation of data centres.

2. calls for improved regulation of data centres to ensure compliance across all aspects including development, day-to-day operations such as noise reports, fire safety standards etc, as well as water use and emissions targets.

3. writes to the Minister for Planning and the NSW Premier advocating for:

a) an interim boost in funding and resourcing to ensure NSW Planning can fulfil their regulatory role overseeing data centre compliance

b) a further review into regulatory oversight of data centres with a view to establishing a single regulatory authority to oversee all matters relating to data centres including development compliance, operating standards such as noise reporting, fire safety requirements etc, emissions and water use targets.

c) an investigation into regulatory models that make it easier for communities to raise valid complaints and to have transparent oversight of data centre compliance.

4. includes the above points in the council submission to the federal inquiry into AI and data centres and makes a request to the NSW Inquiry seeking to raise additional concerns about regulatory compliance.

Discussion.

Lane Cove is becoming a hotspot for data centres and our community is feeling the impact. Council have already taken a strong position advocating for better planning laws to shape the delivery of new data centres, as well as calling for more genuine community input in the planning process. The next emerging area of concern is data centre compliance, and how community members can raise complaints about non-compliance, or keep an eye on data centre performance in a transparent way.

Residents have reported trying to raise complaints about data centre noise and hitting significant barriers. For example, people have contacted the EPA to report their concerns, only to be told they should reach out to Lane Cove Council. Lane Cove Council is not the regulator for data centres, but as data centres do not require a license to operate, they also don’t fall under the remit of the EPA. Currently, for data centres like AirTrunk, the only regulator with compliance oversight of issues like noise, fuel storage, and generator operation is NSW Planning. However, this does not make it easy for residents to raise concerns. They have to visit the NSW Planning site, go to the major project page for the relevant data centre and then navigate that page to lodge a complaint. It’s a confusing and cumbersome process and it’s clear that even other bodies like the EPA are not fully aware of who is responsible for the oversight of data centre compliance. As more and more data centres come online, this will become a big problem. Communities should have a clear understanding of who is regulating the data centres, and how they can report concerns.

Beyond the opaque nature of the current system, serious concerns have been raised about whether Planning NSW are fulfilling their regulatory obligations. As reported recently by In The Cove who did a deep dive into this issue, there have been a number of examples where compliance requirements were not met, and NSW Planning appear not to have followed up. (Jack Kelly, In The Cove, ‘Government Regulators Drop the Ball as Data Centre Proposals Soar’, April 2026, https://inthecove.com.au/2026/04/28/lane-cove-data-centre-compliance/).

Their investigation revealed that noise verification reports for AirTrunk for phases 2, 3, and 4 were not submitted to or published by NSW Planning. This raises concerns given that the Phase 1 report – which took place when the facility was only operating at 25% of its full capacity - was already exceeding the nighttime noise limit of 43 dB at the nearest residential receivers by an additional 11 dB.

Concern was also raised about the failure of AirTrunk to lodge a Long-Term Environmental Management Plan. This Long-Term Environmental Management Plan was required prior to site operations commencing, meaning it is now five years overdue. Despite this, there was no information made available about NSW Planning’s work to enforce this requirement.

Finally, the investigation revealed that AirTrunk had misrepresented its fire safety compliance to the regulator. It took two years and multiple escalations by Fire NSW and still there was no action to produce a fire study until AirTrunk lodged an application for a new data centre at Apollo Place.

Again, this has real world implications for our community. Fire NSW has noted that data centres “present special problems of fighting fire and suitable additional provisions are likely to be required.” By not preparing a Fire report and allowing Fire NSW to comment on it, there was no opportunity to consider what if any additional provisions would be needed in Lane Cove West. And data centre fires have occurred overseas, with a 12-hour fire at a data centre in Amsterdam reported earlier this year. (https://www.thestack.technology/data-centre-fire-knocks-ibms-cloud-service-offline/)

In addition to the more immediate regulation of day-to-day operations, data centres should have proper oversight and transparent reporting on their use of electricity and water, and the impact that has on emissions targets. The recent Greenpeace report on the expansion of AI data centres found the following:

· The frenzied roll out of AI data centres in Australia is rushing through massive new projects, which will derail Australia’s energy transition unless government urgently intervenes.

· Data centres already fail to cover their own emissions with new renewables and no data centre analysed in their report adequately proves their claim of driving Australia’s renewable energy growth.

· There are early signs of a data centre-fuelled gas boom in Australia, which will come with massive, nationally significant climate costs. In the NSW Southern Highlands, Cloud Carrier’s proposed gas-fired project would wipe out NSW’s entire projected 2028 emissions cuts. (Greenpeace, Energy Vampires: The AI Data Centres Draining Australia, 2026, https://www.greenpeace.org.au/static/planet4-australiapacific-stateless/2026/05/1032fdf5-data-centres-report-greenpeace.pdf)

This was backed up by a recent report published by the Clean Energy Finance Corporation which found that grid-connected data centres constructed without new, additional renewable energy would raise emissions by 5.86 million tonnes a year, by 2035. This is equivalent to more than half of all domestic aviation emissions in Australia, in 2025. (Clean Energy Finance Corporation, ‘Data Centre Growth and the Energy Transition’, 2025, www.cefc.com.au/insights/market-reports/data-centre-growth-and-the-energy-transition).

Greenpeace assesses the renewable energy claims of a number of key data centre operators, including some either operating, or looking to operate in the Lane Cove area. This report found that the renewable energy claims could not be reliably verified.

Given this claim is key to their political endorsement and social license to operate and given the significant impact data centre emissions could have on our energy transition, it’s important that we have transparent reporting and oversight of targets vs actual emissions. The same logic applies for their water use. While Australia is not as far down the path as the United States, we can already see in their context the potential impact of this industry on the availability of clean drinking water and it’s important that we get ahead of these issues and have a regulator dedicated to overseeing all these matters.

That’s why there is a need to in the interim, provide better funding and resourcing to Planning NSW to ensure they can fulfil their regulatory obligations for data centre operations. There also needs to be a more comprehensive review of the regulatory framework around data centre compliance. The government should work to establish a ‘one-stop-shop’ to ensure transparent oversight of all relevant matters relating to data centres, from construction compliance to daily operations, and water usage and emissions targets. This should make it easier for communities to raise concerns about non-compliance and have faith in the operation of existing data centres.

Councillor Rochelle Flood

Councillor

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Notice of Motion - Review of Advisory Committees

Item No: 11.3

Subject: Notice of Motion - Review of Advisory Committees

Record No: SU827 - 41644/26

Division: Lane Cove Council

Author(s): Councillor Merri Southwood

Purpose

A motion that proposes a review of Council’s advisory committee structures and charters, with the aim of adopting, before the end of the current Council term, revised arrangements that strengthen two-way communication, engagement, and understanding between the community and Council.

RECOMMENDATION

That Council:

1. reviews its current advisory committee structures and charters including:

a) investigation of structures used by other Councils that serve the same or similar purpose as Council’s advisory committees, and

b) undertaking consultation with stakeholders including current advisory committees.

to develop suggested structures and charters for advisory committees or other structures to facilitate two-way communication, engagement, and understanding between the community and Council consistent with Council’s Community Strategic Plan.

2. receives a report by the June 2027 meeting of Council on draft recommended advisory committee structures (or similar structures) and charters, following which extensive community consultation of the draft structure and charters will be conducted with a report back on consultation feedback no later than the June 2028 meeting of Council.

3. retains the current advisory committee structures and charters until the end of the current term of Council, with the intention that any structures approved pursuant to the review will be in place for the commencement of the next term of Council.

Background

Council’s Community Strategic Plan (Liveable Lane Cove 2035) includes as some of its objectives and strategies:

3.1 To encourage a sense of belonging and connection within the Lane Cove Community.

3.1.1 Maximise the participation of all community members in community life.

6.4 To actively engage the community in Council planning and decision making.

6.4.1 To utilise a range of engagement methods to involve communities in activities and decisions of Council at the earliest opportunity.

To this end, Council has established a number of advisory committees to facilitate two-way communication, engagement and understanding between the community and Council.

The membership of these committees comprises community members, council staff and Councillors.

The current advisory committees of Council are:

· Bicycle Advisory Committee

· Bushland Management Advisory Committee

· Carisbrook House Advisory Committee

· Companion Animal Advisory Committee

· Lane Cove Festival Advisory Committee

· Lane Cove Public Art Advisory Committee

· Sporting Club Advisory Committee

· Sustainability Advisory Committee

· Youth Advisory Group

· Inclusive Communities Committee

· Access and Age-Friendly Advisory Committee.

Council also has representatives on the Local Transport Forum, Kindy Cove Management Advisory Committee, the Board of Lane Cove Retirement Units Association Ltd and the Audit Risk and Improvement Committee, noting that these are not advisory committees of Council.

There is no legislative basis for the formation of advisory committees.

Councils are free to determine if they will approve the formation of advisory committees (or similar structures) and their designation and charter.

Lane Cove Council’s advisory committees operate under charters that are based on a Council template but with variations between them to address the specific purpose of each committee.

The charters are clear that the role of advisory committees is to provide advice and recommendations to the General Manager, but they are not to make decisions on behalf of Council.

At present, the term of advisory committees commences after the Council meeting in which a new Council confirms their implementation.

The membership of advisory committees is for the term of Council, with the exception that Councillor representation is reviewed every two years in conjunction with the Mayoral election.

The expertise and commitment of those who have participated and continue to participate on Council’s advisory committees cannot be underestimated and our community and our environment are the beneficiaries of this expertise and commitment.

It is, however, some time since Council has undertaken a full review of its advisory committee structure to ensure that it now meets its strategic objectives. No review was undertaken during the previous three terms of Council.

It is, therefore, appropriate for Council to undertake such a review and to allow for extensive stakeholder input into the process.

Now is the ideal time to:

· start the process of review of our current advisory committee structures and charters,

· investigate structures used by other Councils,

· consult with current advisory committees,

· undertake community consultation, and

· seek Council adoption of revised advisory committees (or similar structures),

with a view to having in place, before the end of the current term of Council, approved structures to facilitate ongoing two-way communication and understanding between the community and Council.

Councillor Merri Southwood

Councillor

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Notice of Motion - E-Bike Safety and Community Education

Item No: 11.4

Subject: Notice of Motion - E-Bike Safety and Community Education

Record No: SU8924 - 41668/26

Division: Lane Cove Council

Author(s): Councillor Caleb Taylor

Purpose

A motion to address the increasing use of e-bikes and personal mobility devices, particularly regarding the need for community education regarding safe riding behaviour.

RECOMMENDATION

That Council:

1. notes the increasing use of e-bikes and other personal mobility devices within the Lane Cove local government area and the associated community concerns regarding safety, compliance, and responsible use.

2. writes to the NSW Minister for Roads, the NSW Minister for Transport, and the NSW Minister for Youth seeking:

a) enhanced state-wide education campaigns on e-bike safety and road rules,

b) greater enforcement of existing regulations relating to illegal e-bikes and unsafe riding behaviour,

c) consideration of additional measures to improve rider, pedestrian and road user safety,

d) support for local government initiatives that promote e-bike safety education.

3. requests Council staff prepare and deliver a community education campaign on e-bike safety, including:

a) educational content distributed through Council's social media channels, website, newsletters and other communication platforms,

b) information materials outlining legal requirements, safe riding practices, and shared path etiquette,

c) collaboration with Council's Road Safety Team to develop and promote safety awareness initiatives,

d) engagement with local schools and community organisations where appropriate.

4. supports the establishment of community engagement opportunities, including pop-up information stalls attended by interested Councillors and Council staff at suitable community events and locations, to provide residents with information on e-bike safety and responsible use.

5. requests Council staff explore opportunities through Synergy Youth Centre and by partnering with other youth-focused organisations to deliver targeted education and engagement programs for young people regarding e-bike safety, road rules and responsible riding behaviour.

6. receives a report within six months outlining the actions undertaken, community engagement outcomes, and any further recommendations to improve e-bike safety within Lane Cove.

Background

The increasing use of e-bikes and other personal mobility devices across Lane Cove has brought significant benefits in terms of sustainable transport and active travel. However, concerns have also been raised by residents regarding rider safety, pedestrian safety, compliance with road rules, speed management, and awareness of legal requirements relating to e-bikes.

There is a growing need for improved community education to ensure riders, pedestrians and motorists understand their respective responsibilities and can safely share public spaces. While regulation of e-bikes is primarily a State Government responsibility, Council has an important role to play in community awareness and advocacy.

Councillor Caleb Taylor

Councillor

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Response to Notice of Motion - Urgent Change of Building Manager - Lane Cove Market Square

Item No: 12.1

Subject: Response to Notice of Motion - Urgent Change of Building Manager - Lane Cove Market Square

Record No: SU5720 - 40318/26

Division: Office of the General Manager

Author(s): David Stevens

PURPOSE

To present to Council the information requested in parts 5 and 6 of Resolution 45/2026 from the 17 March 2026 Council meeting related to Lane Cove Market Square.

EXECUTIVE SUMMARY

· Market Square is a complex mixed-use asset in which Council holds significant ownership interests, including the public library, public car park, public carriageway easement and associated leasehold interests. Council also holds 50% of the voting entitlements within the Building Management Committee (BMC), with Region Group holding the remaining 50%.

· The current ownership, lease and governance arrangements provide Council with ongoing rental income and public infrastructure outcomes secured through the original development agreement. However, the arrangements also create significant long-term obligations and constraints, particularly in relation to future capital replacement responsibilities, governance of shared facilities and the limited flexibility available to Council in respect of its interests in the property.

· Building and facilities management arrangements currently operate through a combination of direct stakeholder involvement, contractor management and BMC oversight. While functional, concerns regarding service delivery, asset presentation, customer experience and accountability have highlighted the need for clearer governance and management framework.

· Following recent discussions between Council and Region Group, both parties have agreed that the current building and facilities management arrangements should be reviewed and restructured to better align with the requirements and intent of the Building Management Statement.

· This report recommends that Council as a member of the BMC of Market Square, in conjunction with Region Group, commence the procurement for engaging an appropriately qualified Building and Facilities Manager.

RECOMMENDATION

That Council:

1. note the report.

2. as a member of the Building Management Committee of Market Square in conjunction with the Region Group commence the procurement for engaging a Building and Facilities Manager for Market Square in accordance with the Building Management Statement.

Background

LML Lift Consultants were engaged by the Market Square Building Management Committee (BMC) to undertake Lifecycle and Feasibility Assessments of the vertical transport (VT) infrastructure. The assessments identified that key lift, escalator and travellator assets are approaching end of service life and are generally below contemporary standards.

In response, Knight Frank prepared a schedule of remedial works prioritising safety and compliance. The capital works completed in December 2025 are expected to defer major lift replacement expenditure for approximately three (3) years.

In January 2026, the BMC terminated the incumbent VT contractor and appointed a replacement contractor on an interim six-month basis. Service levels and equipment reliability have improved significantly since, with procurement of a permanent contractor underway.

More broadly, Council and the community have expressed concerns regarding infrastructure reliability, presentation and cleanliness at Market Square. These concerns have highlighted the need for greater clarity and accountability across the broader management framework, including the respective roles of Region Group, Knight Frank and the BMC in the management of the facility.

Council's interests in Market Square comprise two distinct but interconnected roles:

• Landowner (Lessor); and

• Stratum Lot Owner represented on the BMC.

Council resolved at the 19 March 2026 Council meeting the following:

“That Council:

1. note the ongoing failures of lifts, escalators and travelators at Lane Cove Market Square, and the continued negative impact on accessibility, safety and community confidence.

2. note that no measurable or sustained improvement has occurred since Council’s October 2025 resolution addressing vertical transport failures.

3. acknowledge that the governance and ownership arrangements at Market Square are complex, involving multiple lot owners, leasehold interests, and contractual arrangements.

4. express its lack of confidence in the current building and facilities management arrangements overseen by Knight Frank on behalf of the Stratum Lot Owners, given the continued and repeated failures of essential infrastructure.

5. further request that the General Manager concurrently obtain advice (including legal where necessary) to:

a) clarify lot ownership within the strata plan for Lane Cove Market Square,

b) outline the leasehold structure within Market Square,

c) detail the contractual arrangements with Knight Frank as Facilities Manager,

d) determine Council’s responsibility for lifts, travelators and escalators, including proportional responsibility across the strata scheme,

e) identify Council’s ability to divest or restructure its interests within the strata plan.

6. request a report to the May or June Council meeting that:

a) outlines actions that could be taken to appoint a new building and facilities management provider,

b) provides the advice outlined in point 6,

c) identifies available legal, contractual and advocacy options should satisfactory action not be taken,

d) outlines options and costs associated with the repair or replacement of vertical transport infrastructure, noting the 2025 independent report identifying these assets are approaching end of life.”

Council subsequently wrote to Region Group in Aril 2026 expressing the concerns raised in the Council resolution and requested a meeting to discuss the matter further. The meeting with Region Group and Council took place on 21 May 2026.

Discussion

Ownership and governance

Council owns Lots 3 and 6 within DP1167822 (subject to the Head Lease), together with Lot 4 (Gymnasium Lease), with Region Group as lessee.

Council also owns Stratum Lots 1 (Car Park) and 2 (Library) under the Building Management Statement (BMS) and holds 50 of 100 voting entitlements on the Building Management Committee (BMC). Region Group owns the remaining three Stratum Lots and holds the remaining 50 voting entitlements.

The BMC is responsible for the management of Shared Facilities, including maintenance, repairs, insurance and associated services.

Lease arrangements

The Market Square development provided Council with a library shell, public car park and public carriageway easement.

The Head Lease and Gymnasium Lease were executed in 2009 and are up for renewal in 2059, each containing a further 49-year option.

The Head Lease provides for commercial rent and a monthly car park contribution. A 2016 lease variation capped annual rental indexation below historical inflation and the Reserve Bank of Australia's inflation target range.

The tenant is responsible for 100% of outgoings and for maintaining the premises to a standard commensurate with a first-class retail complex, including repairs, maintenance and replacement of structural and capital elements, excluding fair wear and tear. Council retains responsibility for end-of-life capital replacement.

Contractual arrangements with Knight Frank

There is no formal contract between the BMC and Knight Frank as Facilities Manager, however each Lot Owner pays 20% per annum for ‘Facilities Management Services’, with Council contributing 40% given its ownership interests. These services are broadly defined under Shared Facility 2 in the BMS as ‘include the services provided by the Facilities Manager appointed by the Committee to supervise the operation, maintenance, repair, and replacement of Shared Facilities’.

As discussed later in this Report, Region Group and Council agree it is appropriate to implement a structure for Building and Facilities Management at Market Square that is consistent with the requirements of the BMS. It is also noted that such an outcome will align Market Square’s Building and Facilities Management with Council’s five (5) other BMC administered sites for which it is a Lot Owner and Representative of the Committee.

Vertical Transport - Costs to Council

The existing vertical transport infrastructure is approximately 16 years old and approaching the latter stages of its operational life.

Under the BMS, lifts are classified as Shared Facilities and Council is responsible for 70% of associated capital and operating costs. The LML Audit assessed the lifts as having a remaining service life of 3–5 years, with future replacement costs estimated between $900,000 and $1.2 million.

Escalators and travellators are not Shared Facilities. Under the lease, Council is responsible for 100% of end-of-life capital replacement costs, while Region Group remains responsible for repairs, maintenance and operating costs. The LML Audit assessed the escalators and travellators as having a remaining service life of 5–10 years, with replacement costs estimated between $1.4 million and $1.7 million.

Council divestment and restructure

Council's ability to divest or restructure its interests in Market Square may be constrained by three principal factors:

Rent – The original lease reflected Council's receipt of significant public assets. Rental growth is constrained by the 2016 indexation cap, limiting investment attractiveness.

Term – The leases provide for a potential tenure of up to 99 years, reducing flexibility and limiting investor appetite given the constrained rental growth profile.

Capital Obligations – Council retains significant future capital liabilities, including VT replacement costs and certain structural obligations under the lease and BMS framework.

Collectively, these factors may limit market interest and reduce the attractiveness of Council's interests from an investor or redevelopment perspective.

It would be premature to seek legal and specialist property advice on divestment of Market Square noting that this advice would be costly to Council. Council should first clarify its strategic and financial objectives for Market Square. Once these objectives are established, Council can assess whether alternative ownership arrangements warrant further investigation and specialist advice.

Building and Facilities Management

Under the BMS, the BMC may appoint a Building and Facilities Manager to manage Shared Facilities and associated service contracts.

Region Group has engaged Knight Frank to provide facilities management services in respect of its operations and commercial obligations. Knight Frank also undertakes services associated with the management of Shared Facilities, the costs of which are recovered through the BMC in accordance with the respective ownership contributions of Council and Region Group.

Historically, Council and Region Group have sought to oversee Market Square through a combination of direct involvement, contractor management and BMC oversight. While this arrangement has generally facilitated the operation of the facility, concerns regarding service delivery, presentation and customer experience have highlighted the need for greater clarity regarding facilities management responsibilities, service scope, reporting arrangements and accountability.

Following discussions between senior Council staff (General Manager, Director Major Projects and Manager Commercial Operations) and Region Group (Chief Operating Officer and Head of Portfolio Management) on 21 May 2026, both parties agreed that Building and Facilities Management should be reviewed and restructured to better align with the requirements and intent of the BMS.

Accordingly, Council, Region Group and Strata Choice will collaboratively develop a scope of services for procurement of an appropriately qualified Building and Facilities Manager engaged directly by the BMC.

Knight Frank's existing contractual relationship with Region Group will remain in place. However, given the agreed direction of Council and Region Group, it is proposed that Knight Frank does not participate in the forthcoming procurement process for the shared facilities component. Any appointment of a Building and Facilities Manager will require unanimous support of the Stratum Lot owners in accordance with the BMS.

Financial Considerations

The recommendations of this report have no financial impact on Council. A revised Building and Facilities Management model is expected to improve service outcomes and provide improved value for money from strata levies paid by Council.

Governance and Risk Considerations

The appointment of a Building and Facilities Manager directly accountable to the BMC is expected to improve oversight, accountability and service delivery while reducing reputational risk to Council.

Environmental Considerations

There are no environmental implications arising from this report.
Social Considerations

Improved management, presentation and reliability of Markey Square is expected to enhance customer experience, support community use of the precinct and contribute positively to the local economy.

Timing

The procurement process for a new Building and Facilities Manager can commence in a timely manner following councils’ consideration of this report.

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

5 Our Local Economy - A vibrant and sustainable local economy

2.3 Assets, Infrastructure & Public Domain

5.1 Supporting Local Business

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

5.1.5 Provide and maintain supporting infrastructure such as the public domain, car parks, vibrant public spaces and transport options

Louise Kerr

General Manager

Office of the General Manager

ATTACHMENTS:

AT‑1 View	Region Group Building and Facilities Management Review - Letter Issued to Council	2 Pages	Available Electronically
AT‑2 View	Market Square Lift Lifecycle & Feasibility Assessment	13 Pages	Available Electronically
AT‑3 View	Market Square Escalator Lifecycle & Feasibility Assessment	11 Pages	Available Electronically

Ordinary Council Meeting 18 June 2026

Post Exhibition - Draft Delivery Program & 2026/27 Operational Plan, including 2026/27 Budget, Fees and Charges, Resourcing Strategy and associated Resource Plans

Item No: 13.1

Subject: Post Exhibition - Draft Delivery Program & 2026/27 Operational Plan, including 2026/27 Budget, Fees and Charges, Resourcing Strategy and associated Resource Plans

Record No: SU10923 - 35958/26

Division: Corporate Services and Strategy Division

Author(s): Steven Kludass

Purpose

The purpose of this report is to consider the submissions on the public exhibition of the draft 2026-2030 Delivery Program & 2026/27 Operational Plan, including 2026/27 Budget, Fees and Charges, Resourcing Strategy and Associated Resource Plans, and to seek adoption of the documents which will commence from 1 July 2026.

Executive Summary

· The draft Integrated and Planning Reporting suite of documents were exhibited 24 April to 5 June 2026. A total of 8 submissions were received during the public exhibition period, with feedback primarily focussing on concerns related to the scenarios presented in Council’s Draft Long Term Financial Plan.

· Following the public exhibition and consideration of submissions there are no changes proposed to the draft 2026/27 Budget, 2026-2030 Delivery Program and 2026/27 Operational Plan.

· Minor changes are required to the Long-Term Financial Plan because of a new Local Government (State) Award which will take effect 1 July 2026. In this new Award a 4.0% salaries and wages increase has been determined for 2026/27, 2027/28 and 2028/29. Whilst this increase does not affect the 2026/27 Budget (as a 4.0% Award increase was budgeted for), there is a minor financial impact on years 2027/28 (our LTFP forecast was 3.5%) and 2028/29 our LTFP forecast was 3.0%). The LTFP has also been updated to include 10 performance indicators as well as the prior two years’ actual for each of the performance indicators.

· During the public exhibition period, the NSW State Government announced a $5 increase to Section 603 Certificates (a statutory fee), rising from $100 to $105 per certificate, and an interest rate of 9.5% for overdue rates and charges. Development related fees and charges have also been increased following an update to the Environmental Planning and Assessment Regulation. No other changes to the Draft Fees and Charges are proposed.

· At the time of preparing this report, Council become aware that its Emergency Services Levy will increase by $155,674 from $1,207,066 in 2025/26 to $1,362,740 in 2026/27. Council budgeted for an estimate of $1,280,000 in 2026/27 which means a further $82,740 will need to be allocated to the 2026/27 Budget. This increase in expenditure allocation will be reflected in the published version of the Delivery program and Operational Plan and the 2026/27 Budget.

· This report also responds to a Council resolution seeking options on how Ward Funds for minor capital works can be restricted to an Internal Reserve and released via a Notice of Motion or a Staff Report to Council.

RECOMMENDATION

That Council:

1. note the submissions received from the community, together with responses to the matters raised in the submissions as attached to this report AT-1.

2. where identifiable, write to each of the members of the community and organisations who provided input into the draft Plans, thanking them for their input and providing responses to the issues raised in their submissions.

3. note the increase to the Emergency Services Levy for 2026/27 which will need to be reflected in the published versions of relevant documents.

4. note the changes to the Long-Term Financial Plan outlined in this report.

5. adopt the 2026/27 Budget, 2026-30 Delivery Program and 2026/27 Operational Plan (which includes the Draft 2026/27 Fees and Charges), and the Draft Resourcing Strategy and associated Resource Plans contained within AT-2, AT-3, AT-4, AT-5, AT-6 and AT-7;

6. make and levy the following Rates and Annual Charges for 2026/27:

a) Rates

(i) An Ordinary Residential Rate of 0.077674 cents in the dollar, on the Land Value of all Rateable Land categorised as Residential in accordance with s.516 of the Local Government Act, (with the exception of heritage properties which are rated on their heritage value), with a Minimum Rate of $1,123.68, to yield $26,968,171;

(ii) An Ordinary Business Rate of 0.478237 cents in the dollar, on the Land Value of all Rateable Land categorised as Business in accordance with s.518 of the Local Government Act, with a Minimum Rate of $1,147.81 to yield $7,248,632; and

(iii) Council being of the opinion that works related to the construction and maintenance of car parking facilities will be of benefit to the Lane Cove Village Commercial Area, (as defined by the meet’s and bounds description advertised in the North Shore Times on 13 June, 1979), that a Parking Special Rate of 0.184626 cents in the dollar be made for 2026/27 on the Land Value of all rateable land within that part, in accordance with S.538 of the Local Government Act 1993, with a Minimum Rate of $2.00, to yield $210,313.

b) Domestic Waste Management Charges:

(i) In accordance with S.496 of the Local Government Act 1993, that an annual charge of $637.65 per annum be made for the year 2026/27, for domestic waste management services rendered to all properties categorised residential or non-rateable residential, for each once weekly 80 litre MGB (or equivalent) service;

(ii) In accordance with S.496 of the Local Government Act 1993, that an annual charge of $144.95 per annum be made for the year 2025/26, for Domestic Waste Management Services for residential vacant land and service availability;

c) Stormwater Management Service Charges:

In accordance with clauses 125A and 125AA of the Local Government (General) Regulation 2021 and Section 496A of the Local Government Act 1993, annual charges for the year 2026/27 for Stormwater Management Services be made and levied as follows:

- All parcels of vacant land - Free

- All Residential Strata Units - $12.50 per unit

- Residential flats, community title, tenants-in-common residential units - $12.50 per flat / unit

- Land categorised as Residential - $25.00 per property

- All Business Strata Units - $5.00 per unit

- Land categorised as Business - $25.00 per 350m²

d) Interest on Overdue Rates and Charges:

In accordance with the provisions of S.566(3) of the Local Government Act 1993, Council hereby resolves that the interest rate to apply for the period 1 July 2026 to 30 June 2027 to all outstanding rates and charges be calculated at the interest rate of 9.5%.

7. establish an Internally Restricted Reserve with an initial $135,000 being available for the purpose of minor capital works. The changes to give effect to the establishment of the Internally Restricted Reserve and transfer of the Ward Funds to the Reserve be reflected in the September Quarter Budget Statement.

Background

At its meeting on 23 April 2026, Council considered the draft Delivery Program, Operational Plan (2026/27 (including the fees and charges 2026/27 and resourcing strategy) and resolved that Council:

1. exhibit the draft Delivery Program 2026-2030 and draft Operational Plan 2026/27 (includes draft 2026/27 Fees and Charges), and the draft Resourcing Strategy and associated Resource Plans for a period of 6 weeks;

2. receive a report on the outcomes of the public exhibition at the June 2026 Ordinary Council Meeting; and

3. in the interest of accountability in the expenditure of Council funds, allocate Ward Funds to an Internal Reserve for unfunded minor capital works, and that moving forward Councillors request the utilisation of these funds through the transparent process of a Notice of Motion, with staff to report back to Council on options to administer this process.

This report outlines the exhibition and the community response and provides further detail and explanation including recommended changes.

Discussion

Community consultation on the draft Plans was undertaken from 24 April 2026 to 5 June 2026 and included an online exhibition advertising the draft Plans, together with the option to complete an on-line survey or submit a free form submission. The draft Plans were promoted via social media and e-newsletter throughout the public exhibition period.

There were 345 visits to the consultation page and there were 188 downloads.

A total of 8 submissions were received during the public exhibition period. Councillors have received a copy of all submissions which have been placed on the Councillor HUB.

A detailed response to matters raised in submissions has been prepared and is attached to this report as AT-1. No changes to the draft documents, aside from the Long Term Financial Plan, are proposed in response to any of the public submissions received.

2026/27 Budget

The 2026/27 Budget is attached at AT-2. There are no changes to the Budget following feedback received from public exhibition. Council has, however, been informed that its Emergency Services Levy will increase by $155,674 from $1,207,066 in 2025/26 to $1,362,740 in 2026/27. This represents a 12.9% increase. Council budgeted for an estimate of $1,280,000 in 2026/27 which means a further $82,740 will need to be allocated to the 2026/27 Budget. This increase in expenditure allocation will be reflected in the published version of the Delivery Program and Operational Plan and the 2026/27 Budget.

2026-30 Delivery Program and Operational Plan

Aside from the Emergency Services Levy budget adjustment required (outlined above), there are no changes to the 2026-30 Delivery Program and Operational Plan following feedback received from public exhibition. The Delivery Program and Operational Plan are attached at AT-3.

2026/27 Schedule of Fees & Charges

Since the preparation of the draft fees and charges, the NSW State Government has announced increases in a number of statutory fees and charges, notably in relation to Section 603 (Local Government Act 1993) Certificates which have increased from $100.00 to $105.00 for 2026/27, the interest rate for overdue rates and charges and development related fees set by the Environmental Planning and Assessment Regulation where the fee unit increased from $113.90 to $118.55.

Given these are statutory (non-discretionary) fees set by the NSW Government, the changes will not need to be advertised for a period of 28 days.

Resourcing Strategy and Associated Resource Plans

The Long-Term Financial Plan (LTFP) has been amended to incorporate the new 3-year Local Government (State) Award that applies to most staff in local government. The new State Award includes a 4% increase in salaries and wages in 2026/27, 4.0% in 2027/28 and 4.0% in 2028/29. Council’s exhibited LTFP was framed around salaries and wages increasing by 4.0% in 2026/27, 3.5% in 2027/28 and 3.0% in 2028/29. The LTFP has been amended to reflect the additional salaries and wages increase in years 2 and 3 (being 2027/28 and 2028/29).

The LTFP has also been updated to include 10 performance indicators and reflect the prior two years’ actuals for each of the performance indicators. A revised estimate for the Emergency Services Levy will also be factored into the Long Term Financial Plan, upon publication of the document.

There are no proposed changes to the exhibited Draft Resourcing Strategy, Draft Strategic Asset Management Plan or the Draft Workforce Management Plan.

The Resourcing Strategy is attached as AT-4.

The Revised Draft Long Term Financial Plan is attached as AT-5.

The Strategic Asset Management Plan is attached as AT-6.

The Workforce Management Plan is attached as AT-7.

Response to Council resolution - Councillor Ward Funds

Part 3 of the Council resolution passed at the April Ordinary Council Meeting requested staff to explore how funds currently allocated to each of the 3 Wards, referred to as Ward funds, could be aggregated and restricted to an Internal Reserve, with release of the funds from the reserve via Notice of Morion (that is a resolution of council). The funds would be available for the purpose of funding minor capital works not identified in the adopted Budget.

Internal Reserve Establishment:

The process for establishing a new Internal Reserve requires a resolution from Council to do so. In this case, the capital allocation of $45,000 from each of the 3 Wards would be transferred to a newly created Internal Reserve resulting in an aggregate sum of $135,000 being available from 1 July 2026.

Releasing Funds from the Internal Reserve:

In considering options for releasing funds from an Internal Reserve, staff have considered the information that would be required by Councillors to prepare a fully informed Notice of Motion fir tabling at a council meeting.

Information required to prepare a Notice of Motion would include:

1. A description of the proposed works

2. An estimate of the proposed works

3. Council’s capacity to undertake the proposed works

4. A timeframe in which the proposed works would be undertaken

5. A list of works, funded from the Internal Reserve, already authorised by Council, and

6. The balance of funds available in the Internal Reserve, including the balance of funds available after the proposed works are undertaken.

The most appropriate process through which this information can be sought is via an email from a Councillor using the Councillor Request System. The request from a Councillor would include a description of the proposed works with sufficient detail for staff to be able to clarify whether the request meets the definition of minor capital works and to confirm the proposed works are indeed unfunded in the Budget. Staff would then provide an indicative estimate of the proposed works, their capacity to undertake the proposed works, an estimated timeframe of the proposed works and the funds available in the Internal Reserve before and after the proposed works.

Councillors, using this response from staff, would then have sufficient information to be able to lodge a fully informed Notice of Motion for Council’s consideration. It is noted that only one signature is required to submit a Notice of Motion.

Financial Considerations

The 2026/27 Operational Plan and Budget have been prepared in a fiscally responsible manner. Council does, however, acknowledge the increasing difficulty in balancing the budget in the future and will need to continue exploring new income producing and/or expenditure saving opportunities to not only balance the budget but significantly increase its ability to provide additional funds for the renewal of Council’s infrastructure assets.

Governance and Risk Considerations

In developing the 2026/27 Operational Plan and Budget, Council has taken a risk-based approach to the capital works projects it proposes to deliver during 2026/27. Another important consideration was Council’s capacity to deliver the works within the next 12 months.

Environmental Considerations

In developing the 2026/27 Operational Plan and Budget, consideration was given to the environmental benefits that would accrue from the investment of funds in a range of sustainability projects, programs and other related initiatives.

Social Considerations

The 2026/27 Operational Plan and Budget contain significant funding for a range of social projects and programs that will have a positive impact on the social wellbeing of our community.

Timing

To meet legislative requirements, Council is required to adopt the 2026/27 Operational Plan and Budget before 30 June 2026.

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	DRAFT Delivery Program & Operational Plan - Submissions & Responses	Available Electronically
AT‑2 View	DRAFT 2006-27 Budget Summary - April 2026	Available Electronically
AT‑3 View	REVISED DRAFT Delivery Program and Operational Plan - June 2026	Available Electronically
AT‑4 View	DRAFT Resourcing Strategy	Available Electronically
AT‑5 View	REVISED DRAFT Long Term Financial Plan - June 2026	Available Electronically
AT‑6 View	DRAFT Strategic Asset Management Plan	Available Electronically
AT‑7 View	DRAFT Workforce Management Plan	Available Electronically

Ordinary Council Meeting 18 June 2026

Public Exhibition - Draft Community Engagement Strategy, Draft Community Engagement Policy, and Draft Digital Engagement Strategy

Item No: 13.2

Subject: Public Exhibition - Draft Community Engagement Strategy, Draft Community Engagement Policy, and Draft Digital Engagement Strategy

Record No: SU80 - 35964/26

Division: Corporate Services and Strategy Division

Author(s): Steven Kludass

Purpose

The purpose of this report is to seek Council’s endorsement to commence the public exhibition of the draft Community Engagement Strategy, draft Community Engagement Policy and draft Digital Engagement Strategy.

Executive Summary

· A review of Council’s adopted Community Engagement Strategy and Community Engagement Policy has been undertaken to ensure both documents remain fit for purpose, included matters that the elected Council requested be of focus as per the July 2025 council resolution, and to ensure the documents represent community engagement best practice.

· A new Digital Engagement Strategy has also been developed to provide a clear framework for how Council communicates, engages and delivers services through digital channels. Importantly, the Digital Engagement Strategy complements the Community Engagement Strategy and is an integral component of contemporary community engagement.

· This report recommends that Council proceed to place the draft Community Engagement Strategy, draft Community Engagement Policy and draft Digital Engagement Strategy on public exhibition and a report on the outcomes of the public exhibition be reported back to Council at a later date.

RECOMMENDATION

That Council:

1. place the following documents on public exhibition for a period of six weeks:

a) Draft Community Engagement Policy,

b) Draft Community Engagement Strategy

c) Draft Digital Engagement Strategy.

2. receive a report on the outcomes of the public exhibition process.

Background

Council resolved the following at its Ordinary Council Meeting of 24 July 2025:

That Council:

1. notes the existing work council staff have done to improve and strengthen community engagement and consultation in Lane Cove;

2. notes that the Community Engagement Strategy is due for review, and undertakes to commence this review with a focus including but not limited to:

a) Improving early engagement: Looking at opportunities to bring residents, advisory committees, peak bodies and local community groups into bigger decision-making processes at the inception of a project. This includes looking for informal engagement opportunities on major projects, before the more formal statutory consultation period,

b) Diverse Engagement Methods: Look at opportunities to improve the diversity of our outreach and engagement tools and look at opportunities to improve the identification of interested stakeholders in the community,

c) Inclusivity and Accessibility: Look at emerging technology and communication channels that could enable us to better reach all members of the community including people living with a disability, non-English speakers and others from underrepresented groups,

d) Raising the profile of advisory committees to help increase interest and participation among the broader community,

e) Recording and reporting of stakeholder feedback and representation of that feedback to Councillors,

f) Transparent Feedback Mechanisms: Look at new opportunities to improve how we communicate consultation outcomes to residents and make clear how community input has influenced decisions, building trust and demonstrating the value of participation,

g) Benchmarking and reviewing our council’s performance on community engagement – how do we better measure success under these policies? How do we benchmark our performance on an ongoing basis?

3. undertakes to place the Community Engagement Strategy, the Community Engagement Policy and the Community Participation Plan out for community feedback;

4. undertakes a review of other councils' community engagement strategies and policies, including but not limited to City of Sydney to see what learnings may be available to be implemented in Lane Cove; and

5. provides a report back to council on opportunities to enhance community engagement capacity and resourcing within Lane Cove Council.

In response to this resolution, Council engaged Aslan Strategy to assist in the review of the current

Community Engagement Policy and Community Engagement Strategy (including the draft

statewide Community Participation Plan). Concurrently, Council has taken the opportunity to develop a new Digital Engagement Strategy (in conjunction with consultants, OMDIGI) given digital engagement is integral to contemporary community engagement.

Discussion

Where relevant, the existing adopted policy and strategy can be accessed via the hyperlink in the subheadings below.

Community Engagement Policy

Council’s current Community Engagement Policy was adopted by Council in February 2023 and reflected the Community Engagement Strategy adopted by Council at that time. At the heart of the Policy is Council’s commitment to community engagement, establishing guiding principles that reflected the community engagement strategy, and introduced the five (5) levels of engagement, consistent with the International Association of Public Participation (IAP2) framework.

The revised draft Community Engagement Policy has been updated to reflect the proposed draft Community Engagement Strategy. It includes the same commitment to community engagement, but importantly, the principles included in the draft Community Engagement Policy reflect the eight (8) operational principles of the draft Community Engagement Strategy.

The IAP2 framework is still referenced in the draft Community Engagement Policy as this framework continues to be relevant and a cornerstone of the new community engagement strategy.

A ‘tracked changes’ copy of the Draft Community Engagement Policy is attached as AT-1.

A ‘clean version’ of the Draft Community Engagement Policy is attached as AT-2.

Community Engagement Strategy

Council’s current Community Engagement Strategy was adopted by Council in February 2023 and reflected an approach to community engagement that was appropriate at that time.

The draft Community Engagement Strategy has been developed with several important considerations in mind; the council resolution, feedback from our community, councillors, senior management and staff with respect to their current community engagement experiences and a principled approach that targets the areas we would like to improve (for example, early engagement, accessibility, closing the loop, continuous improvement).

The draft Strategy encapsulates the ‘approach’ Council will take with all community engagement, outlines the eight (8) operational principles, the level of engagement we intend to use, ways in which we will close the loop and the importance of reaching all our community. A three (3) year implementation (action) plan accompanies the strategy.

A copy of the draft Community Engagement Strategy is attached as AT-3.

Draft Digital Engagement Strategy

The draft Digital Engagement Strategy has been developed to provide a clear framework for how Council communicates, engages and delivers services through digital channels. Informed by community feedback, customer experience research, service request data and sector benchmarking, the draft Strategy responds to the growing importance of digital engagement as a driver of community satisfaction. It establishes six (6) strategic focus areas:

- easier digital services,

- better communication and engagement,

- smarter use of digital channels,

- community stories and place identity,

- reaching everyone, and

- artificial intelligence and digital innovation.

Together, these priorities aim to make it easier for residents to access information, complete tasks online, participate in Council decision-making and connect with community life.

The draft Strategy also includes a staged implementation roadmap, performance measures and governance framework to support continuous improvement and delivery over the life of the Strategy.

A copy of the draft Digital Engagement Strategy is attached as AT-4.

Community Consultation

Statement of Intent

The consultation is designed to gauge the level of community support for the draft Community Engagement Policy, the draft Community Engagement Strategy and the draft Digital Engagement Strategy to obtain feedback regarding the content as well as to ascertain if any amendments are necessary. The consultation will take place for a period of six (6) weeks and any comments received will be reviewed and evaluated to determine whether any revisions are necessary to the documents prior to adoption.

Method

Level of Participation

Inform

Consult

Form of Participation

- Website

- eNewsletter

- Survey

- Written Submissions

Target Audience

Lane Cove Community

late June – early Aug

Lane Cove Community

late June – early Aug

Financial Considerations

Whilst there are no immediate financial implications for Council in adopting the draft Community

Engagement Strategy, it is predicted on an additional resource being established to assist with

delivery of the Implementation (action) Plan and embedding the principles of community

engagement throughout Council.

To this end, funding for a dedicated resource to focus on community engagement is fundamental

to the success of the strategy. The estimated cost of such a dedicated resource is approximately

$150k per annum. This report is not seeking allocation of any additional funds in the 2026/27

Budget.

Governance and Risk Considerations

The Community Engagement Policy and Strategy are both integral parts of the integrated planning and reporting framework. It is a legislative requirement to have a strategy in place (and, ideally, a policy that overarches the strategy). It is also considered good governance to have such documents publicly available, so the community understand Council’s commitment towards community engagement.

Environmental Considerations

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

Social Considerations

The subject of this report will have positive social outcomes as community engagement promotes social inclusion, enhances mental wellbeing and builds stronger communities.

Timing

The Community Engagement Policy and Strategy were both due for review during 2025/26 and complements the timing of integrated planning and reporting documents which are currently the subject of consideration of 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

6.4 Communication and Engagement

6.4.1 Ensure communities are provided with feedback regarding the outcomes of engagement activities and the decisions made by Councilrtunity

6.4.2 Ensure communities are provided with feedback regarding the outcomes of engagement activities

6.4.3 Provide the community with comprehensive, timely and accurate information, relevant to life in Lane Cove

Steven Kludass

Director - Corporate Services and Strategy

Corporate Services and Strategy Division

ATTACHMENTS:

AT‑1 View	Draft Community Engagement Policy - June 2026 - Tracked Changes Version	Available Electronically
AT‑2 View	Draft Community Engagement Policy - June 2026 - Clean Version	Available Electronically
AT‑3 View	Draft Community Engagement Strategy - June 2026	Available Electronically
AT‑4 View	Draft Digital Engagement Strategy 2026-2030	Available Electronically

Ordinary Council Meeting 18 June 2026

Implications of the Disallowance of the Local Government (General) Amendment (Model Code of Meeting Practice) Regulation 2025

Item No: 13.3

Subject: Implications of the Disallowance of the Local Government (General) Amendment (Model Code of Meeting Practice) Regulation 2025

Record No: SU837 - 40773/26

Division: Corporate Services and Strategy Division

Author(s): Lorie Parkinson

Purpose

The purpose of this report is to update Council on the implications of the NSW Legislative Council’s disallowance of the Local Government (General) Amendment (Model Code of Meeting Practice) Regulation 2025 and to rescind Resolution 293/2025 made at the 11 December 2025 Council meeting.

Executive Summary

· The Model Code of Meeting Practice ensures consistent, open and effective council meetings across NSW, with councils required under section 360 of the Local Government Act 1993 to adopt a compliant code.

· Council adopted a code consistent with the 2025 Model Code in December 2025 following public exhibition.

· On 26 May 2026, the NSW Legislative Council disallowed the Regulation prescribing the 2025 Model Code, reinstating the 2021 Model Code as the current prescribed Model Code.

· The Office of Local Government (OLG) has indicated that an updated Model Code to address the concerns raised in connection with the disallowance motion will be completed as soon as possible.

· The OLG has provided guidance to councils on a process to revert to their previous codes via rescission.

· This report recommends Council rescind Resolution 293/2025 made at the Council meeting held on 11 December 2025 and confirm reinstatement of Resolution 180/2025 from 21 August 2025 which adopted the 2021 Code of Meeting Practice.

· The report also seeks a resolution from Council on whether Public Forum should be held on the Monday prior to the Council Meeting or whether it should revert to being held during the Council meeting.

RECOMMENDATION

That Council:

1. note the NSW Legislative Council’s disallowance of the Local Government (General) Amendment (Model Code of Meeting) Regulation 2025 on 26 May 2026 has the effect of reinstating the 2021 Model Code of Meeting Practice as the current prescribed Model Code. rescind Resolution 293/2025, which adopted the Code of Meeting Practice December 2025.

2. rescind Resolution 293/2025 made at the 11 December 2025 Council Meeting.

3. confirm that the Code of Meeting Practice adopted on 21 August 2025 (Resolution 180/2025) is reinstated as Council’s operative Code of Meeting Practice for the conduct of Council meetings under section 360 of the Local Government Act.

4. determine to conduct Public Forums in accordance with Option A or Option B:

· Option A

reaffirm Resolution 15/2026 of 19 February 2026 to hold Public Forum at 7pm on the Monday evening prior to the Ordinary Council meeting on Thursday, or

· Option B

rescind Resolution 15/2026 of 19 February 2026 and confirm that the Public Forum will be held at the commencement of the Ordinary Council meeting.

Background

The Model Code of Meeting Practice for Local Councils in NSW prescribes a set of uniform meeting rules for councils across NSW to ensure meetings of councils and committees of councils comprising only of councillors are open, accessible, orderly, effective and efficient.

In accordance with section 360 of the Local Government Act 1993 (the Act), councils are required to adopt a Code of Meeting Practice which is consistent with the Model Code of Meeting Practice issued by NSW Government.

As part of a tranche of reforms to the Councillor Conduct Framework, the NSW Government released a revised Mode Code of Meeting Practice in Augst 2025. Following a public exhibition period, Council adopted its new Code of Meeting Practice on 11 December 2025 (resolution 293/2025) which was consistent with the 2025 Model Meeting Code. This 2025 Code of Meeting Practice commenced operations on 1 January 2026.

On 19 February 2026, Council adopted revised Public Forum Meeting Guidelines (Resolution 15/2026), that specified that a Public Forum Meeting would be held on a Monday night prior to the Council meeting. The 2025 Model Code of Meeting Practice required that public forums be held prior to meetings of the Council for the purpose of hearing oral submissions from members of the public on items of business to be considered at the meeting.

On 26 May 2026 a motion to disallow the Local Government (General) Regulation 2025, which prescribed the 2025 Model Code of Meeting Practice, was passed in the NSW Legislative Council.

The implications of this are that the 2025 Model Code of Meeting Practice no longer applies, and the previous 2021 Mode Code of Meeting Practice is the current prescribed Code.

The OLG has advised that the NSW Government has been examining feedback received from Dr Cohn MLC, the Country Mayors Association and Local Government NSW on the Model Meeting Code, with advanced drafting on an updated Code. OLG have advised that this work will be completed as quickly as possible.

Discussion

The OLG has issued guidance to all councils that given the disallowance there is a need to rescind resolutions relating to the adoption of Codes of Meeting Practice based on the 2025 Mode Code and revert to their earlier versions.

The practical effect of this will be Council reverting to the 2021 Code of Meeting Practice that was adopted at the August 2025 Council meeting. Any recission would not allow for the inclusion of the additional clauses Council, without a formal re-drafting, exhibition and then adoption several months later.

Reverting to the 2021 Code of Meeting Practice will mean that the following key provisions of the 2025 Code which Council has been operating under since 1 January 2026 are no longer applicable or required:

· The ability for the Mayor to call an extraordinary meeting without the signature of two Councillors (Clause 3.3 of 2025 Code).

· Prohibition of pre-meeting briefing sessions, including workshops, (Clause 3.34 of 2025 Code).

· The requirement for public access to all Councillor questions and answers on Council meeting agenda items has been removed (Clause 3.35 of 2025 Code). This means the recently introduced report ‘Responses to Councillor questions related to Council Meeting Agenda Items’ that is published to Council’s website is not required as there are other means for Councillors to receive such information.

· The requirement that public forums be held outside of the Council meeting has been removed (Clause 4 of 2025 Code).

· Ill-health, other medical or unforeseen caring responsibilities as the only acceptable reasons to attend a council meeting via audio visual link has been removed (Clause 5.18 of 2025 Code).

· The requirement to publish items considered in closed session to Council’s website when no longer confidential has been removed (Clause 14.26 of 2025 Code).

· Councillors are to submit Notices of Motion to the General Manager at least 14 days before the Ordinary Council meeting (Clause 3.12 of 2025 Code).

Public Forums

The 2025 Model Code of Meeting Practice required councils to hold public forums prior to meetings of the council and committees of the council for the purpose of hearing oral submissions from members of the public on items of business to be considered at the meeting. Directions from OLG made it clear that public forum was to be conducted on a day prior to the council meeting.

On 19 February 2026, Council adopted Public Forum Guidelines that required Public Forum to be held on the Monday of the week of each Ordinary Council Meeting (Resolution 15/2026).

The former Code of Meeting Practice adopted by Council on 21 August 2025 contains a provision that council may determine by resolution to hold a public forum either prior to or as part of each meeting of the council for the purpose of hearing oral submissions from members of the public on any item or subject a resident wishes to raise and that public forums shall be limited to two hours duration.

Council at the meeting held on 10 October 2024 Council resolved to conduct Public Forums on the same night and as part of the Council meeting (Resolution 194/2024).

Given Councils must revert back to the 2021 Code of Meeting Practice, it is a matter for Council to determine whether it wishes to continue with Public Forums being held prior to the council meeting or whether it will return to Public Forum being held as part of the Council meeting.

It is expected that the new Code of Meeting Practice which is being prepared by OLG will prohibit public forum from being held as part of a Council meeting (consistent with the 2025 Code) so any reverting to public forum on the same night as a Council meeting is expected to be limited in time.

In considering the merits of either option, Councillors may have regard to benefits that result from holding the Public Forum days in advance of a Council meeting, including that this arrangement:

· provides time for Councillors to consider the different views presented in the public forum, then ask questions and receive answers and conduct own independent research, leading to a thorough understanding of the issues raised in the public forum.

· enables more time to be available to the Public Forum meeting, than would be able to occur if it was held just prior to or during the Council meeting, noting the current Public Forum structure of three segments and the 2021 Code limits public forum to a maximum of 2 hours.

· avoids a further change for the community and provides an opportunity to embed the current public forum meeting arrangements that appear to be working well.

· enables the Council meeting to focus on transacting the business before them and the necessary decisions that need to be made. This reflects the Office of Local Government guideline given in the 2021 Model Code that “Public Forums should not be held as part of a council or committee meeting. Council or committee meetings should be reserved for decision making.”.

It should also be noted that while conducting the Public Forum Meeting on a Monday means there is a smaller window for community to read the business paper, should a member of the community identify matters they wish to communicate to Councillors after Monday, they are able to do in a number of ways including a written submission which is due by midnight the day before the Council Meeting.

Community Consultation

Rescinding resolution 293/2025 made at the 11 December 2025 Council Meeting and reverting to the 2021 Code of Meeting Practice does not require public exhibition.

Financial Considerations

The recommendations in this report have no financial implications for Council. The costs

associated with the facilitation of council meetings, public forums, workshops are included in

existing budgets.

Governance and Risk Considerations

This report addresses the necessary actions that are required to be taken, upon advice from OLG due to the disallowance of the Local Government (General) Regulation 2025, passed in the NSW Legislative Council on 26 May 2026.

The OLG have advised that drafting of a new 2026 Model Code of Meeting Practice is advanced.

Environmental Considerations

The recommendations in this report have no financial implications for Council.

Social Considerations

The recommendations in this report have no social implications for Council.

Timing

The rescission of 293/2025 will have immediate effect, meaning that the June 2026 Council meeting and subsequent meetings will operate under the provisions of the 2021 Code of Meeting Practice as adopted by Council in August 2025.

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:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Post Exhibition - Draft Restricted (Cash) Reserves Policy and Draft Infrastructure Asset Management Policy

Item No: 13.4

Subject: Post Exhibition - Draft Restricted (Cash) Reserves Policy and Draft Infrastructure Asset Management Policy

Record No: SU240 - 43581/26

Division: Corporate Services and Strategy Division

Author(s): Steven Kludass

Purpose

The purpose of this report is to provide the outcomes of the public exhibition of the draft Restricted (Cash) Reserves Policy and the draft Infrastructure Asset Management Policy.

Executive Summary

· Council at the April 2026 Ordinary Council meeting resolved to exhibit the draft Restricted (Cash) Reserves Policy and the draft Infrastructure Asset Management Policy.

· Public exhibition of the proposed draft policies commenced on 24 April 2026 and concluded on 5 June 2026.

· No submissions were received in relation to the draft policies.

· It is recommended that Council adopt the draft policies and publish them on Council’s website.

RECOMMENDATION

That Council:

1. note the outcomes of the public exhibition of the draft Internal Reserves Policy and the draft Infrastructure Asset Management Policy.

2. adopt the draft Internal Reserves Policy and the draft Infrastructure Asset Management Policy, as attached to this report, and publish both documents on Council’s website.

Background

Details relating to the draft Restricted (Cash) Reserves Policy and the draft Infrastructure Asset Management Policy were considered by Council in two reports that were presented to Council in April 2026. Relevant resolutions passed by Council in April 2026 stated:

Draft Restricted (Cash) Reserves Policy

That Council adopt the draft Restricted Cash (Reserves) Policy for the purpose of public exhibition and receive a further report on the Policy following public exhibition.

Draft Infrastructure Asset Management Policy

That Council place the draft Infrastructure Asset Management Plan on public exhibition and a report on the outcomes of the public exhibition be presented to Council

Discussion

The draft Restricted (Cash) Reserves Policy is attached as AT-1 and the draft Infrastructure Asset Management Policy is attached as AT-2.

Community consultation on the two (2) draft policies was undertaken in conjunction with the exhibition of Council’s Draft Delivery Program and Operational Plan (including the draft 2026/27 Budget and other associated plans and documents).

The public exhibition commenced 24 April 2026 and concluded 5 June 2026.

The two (2) draft policies attracted a total of 15 people who visited the website page for the express purpose of viewing the documents and the total number of downloads and/or views was 25.

Council did not receive a submission on either of the two (2) policies.

Financial Considerations

There are no financial considerations in determining this matter.

Governance and Risk Considerations

It is considered good governance to have these policies in place and reviewed at least once a council term.

Environmental Considerations

The Draft Infrastructure Asset Management Policy contemplates the environmental considerations associated with the management of Council’s assets.

Social Considerations

There are limited social considerations in determining this matter.

Timing

Whilst there are no statutory timeframes associated with matter, it is considered good governance to ensure critical policies, such as these, are reviewed and adopted in a timely manner.

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 Restricted (Cash) Reserves Policy		Available Electronically
AT‑2 View	Draft Infrastructure Asset Management Policy		Available Electronically

Ordinary Council Meeting 18 June 2026

Post Exhibition - Rotary Peace Poles Project

Item No: 14.1

Subject: Post Exhibition - Rotary Peace Poles Project

Record No: SU2509 - 40769/26

Division: Community and Culture Division

Author(s): Stephanie Kelly

Purpose

To report the outcomes of community consultation on the proposed Rotary Peace Poles Project and seek Council endorsement to proceed with the installation of Peace Poles at The Canopy.

Executive Summary

· Rotary Club of Lane Cove has proposed the installation of Peace Poles as a community-led project promoting peace, inclusion and cultural understanding.

· Community consultation was undertaken from 9 April to 24 May 2026 to seek feedback on the proposed project and locations.

· Community feedback was low, with18 survey responses received and 3 written submissions. The feedback received was mixed, with a majority of submissions expressing opposition, primarily relating to project priority, visual impact and use of resources.

· Supportive submissions recognised the symbolic value of peace, community connection and opportunities for children to engage with the concept.

· Following consideration of all feedback, staff consider the project aligns with Council's Community Strategic Plan objectives relating to community identity, inclusion and cultural expression and recommend the project proceed at location 3 which is adjacent to the Canopy Lifts on the basis that there are low risks for installation and was the most preferred location in feedback received.

RECOMMENDATION

That Council:

1. note the outcomes of the community consultation undertaken for the Rotary Peace Poles Project.

2. endorse the installation of the Rotary Peace Poles at Location 3 adjacent to the canopy lifts at the rear of the stage within The Canopy precinct, subject to final design, accessibility and operational approvals.

3. thank the Rotary Club of Lane Cove for its contribution to community wellbeing and cultural initiatives within Lane Cove.

Background

The Rotary Club of Lane Cove (Rotary) has proposed the installation of 5 Peace Poles within The Canopy precinct as a community-led initiative promoting peace, inclusion and cultural understanding.

Peace Poles are an internationally recognised symbol displaying the message "May Peace Prevail on Earth" in multiple languages. Similar installations are located in civic spaces, schools, parks and community facilities throughout Australia and internationally.

The project has been initiated and funded by Rotary, who will fund the manufacture, artwork and installation, with Council's contribution limited to appropriate footings, oversight and maintenance within existing operational budgets.

Council resolved at its meeting on 11 December 2025 the following:

That Council:

1. endorse in principle the Rotary Lane Cove Peace Poles project;

2. approve the community consultation plan outlined in this report to seek feedback about location options and design opportunities:

3. approve the proposed installation of five (5) Peace Pole at a suitable location, subject to the outcomes of community consultation; and

4. authorise the General Manager (or delegate) to liaise with Rotary Lane Cove, and other stakeholders to progress the design and delivery of the project.

Consultation was undertaken from 9 April to 24 May 2026 through Council's website, digital communication channels and Rotary's networks. Community members were invited to comment on both the proposal and preferred locations. The consultation generated a low level of community engagement, with 18 survey responses and 3 written submissions received.

Feedback demonstrated mixed views, with concerns primarily relating to project priorities and visual impacts, while supportive submissions highlighted the project’s contribution to peace, cultural understanding and community connection.

Analysis of the responses identified 4 dominant themes:

· Opposition to the proposal, primarily relating to perceived priorities for public expenditure

· Alternative suggestions and conditional support

· Preferred locations for the installation

· Other concerns including maintenance and vandalism

The most frequently raised concerns related to visual clutter within The Canopy precinct, suggestions that tree planting or other community projects should be prioritised, and broader concerns regarding civic decoration within public spaces.

Supportive submissions highlighted the importance of promoting peace in the current global environment, fostering cultural understanding, providing educational opportunities for children and creating positive community conversation.

A full summary of the submissions is provided in the Confidential Memorandum accompanying this report.

Discussion

The role of community consultation is to inform Council's decision-making rather than determine it. In considering the outcomes of the consultation, Council must weigh community feedback alongside strategic objectives, community benefit, financial implications and broader community support.

The Peace Poles represent a modest public artwork and community-led placemaking initiative that aligns strongly with Council's objectives of fostering social cohesion, strengthening local identity and supporting cultural expression within public spaces. The project provides an opportunity to acknowledge the diversity of the Lane Cove community while creating a visible statement about the values that unite it.

While the consultation identified mixed views and a higher proportion of opposition than support, it is noted that the number of people who participated in the community feedback was low. Council's consideration of projects extends beyond consultation responses alone.

The proposal is strongly supported by the Rotary Club of Lane Cove and its 33 members, a number that exceeds the negative submissions received during the exhibition period. This support reflects the commitment of a longstanding community organisation with a significant history of service and civic contribution within Lane Cove. Supporting community-led initiatives of this nature is consistent with Council's objectives of fostering social cohesion, strengthening community participation and working in partnership with local organisations to enhance and care for public spaces.

Importantly, the project requires only a negligible financial contribution from Council. Rotary will fund the manufacture, installation and associated footings, with Council's role limited to routine oversight and maintenance within existing operational budgets

Concerns regarding visual clutter have been addressed through the selection of the recommended location. Location 3, adjacent to The Canopy lifts at the rear of the site and sits on a key pedestrian approach to The Canopy and functions as a gateway into the precinct. While it experiences significant pedestrian movement, it currently lacks a landmark or wayfinding element. The Peace Poles would provide a subtle point of interest and arrival marker without competing with existing activities, landscaping or public art.

A building with a group of colorful poles

AI-generated content may be incorrect.

Location 3 and AI generated visualisation of peace pole structures in situ

Similarly, while some respondents suggested tree planting would provide greater community benefit, the proposal is not inconsistent with Council's environmental objectives. Council already undertakes extensive tree planting programs, adding approximately 200 trees across the municipality each year. The Peace Poles are intended to complement, rather than replace, these ongoing initiatives.

On balance, staff consider that the project's alignment with Council's cultural and social objectives, the strong support of a respected local community organisation, the negligible financial impact on Council and the contribution it makes to community identity and connection outweigh the concerns raised during consultation. Accordingly, it is recommended that Council proceed with the installation of the Peace Poles at Location 3.

Financial Considerations

The project will be funded by Rotary with only a small contribution from Council to install appropriate footings within an existing planter bed.

Council's contribution is limited to staff time associated with approvals, coordination and ongoing maintenance within normal operational budgets.

No additional budget allocation is required.

Governance and Risk Considerations

The proposal represents a low-risk community infrastructure project.

Potential risks include:

· minor vandalism or graffiti;

· community disagreement regarding public art and symbolic installations;

· ongoing maintenance requirements.

These risks can be managed through standard asset maintenance and operational processes.

The project has no identified legal, accessibility or public safety concerns.

Environmental Considerations

The project involves small-scale installation within an existing urban public space and is not expected to result in significant environmental impacts.

The preferred location avoids impacts on existing mature trees, landscaping and garden beds.

Social Considerations

The proposal supports:

· Community connection and social cohesion

· Recognition of cultural diversity

· Opportunities for intergenerational learning and engagement

· Positive community-led placemaking initiatives

The project aligns with Council's objectives of fostering an inclusive community with a strong sense of identity and belonging.

Timing

Subject to Council endorsement, installation is anticipated during the 2026/27 financial year following final design confirmation and site preparation.

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

4.2 Cultural Places

4.2.1 Support activities that strengthen local identity and help people feel connected

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Draft Submisssion - NSW Strategic Plan For Children 2027 - 2030

Item No: 14.2

Subject: Draft Submisssion - NSW Strategic Plan For Children 2027 - 2030

Record No: SU11006 - 41316/26

Division: Community and Culture Division

Author(s): Stephanie Kelly

Purpose

The purpose of this report is to seek Council’s endorsement of Lane Cove Council’s submission to the NSW Strategic Plan for Children and Young People 2027–2030.

Executive Summary

· The NSW Office for Youth is preparing a new Strategic Plan for Children and Young People 2027–2030 and has invited submissions until 30 June 2026.

· Lane Cove Council has prepared a submission which draws on extensive local evidence, including Council’s recently adopted Children and Families Strategy, Community Strategic Plan engagement, Social Inclusion Strategy and feedback from the Youth Advisory Group.

· The submission supports the 5 proposed themes of the NSW Government Strategic Plan and provides practical recommendations informed by the experiences of children, young people and families in Lane Cove.

· A key advocacy position is that local government be formally recognised and resourced as a frontline partner in delivering outcomes for children, young people and families. Councils operate many of the services, facilities and community spaces where young people learn, connect and participate.

· This report recommends that Council endorse the submission which will enable Council to contribute local insights to the development of the State Government’s future policy framework and reinforce Council’s commitment to supporting children, young people and families.

RECOMMENDATION

That Council:

1. endorse the submission to NSW Strategic Plan for Children and Young People 2027–2030, as attached to this report.

2. authorise the General Manager, or their delegate, to lodge the submission with the NSW Office for Youth ahead of the 30 June 2026 deadline.

Background

The NSW Office for Youth is developing a new Strategic Plan for Children and Young People 2027–2030. The Plan will provide a whole-of-government framework to improve outcomes for children and young people aged 0–24 and is currently open for public consultation until 30 June 2026.

The consultation paper identifies 5 priority themes: Educated and Thriving, Community Connection, Supported and Safe, Healthy and Well, and Voice and Influence.

Lane Cove Council is well placed to contribute to this consultation through its direct delivery of early childhood education and care, youth services, libraries, recreation facilities, community programs and family-focused public spaces. Council recently adopted its Children and Families Strategy following extensive engagement with local children, young people, families and service providers, providing a strong evidence base for the submission.

The submission also draws on Community Strategic Plan engagement, the Social Inclusion Strategy, Youth Advisory Group feedback and Australian Early Development Census data to provide a local perspective on the challenges and opportunities facing children and young people.

Discussion

The draft Council submission responds to each of the 5 themes identified in the NSW consultation paper and is informed by local evidence, community engagement and the lived experiences of children, young people and families in Lane Cove.

Key messages include:

1. The need to improve access to early childhood education, life skills development and pathways to employment.

2. Recognition of the importance of community infrastructure, public spaces and trusted adult relationships in supporting social connection and belonging.

3. Improved service awareness, outreach and coordination to ensure children, young people and families can access support when needed.

4. Greater investment in mental health, wellbeing and preventative approaches, supported by access to recreation, sport and open space.

5. Engagement approaches that reflect how young people prefer to communicate and participate in decision-making.

A central recommendation of Council’s submission is that local government be explicitly recognised as a delivery and engagement partner within the Strategic Plan. Councils provide many of the services, facilities and community connections that contribute to positive outcomes for children, young people and families and are well placed to support implementation of the Plan at a local level.

Community Consultation

Council’s draft submission was informed by community engagement undertaken through the development of the Children and Families Strategy (2025–2026), the Community Strategic Plan review (2025), direct engagement with the Youth Advisory Group, and operational evidence from library services and youth workers.

Council needs to lodge this submission by the 30 June for consideration.

Financial Considerations

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

Governance and Risk Considerations

Lodging a submission to a NSW Government consultation is consistent with Council’s advocacy role and aligns with the Lane Cove Community Strategic Plan, which identifies community health and wellbeing, family-friendly services, and inclusive community life as strategic priorities.

Environmental Considerations

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

Social Considerations

The submission advocates for equitable access to services and infrastructure, particularly for CALD families, children with disability, young people experiencing vulnerability, and families living in high-density housing. It highlights the importance of libraries, youth services and community organisations as trusted community infrastructure that supports connection, wellbeing and participation.

The submission also supports evidence-based approaches to youth mental health and wellbeing, meaningful engagement with young people, and the integration of housing, infrastructure and social planning to ensure growing communities remain family friendly and inclusive.

Timing

This submission needs to be made by 30 June 2026.

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

3.3 Community Services & Facilities

3.3.4 Lobby for increased government funding for services and support for Lane Cove residents

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

AT‑1 View

Written submission to the NSW Strategic Plan for Children and Young People 2730

Available Electronically

Ordinary Council Meeting 18 June 2026

Tender Outcome - Lane Cove Aquatic Centre Electrification Upgrade

Item No: 14.3

Subject: Tender Outcome - Lane Cove Aquatic Centre Electrification Upgrade

Record No: SU11086 - 42095/26

Division: Community and Culture Division

Author(s): Stephanie Kelly

Purpose

To provide a report on the outcomes of the Lane Cove Aquatic Centre Electrification Upgrade Tender and to seek Council's endorsement of the recommended contractor to undertake the works.

Executive Summary

· Council invited tenders in accordance with the Local Government Act 1993 and Council's Tender and Quotation Procedure for the design and construction of electrification works at the Lane Cove Aquatic Centre.

· The project forms part of Council's commitment to reducing greenhouse gas emissions, improving energy efficiency and reducing long-term operating costs at the Aquatic Centre and funds for the project have principally been obtained through the Australian Government’s Community Energy Upgrades Fund (CEUF).

· The scope of works includes the replacement of existing gas-dependent infrastructure with electric alternatives and associated electrical upgrades required to support the transition.

· Tenders were evaluated against the published assessment criteria of Pricing, Capacity & Methods of Service Delivery, Experience & Capability, Work Health & Safety and Sustainability & Environmental Factors.

· Following a detailed assessment process, the evaluation panel identified a preferred tenderer that demonstrated the strongest overall combination of value for money, technical capability, project methodology and experience in delivering comparable aquatic and electrification projects.

· Approval is sought for Council to accept the recommended tender and authorise the General Manager to execute the necessary contractual documentation.

RECOMMENDATION

That Council:

1. accept the tender submitted by Hirotec for the Electrification of the Lane Cove Aquatic Centre.

2. authorise the General Manager to enter into all necessary contractual documentation to give effect to this resolution.

3. authorise the General Manager to approve variations within the approved project budget where required.

Background

The Lane Cove Aquatic and Leisure Centre (LCALC) is Council's highest energy-using facility, accounting for over 60% of Council's energy usage and 99% of its gas usage.

As part of the Council's long-term plan to improve energy efficiency and reduce emissions across the municipality, a detailed site energy audit was completed and a roadmap for upgrades to the Centre’s heating and cooling systems have been developed. The Lane Cove Aquatic and Leisure Centre Energy Audit and Electrification Feasibility Study provides a roadmap for electrification and includes modifications to the heating and cooling control systems to improve energy efficiency. It was presented to Council on 23 May 2024. The project forms part of the Council's broader commitment to reducing operational emissions and improving energy efficiency across its facilities.

The scope of work includes electrifying the facility's heating systems by replacing existing gas-fired boilers with high-efficiency electric heat pumps, along with associated electrical and mechanical infrastructure upgrades. The project is expected to significantly reduce greenhouse gas emissions and support the Council's transition towards net-zero operations.

The project is supported by funding from the Australian Government's Community Energy Upgrades Fund (CEUF), which provided a $1.14 million grant. The grant is supplemented by matched funding contributions from Lane Cove Council and the facility operator, BlueFit.

Discussion

Tender Process

In accordance with Council's Procurement Policy and Procedures, the tender for the Lane Cove Aquatic Centre Electrification Project was publicly advertised through TenderLink from 20 March 2026. Tenders closed on Tuesday 21 April 2026, with Council receiving four submissions.

At the close of the tender period, four submissions were received and subsequently assessed in accordance with the evaluation criteria outlined in the Request for Tender documentation.

A tender specification was prepared detailing the schedule of work, hours of work, safety requirements and reporting requirements. The specification outlined that the tender submissions would be assessed based on the following weighted criteria:

Pricing (35%)

Tenderers were required to submit separate pricing for the Early Contractor Involvement (ECI) phase and the Design and Construct (D&C) phase. This was done to provide Council with added flexibility post ECI phase, whereby Council reserves its rights as to how it shall proceed subject to the Contractor’s performance, final design and cost estimate outcome. On this basis the pricing assessment focused primarily on the total price incorporating the combined cost for both stages. Submissions were evaluated on a pro-rata basis, with the lowest conforming priced tender receiving the maximum score of 35 points and all other tenders scored relative to that price. The assessment considered overall value for money in delivering the project in accordance with Council's requirements and project objectives. All pricing excludes GST.

Capacity & Methods of Service Delivery (25%)

This criterion assessed the tenderer's proposed project methodology, program, resourcing, subcontractor management, quality assurance systems and ability to successfully deliver the works within the required timeframe while maintaining uninterrupted operation of the Aquatic Centre where possible.

To achieve the maximum score, tenderers were required to demonstrate a detailed understanding of the project, provide a robust construction methodology, identify key project risks and mitigation strategies, and demonstrate sufficient resources to deliver the project within the required timeframe.

Experience & Capability (20%)

This criterion assessed the tenderer's demonstrated experience in delivering similar electrification, mechanical services, aquatic infrastructure or complex building services projects.

To achieve the maximum score, tenderers were required to demonstrate extensive relevant experience, provide details of key personnel, evidence of successful delivery of comparable projects and positive referee feedback.

Work Health & Safety (10%)

This criterion assessed the tenderer's commitment to workplace health and safety and compliance with all relevant legislation.

To achieve the maximum score, tenderers were required to demonstrate comprehensive WHS management systems, current insurances, safe work procedures and a strong safety performance record.

Sustainability & Environmental Factors (10%)

The tender evaluation panel consisted of:

• Director Major Projects

• Director Community & Culture

• Manager Facilities

• Manager Sustainability and Waste

Each tender was assessed based on the above weighted criteria and ranked accordingly.

Analysis and Ranking

A confidential memorandum has been circulated separately to Councillors detailing the prices submitted by each tenderer, the assessment of each weighted evaluation criterion, and the outcomes of reference checks undertaken for the recommended tenderer.

The recommended tenderer demonstrated strong technical capability, relevant project experience, a well-developed methodology, and a clear commitment to safety and sustainability. The tender also offered several project-specific innovations and value-add opportunities that are expected to improve project delivery and long-term operational outcomes.

Hirotec Pty Ltd achieved the highest overall score against the weighted evaluation criteria and was assessed as offering the best value for money proposition. This assessment was further supported by highly positive reference checks, which consistently highlighted the quality, reliability and professionalism of the company's work.

Accordingly, the Tender Evaluation Panel recommends that the Contract for the Lane Cove Aquatic Centre Electrification Upgrade be awarded to Hirotec Pty Ltd and that the General Manager be authorised to enter into a contract with Hirotec Pty Ltd for the delivery of the project.

Financial Considerations

Funding for the project is available through Council's adopted Capital Works Program together with external grant funding received under the NSW Government's Community Energy Upgrades Fund.

The project budget includes allowances for construction, contingencies, project management and associated professional services.

Governance and Risk Considerations

The tender process was undertaken in accordance with the Local Government Act 1993, the Local Government (General) Regulation 2021 and Council's Procurement Procedures.

The project will be managed in accordance with Council's project management framework, with appropriate controls in place relating to cost, program, quality and safety.

The successful contractor will be required to maintain all necessary insurances and comply with Council's WHS and contractor management requirements.

Environmental Considerations

The project supports Council's climate and sustainability objectives by reducing reliance on fossil fuels and transitioning key aquatic centre infrastructure to electric alternatives.

The project is expected to significantly reduce greenhouse gas emissions and improve the overall energy efficiency of the Aquatic Centre.

Social Considerations

The project will support the long-term sustainability and operation of the Lane Cove Aquatic Centre, which is a significant community recreation and health asset used by more than one million visitors annually.

The works will contribute to ensuring the continued provision of high-quality aquatic, health and recreation services for the Lane Cove community

Timing

Subject to Council approval, contract execution is anticipated in July 2026 with works commencing shortly thereafter.

The contractor has proposed completion of the ECI phase by September 2026.

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

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

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Draft Submission - Low-rise housing reforms and targeted assessment

Item No: 15.1

Subject: Draft Submission - Low-rise housing reforms and targeted assessment

Record No: SU8439 - 39189/26

Division: Planning and Sustainability Division

Author(s): Golrokh Heydarian; Christopher Pelcz

Purpose

The purpose of this report is to keep Council informed of Lane Cove Council’s upcoming submission on the NSW Government low-rise housing reforms and targeted assessment.

Executive Summary

· The NSW Government has released a discussion paper proposing significant changes to the assessment of low-rise housing in NSW. The document is on public exhibition until 24 June 2026.

· The discussion paper proposes a targeted assessment pathway which is a flexible, streamlined pathway for the low-impact and low-risk nature of low-rise housing development, with a 50-day determination timeframe.

· While Council provides in-principle support to planning reforms that seek to deliver needed housing in a timely manner, concerns regarding the assessment timeframe and approval provisions under the pathway have been identified and the submission highlights the need for greater clarity, particularly on application fees.

· This report seeks Council endorsement of the submission to the low-rise housing reforms and targeted assessment discussion paper.

RECOMMENDATION

That Council:

1. endorse the Lane Cove Council submission to the Low-rise housing reforms and targeted assessment.

2. authorise the General Manager to finalise Council’s submission for submission to the Department of Planning, Housing and Infrastructure.

Background

The NSW Government passed the Environmental Planning and Assessment Amendment (Planning System Reforms) Act 2025 (PSR Act) in December 2025. The reforms represent a significant update to the structure and operation of the NSW planning system.

As part of the reforms, the Low-rise housing reforms and Targeted Assessment have been introduced to bridge the gap between complying development and full development application, streamlining assessment pathways and aligning planning processes with broader strategic objectives.

On 14 May 2026, the NSW Government released a discussion paper proposing significant changes to the assessment of low-rise housing in NSW. The discussion paper is available for public feedback on the NSW Planning Portal until 24 June 2026.

Summary of the Discussion Paper

The discussion paper proposes a targeted assessment pathway for low-rise housing, providing a flexible and streamlined approach for developments that are low impact, low-risk and undergone detailed assessment at a strategic level.

The pathway is intended to facilitate the assessment of development proposals that are not eligible as complying development, yet are of a nature and scale that does not warrant a full merit assessment under Part 4 of the Environmental Planning and Assessment Act 1979 (EP&A Act).

The low-rise housing and targeted assessment discussion paper explores how a statewide low-rise housing code could be developed to simplify and align assessment pathways, including:

· a targeted assessment pathway designed to bridge the gap between complying development and a full development application

· alignment and consolidation of complying development (CDC) standards and variations so that all approval pathways can be found in the one place

· clearly defined standards that apply to both the CDC and targeted assessment pathway to create greater consistency

· clearly defined objectives so that variations to CDC and targeted assessment standards can be assessed transparently and consistently

· alignment of definitions and permissibility to make the planning system easier to navigate.

Targeted assessment is intended to capture the middle ground between complying development and a full development application.

A screenshot of a web page

AI-generated content may be incorrect.

Figure 1. Proposed assessment pathways and indicative timeframes

The proposed assessment pathway would apply to certain types of low-impact, low- rise housing in locations where risk is low or can be mitigated through appropriate controls. This approach will allow standards to be varied without relying on Clause 4.6 of the Local Environmental Plan. This pathway would have a targeted determination timeframe of 50 days, which is approximately half the current average assessment time for low-rise housing development across NSW.

Code

The NSW Governments discussion paper explores the use of codes for targeted assessment and low-rise housing. A code is a form‑based set of rules that guide how land and buildings can be developed. Codes aim to create clear and consistent expectations so communities, councils and developers understand what can be built and how development should relate to its surroundings.

Codes are currently used in the NSW Planning System for exempt and complying development, most notably through State Environmental Planning Policy (Exempt and Complying Development Codes) 2008 (the Codes SEPP).

According to the changes, most low-rise residential development would be assessed through either a complying development pathway or a targeted assessment pathway under the same unified code.

Interaction with the broader planning system

Targeted Assessment’s interaction with the broader planning system is explained in the table below.

SEPPs

The proposed reforms would require amendments to existing SEPPs to remove or consolidate provisions that duplicate or conflict with the new low-rise housing code, particularly within the Codes SEPP and Housing SEPP.

Other SEPPs would continue to apply where they address matters outside the scope of the code, such as state significant development or broader policy areas.

LEPs

LEPs will continue to play a central role in the NSW planning system under the proposed low‑rise housing reforms. However, detailed built form controls for low-rise housing would largely be consolidated into a single low-rise housing code, simplifying the planning framework and enabling more consistent application across assessment pathways.

DCPs

Under the proposed reform framework, the role of DCPs in regulating low‑rise housing would be reduced. Core development standards and objectives relevant to low‑rise housing would be consolidated into the single low‑rise housing code and would replace many existing DCP controls.

While Council supports initiatives aimed at improving coordination, streamlining assessment pathways, several operational and assessment issues require further clarification to ensure that the pathway can function effectively without compromising assessment quality, environmental outcomes, or procedural fairness.

Council also supports targeted assessment not being applicable to the complying development and targeted assessment process. Heritage items and conservation areas are currently excluded from complying development and this has largely protected the items and areas and their respective integrity. Heritage also has its own referral triggers and requires careful and thoughtful management.

On this basis, Council supports the exclusion of Heritage Conservation Areas (HCAs) from the new targeted assessment process.

Discussion

Key aspects of the Council submission are highlighted as follows:

Assessment Timeframes

Council is concerned about the 50-day determination timeframe where applications are lodged with incomplete or inadequate supporting documentation. In practice, councils frequently identify missing or inadequate information during the assessment process, which requires additional information from applicants. Delays occur when applicants provide the requested information late in the assessment period, significantly reducing the available time for assessment and exhibition. This prevents applications from being determined in a timely manner.

The 50-day assessment period incorrectly assumes that an applicant lodges complete information from the start to enable assessment. However, this has not been Council’s experience as described above. The discussion paper does not clearly explain what happens in the event of incomplete or inadequate information being received from an applicant. Nor is there any incentive for an applicant to respond to the request for further information within the time period.

Council recommends the assessment clock should not commence until all mandatory documentation has been submitted and verified as complete by the consent authority.

Moreover, a pre-lodgement or pre-review process would significantly improve the effectiveness of the targeted assessment pathway and help achieve the time frames mentioned.

Approval Provisions

Council notes that the targeted assessment pathway does not clearly mention whether an applicant has the right to appeal decisions, or whether deemed approval provisions apply if assessment timeframes are not met.

Given that the intent of the targeted assessment process is to reduce the amount of time taken for approvals, having appeal rights and deemed approvals would not achieve this objective. This would delay the process further and prevent potential approvals from being given in a timely manner. As explained previously, there is currently no incentive for an applicant to provide sufficient information during the assessment time period if a deemed approval is in place and this potentially may increase the amount of ‘stop the clock’ provisions being used – again defeating the purpose of expediating the development process.

Additional clarification from the Department would assist councils and applicants in understanding how the pathway is intended to operate in practice and help ensure a consistent approach to implementation.

Fees

Council notes that the discussion paper does not provide clarity regarding the fees for applications received under the Targeted Assessment Pathway.

As the assessment process is very similar to the Development Application process, Council recommends that a fee structure for applications assessed under the Targeted Assessment Pathway be aligned with the fees applicable to DAs, calculated in accordance with the formula prescribed under Part 13 and Schedule 4 of the Environmental Planning and Assessment Regulation – to ensure consistency.

Staff have detailed the above matters for inclusion in the submission which will be made to the DPHI.

Financial Considerations

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

Governance and Risk Considerations

There are no governance or risk considerations associated with this report.

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 it would streamline assessment for low-rise housing while considering social and environmental outcomes.

Timing

Submission to the low-rise housing reforms and targeted assessment discussion paper are required to be lodged on the NSW Planning Portal by 24 June 2026.

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	Low-rise housing reforms and targeted assessment - Discussion Paper	41 Pages	Available Electronically
AT‑2 View	Draft Submission - Targeted Assessment	3 Pages	Available Electronically

Ordinary Council Meeting 18 June 2026

Draft Submission - Variations and Changes to Complying Development

Item No: 15.2

Subject: Draft Submission - Variations and Changes to Complying Development

Record No: SU8439 - 39191/26

Division: Planning and Sustainability Division

Author(s): Christopher Pelcz; Golrokh Heydarian

Purpose

The purpose of this report is to seek endorsement of Council’s submission om the NSW Government’s proposed changes to allow variations and changes to the complying development pathway.

Executive Summary

· The NSW Government is proposing changes to the Complying Development Code process to allow Council to consider variations to certain development standards in the Code – through a variation certificate.

· A variation would be submitted as part of a Complying Development application and either forwarded by a private certifier or received by Council through the NSW Planning Portal.

· Any proposed variations would only be assessed/approved/refused by Council staff and not a private certifier.

· The proposed variations are relatively minor in nature and detailed within this report and its attachments.

· While Council is supportive in principle of the proposed reforms, the submission highlights some issues which should be presented to the Department for their consideration.

· This report seeks endorsement of the Council submission.

RECOMMENDATION

That Council:

1. endorse the Lane Cove Council submission to the NSW Government’s proposed variations and changes to Complying Development.

2. authorise the General Manager to finalise Council’s submission and to submit it to the Department of Planning, Housing and Infrastructure.

Background

As part of changes to the Planning System in NSW, the State Government is consulting on proposed changes to the existing Complying Development pathway and is accepting submissions until 24 June 2026.

Currently, complying development is based on achieving compliance with development standards specified in the State Environmental Planning Policy (Exempt and Complying Development Codes) 2008. These types of applications can be assessed by either a private certifier or Council. All standards must be complied with exactly, otherwise an applicant must lodge a Development Application (with Council).

The proposed changes would:

1. allow for variations for certain complying development standards to be considered, and

2. expand opportunities for complying development by changing the existing code.

Variations

In terms of the variations, the changes would allow minor variations from certain complying development standards, to be considered by Council, relating to:

· Maximum building height – allow minor height increases consistent with Council’s Local Environmental Plan,

· Maximum Gross Floor Area – allow minor increase of GFA (up to 10%),

· Primary Road setbacks – vary where consistent with established setback or Council’s controls,

· Side setbacks – allow for minor variations where appropriate,

· Rear setbacks – allow for minor variations where consistent with Council’s controls,

· Primary road articulation zone – allow certain items within the front setback articulation zone up to 50%,

· Privacy screens – allow variations if there’s no direct line of sight into neighbouring property,

· Garage door widths – allow variations to carparking setbacks to align with building line and increased widths where appropriate,

· Building design – not require certain two storey dwellings to have a window to a habitable room,

· Dual occupancies – allow minor variations for widths of two storey dual occupancies,

· Swimming pools – allow pools in secondary road setbacks on corner lots, and

· Tree protection – allow for development to occur within 3 metres of a protected tree, where supported by an Arborist report.

Under these changes, if an applicant wanted to use the complying development pathway but required minor variations, then only the matters mentioned above could (potentially) be varied and only a maximum of four (4) variations could be sought through a variation certificate (explained below). If an application required more variations then a full Development Application would be required.

Changes to existing code

In terms of the changes to the existing Code, the proposed changes include:

· Expanding low-impact remedial works as complying development,

· Allow demolition on bushfire prone land (provided that it doesn’t occur on Fire Ban days) and minor changes to flood control lots,

· Amend primary road setback to be consistent with established street setback and reduce separation distances where appropriate,

· Allow complying development on minor sloping sites and allow for modern designs and garages,

· Simplifying balcony and privacy screen requirements, and

· Allow above-ground rainwater tanks to be located closer to the side boundary.

All of these changes are explained in greater detail in both AT-1 and AT-2 of this report.

Proposed process

Under the proposed changes, this would create a new pathway called the complying development certificate (CDC) variation pathway. Councils will be able to approve or refuse minor variations to complying development standards, mentioned above. Councils will have:

· 10 calendar days to assess the variation where the CDC is referred from a private certifier, or

· 20 calendar days where the Council is assessing both the variation and the CDC.

Council will provide a determination on the variations within the timeframes, or it will be ‘deemed approved’. Where variations are supported, the Council will issue a variation certificate. Where variations are deemed approved, the certifier or Council may continue assessing the proposed development against the remaining complying development standards.

Importantly, if the variations are refused, an applicant will either need to amend their plans to meet all complying development standards to continue to be assessed as a CDC or alternatively submit a development application to Council.

Overall, staff raise no issues with the proposed variation standards as they will be assessed by Council staff and not a private certifier. In terms of expanding the code, there is also no issue as these changes have been based on previous feedback received by the State Government.

Discussion

In addition to the above, Council can provide in-principle support to the following items in the changes:

· Any variations will be assessed by Council staff and not a private certifier.

· Any assessment on variations would need to ensure that there will be no significant additional adverse impacts.

· The proposed timeframes will only apply when an applicant has paid the relevant fee and does not apply to the two-week period around Christmas.

· Variations that are not consistent with the changes, not allowed as complying development (as defined in the State Environmental Planning Policy), provide insufficient justification or information – can be refused by Council.

· The maximum number of variations in one application that can be sought is four (4) – however it is recommended that safeguards be introduced (in the NSW Planning Portal) to support this to prevent multiple applications received for the same property.

· Variation certificates do not require further conditions.

· A decision on variation certificates cannot be reviewed or appealed.

· If refused, the applicant must either amend their plans to fully comply with the complying development standards or lodge a full Development Assessment with Council.

· There will be training and user guides associated with the implementation of these changes.

Council’s main issues with the proposed changes are described below.

Timeframes

Currently the reforms propose that the time taken to assess these CDC applications be measured in calendar days.

Where a CDC application is being assessed by a private certifier, council will need to determine the application for a variation certificate within 10 calendar days. Where it is being assessed by council, the determination must be within 20 calendar days.

This approach would create a resourcing problem because this would effectively limit the assessment period (by Council staff) to 1.5 weeks (with a certifier) and less than 3 weeks (if Council is the certifier). However, changing this to working days would increase this period to 2 and 4 weeks respectively. Council’s do not have access to the resourcing that some private certifiers do, and it is expected that the proposed changes would generate a greater workload for all Council’s (and their relevant staff).

It is recommended that the proposed calendar days be changed to working days to ensure that all variation certificates received can be given proper and thorough assessment. It would also assist in any resourcing requirements needed to achieve the timeframes.

Safeguards

While the document talks about safeguards in the Environmental Planning and Assessment Regulation to prevent deemed approvals that are not made in accordance with the relevant regulation and State policy, it does not discuss any further safeguards. Given that these applications are likely to be submitted via the NSW Planning Portal, further safeguards should be implemented in the Portal system as well.

There is a concern that an applicant could potentially submit multiple variation requests for the same property as well as re-submit an application that was previously refused.

To prevent this, it is recommended that further safeguards should be implemented into the Planning Portal system to prevent both multiple requests for the same property address and re-submission of a previously refused application (for the same property address).

Fees

One of the key proposals is the fee structure for proposed variation certificates. It is either a set fee of approximately $456 or fees based on the number of variations to the standards submitted with the application as follows:

· One variation - $342,

· Two variations - $456,

· Three or four variations - $569.

No information is provided as to how these fees were determined or why these fees are appropriate (or not). Regardless of the approach all the fees mentioned above would be subject to increases as a result of Consumer Price Index changes.

In any event, the fees based on the number of variations are not supported, it is not clear how these obviously equate to the amount of work, time and effort that will be needed for staff to assess these applications – in addition to the applications that they are currently assessing. While the set fee approach seems more appropriate, the amount of money seems unfairly low given the additional assessment work that will be generated.

Other matters

Although not directly related to these proposed changes, Council wishes to raise the following matters for consideration.

· Site inspections

Given that certifiers and Council’s will be allowed to approve variations to the Codes, there should be a requirement for a site inspection (either by Council/certifier or both). This is already part of the Development Application process, and it would be able to be done within the timeframes (if the timeframe was changed to working days). This would also assist in assessing any potential significant additional adverse impacts from the variation.

· Adequacy of Information

Based on Council’s current experience with Development Applications and some Complying Development Applications, a lot of time is wasted with applicants who do not submit the proper information. There are also instances where applicants submit an application thinking that they have provided all the information needed, however once it is reviewed (by staff), there is not enough information provided for assessment. This prevents applications from being determined in a timely manner.

Potential solutions could include further guidance for applicants in the form of checklists, safeguards built into the Planning Portal system, Councils conducting a pre-application review prior to lodgement as well as using artificial intelligence.

Financial Considerations

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

Governance and Risk Considerations

There are no governance or risk considerations as a result of this report to Council.

Environmental Considerations

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

Social Considerations

The subject of this report will fundamentally shift the way Council, private certifiers and the community interact.

Timing

The deadline for submissions is 24 June 2026.

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

2.1.1 Ensure land use planning is responsive to changes in community priorities, local values and state government requirements

Mark Brisby

Director - Planning and Sustainability

Planning and Sustainability Division

ATTACHMENTS:

AT‑1 View	Explanation of Intended Effect - Variations and Changes to Complying Development	63 Pages	Available Electronically
AT‑2 View	Summary of changes - Variations and Changes to Complying Development	6 Pages	Available Electronically
AT‑3 View	Draft Submission - Variations and changes to complying development	4 Pages	Available Electronically

Ordinary Council Meeting 18 June 2026

Draft Submisison - Federal Parliamentary Inquiry into Artificial Intelligence and Data Centres

Item No: 15.3

Subject: Draft Submisison - Federal Parliamentary Inquiry into Artificial Intelligence and Data Centres

Record No: SU8439 - 39821/26

Division: Planning and Sustainability Division

Author(s): Christopher Pelcz; Golrokh Heydarian

Previous 15.2 - Draft submission to NSW Parliamentary Inquiry into Data Centres in NSW - Ordinary Council - 19 Mar 2026 7:00 PM

Items:

Purpose

The purpose of this report is to seek endorsement of Council’s submission to the Federal

Parliamentary Inquiry into Artificial Intelligence and Data Centres.

Executive Summary

· This report presents a draft submission to the Federal Parliamentary Inquiry into Artificial Intelligence and Data Centres and seeks endorsement of the draft submission.

· The submission reflects similar concerns to those raised through Council’s representation at the recent NSW Parliamentary Inquiry, however given the terms of reference of the Federal Inquiry, staff have made further recommendations.

· The draft submission calls out the inadequacy of the current planning pathway as well as the environmental, health and community impacts of data centre expansion.

· There are 13 recommendations in this submission informed by a community which has already seen the impacts of data centre expansion in our area.

RECOMMENDATION

That Council:

1. endorse the Lane Cove submission to the Federal Government’s Environment and Communications References Committee on Artificial Intelligence and Data Centres.

2. authorise the General Manager to finalise council’s submission for submission to the Federal Government’s Environment and Communications References Committee on Artificial Intelligence and Data Centres.

Background

Earlier this year Council endorsed a submission to the NSW Parliamentary Inquiry into Data Centres.

Council was subsequently invited to appear before the Inquiry held in May 2026. Representatives spoke to the Council submission in front of NSW Parliament members of the Public Accountability and Works Committee.

On 13 May 2026, the Federal Senate referred artificial intelligence and data centres to the Environment and Communications References Committee for inquiry and report.

The Terms of Reference for the Inquiry are:

a) the effectiveness of existing regulatory frameworks in managing the growth of data centres in Australia, including in relation to existing and future deals between the Government and global Artificial Intelligence (AI) companies;

b) the potential impacts of AI and data centres on Australian communities, industries and the environment, water and energy; and

c) any other related matters.

Discussion

The key issues for our community remain largely unchanged from the matters detailed in the submission made to the NSW Parliamentary Inquiry, however given the terms of reference of the Federal Inquiry, staff have made further recommendations.

For example, since Council’s original submission was compiled in March, Infrastructure NSW has published its NSW Data Centre Consultation Paper. The Paper highlighted a principles-based approach to working through the opportunities and challenges associated with data centres investment in NSW. Staff have reviewed the paper and support all five principles listed:

1) Investment in data centres should enable a wider technology ecosystem that drives job creation and propels economic growth.

2) Data centre developers and operators need to fund their infrastructure requirements, in addition to what is already planned and funded, so as to not increase prices for households.

3) Data centres need to be efficient and make sustainable use of our energy and water systems as well as the environment.

4) Data centre approval and compliance must be based on reliable and transparent data.

5) Regulatory and planning settings must take account of difference in the size and location of data centres, and community needs.

Given the Federal interest in existing regulatory frameworks, it has been recommended that the government also seeks to strengthen regulation associated with the Telecommunications Act 1997 to improve consultation, amenity and restoration associated with infrastructure works.

Council’s submission highlights Lane Cove’s experiences and concerns

Our submission reinforces the view that the current NSW State Government Planning pathway is inadequate and data centres should be removed from the SSDA pathway. It recommends that local communities and Councils are best placed to assess these developments.

There are 13 recommendations in this submission informed by a community which has already seen the impacts of data centre expansion in our area.

It is noted that there is Notice of Motion listed for consideration at the June 2026 Council meeting. If the Notice of Motion is passed the draft submission will be updated to reflect the council resolution.

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 or risk considerations for Council.

Environmental Considerations

The submission to this Inquiry has no environmental implications for Council.

Social Considerations

The submission to this Inquiry has no social implications for Council.

Timing

Submissions to the Federal Inquiry are due on 26 June 2026.

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	REPORT - Draft submission to NSW Parliamentary Inquiry into Data Centres	5 Pages	Available Electronically
AT‑2 View	Draft Submission to Federal Government Inquiry into Artificial Intelligence and Data Centres	5 Pages	Available Electronically

Ordinary Council Meeting 18 June 2026

Response to Notice of Motions - Habitat log salvage program and Enhancing urban biodiversity through scalable habitat initiatives

Item No: 16.1

Subject: Response to Notice of Motions - Habitat log salvage program and Enhancing urban biodiversity through scalable habitat initiatives

Record No: SU3912 - 40230/26

Division: Open Space and Infrastructure Division

Author(s): Jeff Culleton

Purpose

To report back to Council on two Council resolutions relating to the Habitat log salvage program (resolution 48/2026) and Enhancing urban biodiversity through scalable habitat initiatives (resolution 70/2026).

Executive Summary

· The two initiatives, Habitat Log Salvage Program and Enhancing Urban Biodiversity can be delivered collectively via Council’s existing bushland programs without requiring significant additional resources.

· It has been confirmed that salvaging hollow or partially hollow logs from Council tree works and repurposing them as habitat is achievable and can be incorporated into existing operations.

· The collection of materials from existing resource collection points such as Kimbriki is not possible as these resource centres have their own programs in place to recycle and reuse materials and therefore these materials would not be available.

· Alternatively, it is recommended that Council promote an initiative where residents are encouraged to utilise materials readily available on their own properties or from Council’s stockpile of hollow logs that can be repurposed into artificial habitat refuges. This initiative can be effectively integrated with existing bushland programs.

· In the early stages of the program, access to habitat logs will be prioritised to residents engaged with the relevant bushland programs.

· Council will also support partnerships with local groups such as the Men’s Shed or qualified carpentry practitioners to deliver upcycling workshops and habitat‑making activities by inviting them to participate in Council’s nursery workshops.

RECOMMENDATION

That Council:

1. endorse the implementation of a Habitat Log Salvage program whereby hollow or partially hollow logs generated through Council tree maintenance works are retained and repurposed as habitat structures for bushland programs.

2. develops an initiative that encourages residents to utilise materials found on their own property or from Council’s stockpile of hollow logs for use as artificial habitat refuges.

3. support partnerships with local groups such as the Men’s Shed or qualified carpentry practitioners to deliver upcycling workshops and habitat‑making activities.

Background

At the 19 March 2026 Council resolved (48/2026) to:

1) Investigate the feasibility of salvaging hollow or partially hollowed sections from fallen or removed trees as part of Council’s tree maintenance program.

2) Assess the potential for these logs to be repurposed as habitat structures for urban wildlife, particularly in residential streets that do not adjoin bushland, and to supplement the existing Backyard Habitat Program.

3) Report back to Council within three months on:

a) the practicality of implementing such a program,

b) the resources and processes required,

c) estimated costs,

d) potential demand and interest from local residents, including members of the Men’s Shed,

e) any relevant environmental, fire safety, liability or other considerations,

f) whether the concept could be incorporated into Council’s existing Backyard Habitat Program.

Subsequently, at the 23 April 2026 Council meeting, Council resolved (70/2026) to:

1) Request that staff investigate and report back to Council on a cost-effective urban habitat program that encourages participation by residents and improves habitat availability for native reptiles and other small fauna.

2) The report should consider:

a) low-cost habitat creation methods suitable for residential properties, including the use of repurposed materials such as clay pipes (e.g. sourced from resource collection points such as Kimbriki Tip), rock shelters, timber offcuts and other artificial refuges,

b) the relative costs of implementing the program and any implications it may have on Council’s adopted budgets,

c) that the program should be considered in conjunction with the Habitat Log Salvage program that was adopted for investigation at the March 2026 meeting,

d) opportunities for community participation and integration with existing Council initiatives such as the Backyard Habitat Program, Bush Friends, On the Verge Program, Bush Kids Activities and Nursery Workshops.

Discussion

The two resolutions aim to enhance habitat availability, particularly in residential areas lacking proximity to bushland, and to explore integration with the existing bushland programs.

For the log salvage program, there is a current council program where hollow logs are salvaged for the creation of habitat in Council facilities open spaces. Furthermore, all tree materials are repurposed into mulch that is used in Council open spaces and made available for residents. The investigation determined that this program could be expanded to provide additional habitat logs for residents.

After investigating the potential for developing a program of Enhancing Urban Biodiversity as per the April 2026 resolution it has been determined that the objectives of this resolution can be combined with the log salvage program.

This new initiative will focus on low‑cost and low carbon footprint habitat creation methods suitable for residential properties. Investigations into the availability of recycling facilities within close proximity to the Lane Cove local government area (LGA) determined that Kimbriki Resource Recovery Centre (located at Terrey Hills on the Northern Beaches) is the only appropriate location, as it has an on-site reuse shop where items salvaged from landfill are sold back to the community.

A group of objects on a gravel surface

AI-generated content may be incorrect.

Fig 1. On-site reuse shop at Kimbriki facility

The investigation found that the Kimbriki Resource Recovery Centre already has a program to recycle clay pipes and comparable materials. The Kimbirki centre operates as a large‑scale recycling facility rather than a site where reusable materials can be freely accessed. While a resale area exists for items in good condition, only PVC pipes were available, with no suitable materials identified for habitat creation. The most suitable materials are processed into aggregate for landscaping purposes and there is no access to them prior to being processed.

A group of glass containers with rocks in them

Fig 2. Recycled aggregate from Kimbriki facility

Given these constraints, it is not considered that sourcing or recovering materials from a resource recovery centre is a viable option. The time, effort and fuel required to locate suitable materials would not be an efficient use of Councils limited resources.

Options for habitat creation have been explored and the most appropriate course of action would be to implement a community‑based campaign to encourage residents to use recycled materials from their own properties such as clay pipes and other suitable materials or from Council’s stockpile of hollow logs that could be repurposed into artificial habitat refuges.

Where appropriate Council could stockpile some suitable materials from residents that have been engaged in these programs. These materials could then be made available to other participants in Council’s bushland programs.

In respect of engaging local organisations such as the Men’s Shed it is noted that Council runs environmental and bushland workshops at our Community Nursery and the Men’s Shed has previously provided their support. Given the existing relationship with the Men’s Shed staff will contact the Men’s Shed to see if they are interested in delivering or supporting upcycling workshops and habitat‑making activities.

Both the initiatives: Habitat Log Salvage Program and Enhancing Urban Biodiversity can be delivered collectively via Council’s existing bushland programs without requiring significant additional resources. It is proposed to pilot the programs with residents that are engaged in existing bushland programs and if successful, the program will be expanded as resources allow.

Community Consultation

No community consultation is required at this stage.

Financial Considerations

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

As this proposal uses donated / salvaged materials and will be incorporated into existing bushland programs.

Governance and Risk Considerations

Risks are covered under existing bushland program processes.

Environmental Considerations

The proposed actions in this report will result in a beneficial environmental outcome by encouraging reuse and upcycling.

Social Considerations

The subject of this report will have a positive impact on social outcomes for some members/ groups of the community by giving access to free habitat logs and reuse workshops on how to upcycle.

Timing

It is proposed that the program commence in the 2026/27 financial year.

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

1.1 Environmental Protection

1.3 Bushland

1.1.1 Implement community information and education programs and initiatives to promote sustainable living, including practices for homes, workplaces, businesses and public and open spaces

1.3.1 Extend programs that involve the community in bushland protection and conservation

1.3.3 Continue to enhance and increase wildlife habitat on public and private land

Martin Terescenko

Director - Open Space and Infrastructure

Open Space and Infrastructure Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Local Transport Forum - May 2026

Item No: 16.2

Subject: Local Transport Forum - May 2026

Record No: SU1326 - 41438/26

Division: Open Space and Infrastructure Division

Author(s): Sashika Perera

Purpose

The purpose of this report is to seek Council endorsement of recommendations from the Lane Cove Local Transport Forum held on 19 May 2026.

Executive Summary

· The Lane Cove Local Transport Forum considers upcoming transport and parking proposals and assesses the impact of proposals on local, regional and state roads and provides evidence-based information on which decisions regarding transport and parking proposals can be made.

· The Lane Cove Local Transport Forum met in May 2026 and provided recommendations for Council’s consideration.

· The attached Agendas (AT-1) provides a background for proposals, results of community consultation and a recommendation.

· The Minutes (AT-2) provide a summary of the discussion from Forum members and a final recommendation.

· This report recommends the adoption of the Minutes of the Local Transport Forum meeting held on 19 May 2026.

RECOMMENDATION

That Council adopt the recommendations of the Lane Cove Local Transport Forum held on Tuesday 19 May 2026.

Background

The Lane Cove Local Transport Forum is a requirement of Transport for NSW and is primarily a technical review forum which provides advice to Council on matters referred to it by Council.

These matters must relate to prescribed traffic control devices and traffic control facilities for which Council has delegated authority.

The Forum has no decision-making powers but provides recommendations for Council to consider, noting that Council is not bound by its advice.

Local Transport Forum meetings can be held physically, digitally or via correspondence. As physical meetings are held bi-monthly, traffic and parking changes that require urgent referral to the Local Transport Forum can be done via an electronic meeting format.

This involves:

· Circulating a report for each proposal by email to all members of the Local Transport Forum,

· Each report includes details of consultation, investigations and assessments undertaken with a preliminary recommendation for consideration by members,

· Responses from members are requested within 7 days,

· Council will then amend the recommendations if required and circulate minutes collating all feedback from members of the Local Transport Forum,

· This report including minutes will then be referred to the subsequent Council meeting for consideration after which the Council adopted recommendation is implemented,

· All residents that provided a submission on each item as part of the consultation process will be notified of the Local Transport Forums recommendation and the date of the Council meeting it will be reported to, should they wish to register to speak at the public forum,

· All residents that provided a submission on each item as part of the consultation process will also be notified of the adopted final Council resolution,

· Out of Cycle Reports are circulated electronically, face to face meetings are not required and will not be held.

This process is a common and necessary practice to ensure minimal delays with implementing time sensitive traffic and parking changes.

Discussion

The Lane Cove Local Transport Forum was held on Tuesday 19 May 2026. The Agenda is included as AT-1.

The Local Transport Forum recommendations are outlined in the Minutes of the meeting (AT-2), which address:

1. Local Transport Forum confirmation of minutes – Tuesday 17 March 2026 and out of cycle report circulated on 2 April 2026.

2. Phoenix Street between Epping Road and DOrritt Street, Lane Cove – Installation of ‘No Stopping’ Zone at 28 and 30 Phoenix Street

3. Parklands Avenue between Epping Road and Landers Road, Lane Cove – Parking Bay Marking at 6 Parklands Avenue

4. Wood Street between Beatrice Street and Lloyd Rees Drive, Lane Cove West – Installation of ‘No Stopping’ Zone from 40 to 44 Wood Street

5. Miramont Avenue, Riverview – Alternation of Time Restricted ‘No Parking’ Zone

6. Jospeh Street, First Avenue, Osbourne Street and Cobden Avenue, Lane Cove Parking and sight distance concerns.

Community Consultation

Community consultation is undertaken for each proposal and is outlined in the Agenda included in AT-1.

Financial Considerations

The Agenda included in AT-1 outlines the financial considerations for each proposal.

Governance and Risk Considerations

Reporting of the recommendations of the Local Transport Forum to Council for endorsement by council is a statutory requirement.

Environmental Considerations

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

Social Considerations

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

Timing

The items discussed in the Agenda and Minutes are proposed to be implemented this financial year.

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

2.6 Traffic

2.4 Transport & Mobility

2.6.1 Facilitate improvements to car, bicycle and pedestrian safety

2.6.2 Ensure application of appropriate traffic management measures to ensure the safety and amenity of local streets and improve traffic flow

2.6.4 Provide shared user paths and other related infrastructure as an alternative to driving

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:

AT‑1 View	Agenda - Local Transport Forum - May 2026	26 Pages	Available Electronically
AT‑2 View	Minutes - Local Transport Forum - May 2026	12 Pages	Available Electronically

Ordinary Council Meeting 18 June 2026

Community Safety Precinct Committee - North Shore Police Area Command

Item No: 18.1

Subject: Community Safety Precinct Committee - North Shore Police Area Command

Record No: SU129 - 42620/26

Division: Community and Culture Division

Author(s): Susan Heyne

Purpose

To report on the Community Safety Precinct Committee meeting held by the North Shore Police Area Command (NSPAC) at Chatswood Police Station on Tuesday, 9 June 2026.

Executive Summary

· The North Shore Police Area Command Community (NSPAC) Safety Precinct Meeting was held on Tuesday 9 June 2026. This is the first meeting for 2026.

· The purpose of the meeting is for the North Shore Police Area Command to update participants on current Police initiatives and an opportunity to share information on work that is being done across the area by the Police as well as councils and other agencies. The meeting is also an opportunity to meet local police officers.

· The NSPAC covers the local government areas of Lane Cove, Mosman, North Sydney, Willoughby, and part of Ku-ring-gai.

· Representatives from all levels of Government within the North Shore Police Area Command are invited to attend including councillors and local members of both state and federal parliament. Other attendees include security companies operating in the area and local community service providers.

· Officers from the Crime Prevention and Traffic Units were in attendance.

· A summary of the matters discussed at the meeting are presented to Council as required in Resolution 253/25.

RECOMMENDATION

That Council note the report.

Background

Community Safety Precinct Meetings have been held by the NSPAC for many years. Meetings are organised by NSPAC and are held at Chatswood Police Station. Meetings are generally held 2 to 4 times a year.

The purpose of the meetings is to provide information to community and government representatives on local issues, current operations and other police activities in the local area.

Meetings are also an opportunity for police and community members to meet and raise any issues or concerns they may have.

Discussion.

The meeting held on 9 June 2026 was the first Community Safety Precinct meeting held in 2026. Summary of information presented and discussed at the Community Safety Precinct is as follows, noting that no minutes are circulated by NSPAC following the meeting:

· Eight (8) new probationary constables were welcomed to the NSPAC on 5 May 2026.

· Crime overview - statistics from the NS Command Intelligence Unit.

	Dec 25-Feb 26	Mar-May 26	Increase/ decrease	% difference
Assault DV	82	81	-1	-1.2%
Assault Non-DV	123	137	+14	+11%
Break & enter - Residential	92	68	-24	-26%
Break & Enter Commercial	49	34	-15	-31%
Stolen Vehicle	42	45	+3	+7%
Steal from Motor Vehicle	100	65	-35	-35%
Steal from Dwelling	74	69	-5	-7%
Malicious Damage	139	155	+16	+11.5%
Robbery	4	3	-1	-25%

· Domestic Violence:

o Operation Amorok XIII – Statewide operation engaging known domestic violence offenders – occurred from 13-16 May 2026.

o Results:

§ ADVO compliance checks - 138

§ Bail compliance checks - 30

§ Breach AVO – 2

o NSPAC continue to proactively encourage the rate of reporting domestic violence, acting and protecting victims against further offending. The Domestic Violence Team review all DV matters, provide guidance, make recommendations, assist with enquiries and support investigations.

o Police recommend always call triple zero to anyone in fear for their safety or anyone who has been assaulted. This includes bystanders. Anyone observing any form of domestic violence call 000 and report it immediately.

o NSPAC DV reduction initiatives

§ Liaising with multicultural communities and actively interacting with them to encourage further reporting and building trust within the community.

§ NSPAC doorbell camera initiative in partnership with Bunnings provides doorbell cameras to improve home safety

§ Empower You: an app developed by NSW police to support people experiencing domestic and family violence. The App is designed for victim-survivors to discreetly record evidence that can be used in court

· Stolen vehicles: 45 total incidents for March to May 2026 (7% increase). April was busiest month. On 15 April a Mercedes AMG was stolen from a St Leonards car park. The vehicle was tracked to Lane Cove where the offender fled on foot before being arrested. At the time the offender was wanted for several other property offences and bail was refused.

The use of CCTV was vital in identifying and linking the offenders to the crime. Crime prevention officers liaised with victims and tenants to notify and encourage solutions to prevent further offending.

Police encourage vehicle owners with tracking devices on their cars to notify police immediately and to ensure software is regularly updated.

· Scams in NSPAC

NSW Police have issued urgent community warnings following a resurgence of fake tradie (tradesmen) operations.

Specifically targeting elderly and vulnerable homeowners across Sydney using high-pressure tactics to sell fraudulent, severely overpriced, or completely unnecessary roof and gutter repairs.

Common tactics include:

o Unsolicited knocking – claiming they ‘just noticed’ damage from the street

o Aggressive up-selling – low up-front fees with costs escalating once the property is ‘assessed’

o Deliberate damage – intentionally breaking roof tiles or gutters while ‘inspecting’

o Fake credentials – using stolen ABNs, mimicking legitimate local businesses

o Bank escorts - driving the person to the bank to get their money

· Current proactive taskings

o Strike Force Sweetenham: Police are tasked to patrol suburbs of Chatswood, Roseville, Lindfield, Mosman, Willoughby, Northbridge, Lane Cove and Longueville to deter youths targeting homes for keys to luxury vehicles.

o Chatswood Railway/ Oval / Rose Gardens / Interchange: Police are tasked to patrol the locations to prevent antisocial behaviour particularly by youth and targeted crimes between youths after 3:00pm and into the early evening

o Regular proactive operations by NSPAC staff: Firearms and Weapons prohibition orders, drug supply, retail theft, youth crime, domestic violence, break and enter, knife offences and bail/ADVO compliance.

o Operation Shelter – Jewish Synagogues and schools, and Muslim prayer halls: this involves general duties and available units to conduct hi-visibility mobile patrols of key locations in the command.

· Other issues discussed

o E-bikes: riders on footpaths and pedestrian/dismount zones is an issue across the area. The introduction of Bikes is adding to the problem. Young people on e-bikes is also an issue of concern. Local representatives shared initiatives and work being done in the area.

o Clr Southwood suggested a round-table discussion to work together on potential shared solutions which was supported by meeting attendees.

o Retail theft: Operation Discounts is an ongoing police operation to address retail theft and shoplifting. Retail theft is a big issue in the area. Police are working with local businesses to address the issue. Liquor stores have been particularly targeted and can involve young people around the ages of 14 to 16. Offenders sometimes operate in ‘swarms’ where a large group enter the store, with some creating distractions while others steal goods.

· Crime prevention tips: police provide tips to prevent crime prevention for many of the issues raised at the meeting. There are flyers available on the NSW Police website: Crime Prevention - NSW Police Public Site. These can be printed, or hard copies are available from the NSPAC Crime Prevention Team.

Tips provided are often included in the Council’s monthly seniors newsletter, the Lane Cove Connection. The Library often has copies as does Synergy Youth Centre.

Conclusion

The NSPAC Community Safety Precinct Meetings are a valuable opportunity for Council representatives to learn about current issues as well as providing an opportunity to connect with local police officers. The frequency of the meetings has reduced over the years. However, Council has a strong relationship with staff across the NSPAC units and work regularly with them on a range of issues throughout the year.

Stephanie Kelly

Director - Community and Culture

Community and Culture Division

ATTACHMENTS:

There are no supporting documents for this report.

Ordinary Council Meeting 18 June 2026

Council Snapshot May 2026

Item No: 18.2

Subject: Council Snapshot May 2026

Record No: SU220 - 43493/26

Division: Office of the General Manager

Author(s): Corinne Hitchenson

Purpose

This report provides the monthly Snapshot report, a current Resolution Tracker as well as copies of the recent meeting minutes of Council’s Advisory Committees.

Executive Summary

· Attached for the information of Councillors is a review of Council’s recent activities for the month of May 2026 at AT-1

· Council’s Resolution Tracker showing the progress of Council’s resolutions is included at AT-2

· A copy of the relevant Advisory Committees Meeting Minutes is included for Council’s informationExec Summary single sentence 3

· All Advisory Committee Meeting minutes are available on Council’s website irrespective of whether they are reported to Council

RECOMMENDATION

That Council receives and notes the Council Snapshot for May 2026, the Resolution Tracker for the 18 June 2026 Council meeting, and the minutes of the following Advisory Committees:

· Access and Age-Friendly Advisory Committee – February and April 2026

· Bicycle Advisory Committee – May 2026

· Bushland Management Advisory Committee – April 2026

· Carisbrook House Advisory Committee – May 2026

· Companion Animal Advisory Committee – May 2026

· Inclusive Communities Committee – April 2026

· Kindy Cove Management Advisory Committee – April and May 2026

· Sporting Club Advisory Committee – May 2026

· Sustainability Advisory Committee – May 2026

· Youth Advisory Group – May 2026

Background

On a monthly basis, Council staff compile a snapshot for Councillors outlining recent Council activities.

In addition, staff review and update the Council Resolution Tracker [AT-2], which identifies outstanding actions and notes those recently completed in response to Council resolutions.

Council convenes a number of Advisory Committees who meet throughout the year. While Council's website includes a list of all Advisory Committee Meeting Minutes, from May 2026 Council commenced the process of reporting recently held Advisory Committee Meeting Minutes for Councillors’ information.

Discussion

This Snapshot report provides a summary of the operations of each Division within Council for the month of April 2026 [AT-1].

The Resolution Tracker is also updated to reflect the latest actions of staff.

Advisory Committees typically meet at least once a quarter as set out in each Committee’s Charter.

From May 2026 onwards, each monthly Council Snapshot report includes attachments of the minutes from any recent Advisory Committee meetings. The meeting minutes reported to this meeting include:

Committee name	Meeting held
Access and Age-Friendly Advisory Committee	February 2026 April 2026
Bicycle Advisory Committee	May 2026
Bushland Management Advisory Committee	April 2026
Carisbrook House Advisory Committee	May 2026
Companion Animal Advisory Committee	May 2026
Inclusive Communities Committee	April 2026
Kindy Cove Management Advisory Committee	April 2026 May 2026
Lane Cove Festival Advisory Committee	Minutes of May meeting to be reported in July
Lane Cove Public Art Advisory Committee	N/A no recent meeting
Sporting Club Advisory Committee	May 2026
Sustainability Advisory Committee	May 2026
Youth Advisory Group	May 2026

Although some Advisory Committees may have been held recently, the meeting minutes included in this report are those which had been most recently published at the time of the preparation of the Council Agenda for the June 2026 meeting.

As each committee meets on its own schedule, sometimes several months will pass before some Advisory Committee minutes are due to be included in future Snapshot reports.

All Advisory Committee meeting minutes are available on Council’s website irrespective of whether they have been subsequently reported to Council: Your Committees | Lane Cove Council.

Staff have identified the opportunity to standardise the Meeting Minutes template further to assist with consistency in reporting both on Council’s website and to future Council meetings.

Conclusion

The monthly Council Snapshot, Resolution Tracker and Advisory Committee Meeting Minutes are provided for the information of the June 2026 Council meeting.

Louise Kerr

General Manager

Office of the General Manager

ATTACHMENTS:

AT‑1 View	Council Snapshot May 2026	41 Pages	Available Electronically
AT‑2 View	Resolution Tracker for 18 June 2026 Council meeting	53 Pages	Available Electronically
AT‑3 View	Access and Age-Friendly Advisory Committee - MINUTES - 17 February 2026		Available Electronically
AT‑4 View	Access and Age-Friendly Advisory Committee - MINUTES - 7 April 2026		Available Electronically
AT‑5 View	Lane Cove Bike Advisory Committee Meeting Minutes - 13 May 2026		Available Electronically
AT‑6 View	Bushland Management Advisory Committee - MINUTES - April 2026		Available Electronically
AT‑7 View	Minutes - Carisbrook Advisory Committee Meeting 13 May 2026		Available Electronically
AT‑8 View	Companion Animal Advisory Committee - MINUTES - May 2026		Available Electronically
AT‑9 View	Inclusive Communities Advisory Committee - MINUTES - 1 April 2026		Available Electronically
AT‑10 View	Minutes - Kindy Cove Management Advisory Committee 15 April 2026		Available Electronically
AT‑11 View	Minutes - Kindy Cove Management Advisory Committee 20 May 2026		Available Electronically
AT‑12 View	Sporting Club Advisory Committee - MINUTES - May 2026		Available Electronically
AT‑13 View	Sustainability Advisory Committee Meeting Minutes - May 2026		Available Electronically
AT‑14 View	Youth Advisory Group Meeting - MINUTES - 11 May 2026		Available Electronically