Agenda of Extraordinary Council - Monday, 21 March 2022

Extraordinary Council 21 March 2022 Item 11.1

FOR NOTATION

ITEM NUMBER 11.1

SUBJECT Investment Report for February 2022

REFERENCE F2022/00105 - D08439431

REPORT OF Tax and Treasury Accountant

CSP THEME: FAIR

PURPOSE:

The purpose of this report is to inform Council of the investment portfolio performance and compliance for the month of February 2022.

RECOMMENDATION

That Council receive and note the Investment Report for February 2022.

BACKGROUND

1. In accordance with clause 212 of the Local Government (General) Regulation 2005 (the Regulation), a report setting out details of all money invested must be presented to Council on a monthly basis.

2. The report must include a certificate as to whether or not the investments have been made in accordance with the Local Government Act 1993 (the Act), the Local Government (General) Regulation 2005 and Council’s Investment Policy.

ISSUES/OPTIONS/CONSEQUENCES

Investment Portfolio Summary

3. The investment portfolio closing balance as at 28 February 2022 was $462.5m. The average portfolio holdings held throughout the month was $458m.

4. The majority of Council’s investment portfolio is in term deposits (68%). The portfolio also includes liquid floating rate notes (FRNs), cash, and the TCorp Long Term Growth Fund (LTGF).

5. Approximately 9.4% of the portfolio are less conservative long-term investments. The investment portfolio is well diversified and weighted towards higher-rated institutions.

6. The table below lists the diversified range of investments held by Council as at 28 Feb 2022.

Table 1: Summary of investment portfolio

Performance Summary

7. Investment performance for the month. The investment portfolio reported a monthly- annualised return of -2.25% in February, underperforming the AusBond Bank Bill Index benchmark by 232 basis points. The underperformance can be attributed to Councils Managed Funds portfolio.

Markets are now bracing an environment where central banks will move from their excessively loose policy measures to a tightening cycle (increasing official interest rates). Geopolitical risks have escalated after Russia’s move to invade Ukraine in February, with markets now factoring the ramifications on global economic growth after various sanctions were imposed by Western countries around the world. This has seen a significant selloff across all risk markets over the past few months, which has impacted Council's investment portfolio (shares, bonds and credit assets).

City of Parramatta holds around $30m in The T-Corp Long Term Growth Fund.

This Fund has a 70% exposure to both international and domestic shares.

The Sell-off in global markets has negatively impacted this fund, and therefore Councils budgeted income.

The market value of the fund has dropped by approximately $1.5m in the last 2 months.

It should be noted, that this fund has a longer performance duration over 5-7 years, and therefore will always be volatile against short horizon valuation

The Fund has performed at 9.5% over 3 years and has been a strong performing investment Asset in Councils portfolio.

8. Councils Floating Rate Notes/Bonds and term deposits account for approximately 80% of Councils portfolio and currently has a weighted average yield of 30-60 basis points above current market offers.

9. Historical investment performance. The table below provides year-to-date and historical investment performance compared to the Ausbond Bank Bill Index.

Table 2: Historical investment portfolio performance

10. Investment income. As at 28 Feb 2022, the cumulative actual interest earned was $2.6m, falling below the year-to-date budget by approximately -$2.05m. This is due largely to the significant sell off in shares over the last 2 months. The TCorp Long Term Growth Fund, and the CFS Global Credit Fund, has fallen by approximately $1.49m over Jan-Feb 22. The investment interest budget will be adjusted at the March 22 quarterly review.

Table 3: Year-to-date cumulative interest income

Maturities

11. Overall, the portfolio remains well diversified from a maturity perspective, with around 30% of assets directed to medium term (2-5 years). There is still capacity to invest in this horizon, and this is where Councils advisors believe the most attractive yields are along the curve. All minimum and maximum criteria meet the policy guidelines

Table 8: Maturity profile

Compliance

12. The portfolio complies with Council’s Investment Policy rating limits, with ample investment opportunity still available in A-rated institutions, and approx. $75m capacity in BBB+/unrated institutions.

Graph 1: Investment Policy rating capacity

*BBB+/BBB limits combined under Council’s investment policy.

13. Counterparty Limits. All individual counterparty limits comply with council’s investment policy, with the following exceptions:

Table 8: Exceptions to counterparty limits

Institution

Policy Limit ($‘000)

Held ($’000)

Overweight ($’000)

Reason

Compliance Date

No Exceptions

14. Council engage Imperium Markets for assistance in all investment matters relating to advice, risk and portfolio weighting. Imperium monitor the portfolio daily and conduct a monthly health check review. This confirms that Council’s portfolio is being conducted in accordance with the Act, the Regulation and the Investment Policy.

15. Detailed investment performance commentary in relation to each investment product /type can be found in the Imperium comprehensive report attached.

Certification of Investments

16. I hereby certify that the investments for the month of February 2022 have been made in accordance with the Act, the Regulations and Council’s Investment Policy:

John Angilley, Acting Chief Finance and Information Officer

CONSULTATION & TIMING

Stakeholder Consultation

17. The following stakeholder consultation has been undertaken in relation to this matter:

Date

Stakeholder

Stakeholder Comment

Council Officer Response

Responsibility

28 Feb 2022

Imperium Markets

All Investments are within Policy guidelines and supported by Councils independent advisor.

Refer Imperium Comprehensive Report

All Investments are within Policy limits and reconcile to the General Ledger as at 28 February 2022

John Angilley

Acting Chief Finance and Information Officer

Bruce MacFarlane

Treasury & Tax Accountant

Councillor Consultation

18. The following Councillor consultation has been undertaken in relation to this matter:

Date	Councillor	Councillor Comment	Council Officer Response	Responsibility
N/A	N/A	N/A	N/A	N/A

FINANCIAL IMPLICATION FOR COUNCIL

19. Investment interest year to date has underperformed budget by $2.05m. This significant fall in interest return is due to the significant sell off in shares during Jan-Feb 22, negatively impacting Councils Managed Funds ($44m holdings). Investment interest will be adjusted accordingly as at the March 22 quarterly review.

Bruce MacFarlane

Tax and Treasury Accountant

John Angilley

Chief Finance and Information Officer

Brett Newman

Chief Executive Officer

Attachments:

1 ⇩	Investment and Loans Performance Graph February 2022.pdf	1 Page
2 ⇩	Imperium Comprehensive Investment Report - February 22 .pdf	35 Pages
3 ⇩	List of Council Investments by maturity February 2022.pdf	7 Pages

REFERENCE MATERIAL

Extraordinary Council 21 March 2022 Item 11.2

FOR NOTATION

ITEM NUMBER 11.2

SUBJECT NOTE LATE REPORT: Pre-exhibition - Planning Proposal, draft Development Control Plan and draft Planning Agreement for 195 Church Street, 65-79 Macquarie Street, 38 and 45 Hunter Street, Parramatta (St John's Anglican Church) (Deferred Item)

REFERENCE RZ/5/2018 - D08446631

APPLICANT/S Jattca Pty Ltd

OWNERS St John's Parramatta Endownment Fund

REPORT OF Team Leader –Land Use Planning

csp theme: INNOVATIVE

Development applications considered by Sydney central city planning panel Nil

PURPOSE

To seek Council’s endorsement to publicly exhibit a draft site-specific Development Control Plan and draft Planning Agreement for land at 195 Church Street, 65-79 Macquarie Street, 38 and 45 Hunter Street, Parramatta (St John's Anglican Church), in conjunction with the Planning Proposal previously endorsed by Council.

RECOMMENDATION

That Council note that a late report will be included in a supplementary agenda and distributed to Councillors prior to the Council Meeting.

BACKGROUND

1. A report on this matter will be included in a supplementary agenda to be circulated to Councillors prior to the Council Meeting.

ISSUES/OPTIONS/CONSEQUENCES

2. A report on this matter will be included in a supplementary agenda to be circulated to Councillors prior to the Council Meeting.

CONSULTATION AND TIMING

Stakeholder Consultation

3. The following stakeholder consultation has been undertaken in relation to this matter:

Date	Stakeholder	Stakeholder Comment	Council Officer Response	Responsibility
Full details to be provided in supplementary report.

Councillor Consultation

4. The following Councillor consultation has been undertaken in relation to this matter:

Date	Councillor	Councillor Comment	Council Officer Response	Responsibility
Full details to be provided in supplementary report.

LEGAL IMPLICATIONS FOR COUNCIL

5. A report on this matter will be included in a supplementary agenda to be circulated to Councillors prior to the Council Meeting.

FINANCIAL IMPLICATIONS FOR COUNCIL

6. A report on this matter will be included in a supplementary agenda to be circulated to Councillors prior to the Council Meeting.

Janelle Scully

Team Leader –Land Use Planning

Robert Cologna

Group Manager, Strategic Land Use Planning

John Angilley

Chief Finance and Information Officer

Bryan Hynes

Executive Director Property & Place

Jennifer Concato

Executive Director City Planning and Design

Brett Newman

Chief Executive Officer

Attachments:

REFERENCE MATERIAL

Extraordinary Council 21 March 2022 Item 12.1

FOR COUNCIL DECISION

ITEM NUMBER 12.1

SUBJECT Minutes of the Aboriginal and Torres Strait Islander Advisory Committee Meetings held on Various Dates

REFERENCE F2022/00105 - D08411586

REPORT OF Community Capacity Building Officer

CSP THEME: FAIR

workshop/briefing date: Nil

PURPOSE:

The Aboriginal and Torres Strait Islander Advisory Committee met on 28 September, 26 October and 23 November 2021. This report provides a precis of the minutes of these meetings.

RECOMMENDATION

(a) That Council note the minutes of the Aboriginal and Torres Strait Islander Advisory Committee Meetings held on 28 September, 26 October and 23 November 2021.

(b) Further, that Council thank the members of the previous Aboriginal and Torres Strait Islander Advisory Committee for their contributions to Council and for their longstanding commitment and advocacy on behalf of the local First Nations community.

BACKGROUND

1. Council’s Aboriginal and Torres Strait Islander Advisory Committee meets monthly (February-November) and comprises eight members.

2. The sitting term of the current Committee was extended in line with the postponement of Council elections until 4 December 2021, in accordance with a prior Council decision of 28 September 2020. The Committee met on 28 September, 26 October and 23 November 2021. Minutes for these meetings can be found at Attachments 1-3, noting that the September meeting was inquorate and is therefore not discussed below.

ISSUES/OPTIONS/CONSEQUENCES

Review of the Terms of Reference of the Aboriginal and Torres Strait Islander Advisory Committee

3. Ngurra Advisory (consultant) attended the 26 October meeting to present on the Aboriginal and Torres Strait Islander Advisory Committee Terms of Reference Review that the consultancy had undertaken. The review was commissioned to apply a critical lens to the structure, operation and influence of the Advisory Committee as the formal body of Council reflecting the needs, issues and concerns of First Nations communities. The review was initiated to ensure the Committee provides the most appropriate platform to foster effective engagement between First Nations communities and Council.

4. Council officers informed the Committee of Council staff’s proposed responses to the recommendations but noted that any changes to the Terms of Reference would need to be approved by Council in the new year. The Committee provided initial feedback and questions regarding the recommendations.

5. Although not a specific agenda item, the recommendations of the review were also heavily discussed at the November meeting. In particular, views of existing Committee members were split regarding their support for the recommendation that membership of the Committee be open to First Nations people only. Some members spoke strongly against this recommendation.

Officer comment: The views of Advisory Committee members have been considered in the recommendations for change to the Terms of Reference put forward by Council staff. These recommendations will be considered by Council at its meeting of 28 March 2022.

Reflections on the work of the Advisory Committee

6. At the November meeting, members and Council officers were invited to reflect on the achievements and challenges of the Committee over the course of the previous term and prior. Highlights included the role of the Committee in development of Council’s Reconciliation Action Plan, the growth of the WARAMI program and its engagement of the local community, input to the Westmead Redevelopment, the Memorial to Indigenous Service Personnel, and elevating expressions of First Nations heritage in Parramatta Square. The Committee has also played a significant role in the increased recognition of Aboriginal heritage by Council and it was noted that Parramatta has potential to be the centre of Aboriginal culture in Australia

CONSULTATION & TIMING

Stakeholder Consultation

7. The following stakeholder consultation has been undertaken in relation to this matter:

Date	Stakeholder	Stakeholder Comment	Council Officer Response	Responsibility
28 September, 26 October and 23 November	Members of the Aboriginal and Torres Strait Islander Advisory Committee	As recorded in the minutes.	Views of the Committee were considered in the finalisation of a recommendation for the new First Nations Advisory Committee	Group Manager Social and Community Services

Councillor Consultation

8. The following Councillor consultation has been undertaken in relation to this matter:

Date	Councillor	Councillor Comment	Council Officer Response	Responsibility
28 September, 26 October and 23 November	Councillor Phil Bradley	The minutes reflect Councillor Bradley’s participation in the Advisory Committee meetings.	N/A	N/A

LEGAL IMPLICATIONS FOR COUNCIL

9. There are no legal implications for Council associated with this report.

FINANCIAL IMPLICATIONS FOR COUNCIL

10. There are no financial implications for Council associated with this report.

11. The table below summarises the financial impacts on the budget arising from approval of this report.

	FY 21/22	FY 22/23	FY 23/24	FY 24/25
Revenue
Internal Revenue
External Revenue
Total Revenue	Nil

Funding Source

Operating Result
External Costs
Internal Costs
Depreciation
Other
Total Operating Result

Funding Source

CAPEX
CAPEX
External
Internal
Other
Total CAPEX

Tarina Rubis

Community Capacity Building Officer

Rodrigo Gutierrez

Group Manager Social & Community Services

David Moutou

Group Manager Social and Community Services

John Angilley

Chief Finance and Information Officer

Jon Greig

Executive Director Community Services

Brett Newman

Chief Executive Officer

Attachments:

1 ⇩	Aboriginal and Torres Strait Islander Advisory Committee meeting - 28 September 2021 Final Minutes	7 Pages
2 ⇩	Aboriginal and Torres Strait Islander Advisory Committee meeting - 26 October 2021 Final Minutes	5 Pages
3 ⇩	Aboriginal and Torres Strait Islander Advisory Committee Meeting - Draft - 23 November 2021	10 Pages

REFERENCE MATERIAL

Extraordinary Council 21 March 2022 Item 12.2

FOR COUNCIL DECISION

ITEM NUMBER 12.2

SUBJECT Endorsement of the "Prevention of Domestic and Family Violence Action Plan"

REFERENCE F2022/00105 - D08426032

REPORT OF Community Capacity Building Officer - Family and Domestic Voilence

CSP THEME: INNOVATIVE

workshop/briefing date: 16 February 2022

PURPOSE:

To seek approval of the City of Parramatta’s Prevention of Domestic and Family Violence Action Plan. Domestic and family violence is a significant community, social and legal issue. City of Parramatta’s Prevention of Domestic and Family Violence Action Plan outlines how Council will address and seek to prevent the issue within its business and within the community.

RECOMMENDATION

That Council approve City of Parramatta’s Prevention of Domestic and Family Violence Action Plan for implementation.

BACKGROUND

1. The Prevention of Domestic and Family Violence Action Plan 2022-2025 (the Action Plan) fulfils the commitment made in the 2018-2022 Delivery Program and Operational Plan: “Tackle disadvantage through implementing a primary prevention framework for the prevention of domestic and family violence” (Strategy 6.2.2).

2. The theory underpinning the Action Plan is based on Change the Story: The National Framework for Primary Prevention of Violence Against Women and their Children (Change the Story). Change the Story identifies gender inequality as a driving factor in the prevalence of violence against women. Within that framework, domestic and family violence is identified as a form of violence against women.

3. The document outlines Council’s commitment to preventing domestic and family violence (DFV) and goals for strengthening Council, community groups, services, and businesses’ capacity to respond to the violence:

a. Goal 1: Gender equality in the community is promoted

b. Goal 2: Gender equality within Council’s workplace is promoted

c. Goal 3: Capacity within Council’s workplace and within the community to respond effectively to domestic and family violence is increased.

4. The Commonwealth Government recognises the role of local governments in the primary prevention of DFV within the 2010-2022 National Plan to Reduce Violence against Women. At a State level, there is recognition within 2017-2021 NSW Domestic and Family Violence Blueprint for Reform for a capacity building approach within communities and the not-for-profit sector to enhance support for people experiencing violence.

5. The Action Plan is situated within this context, and it focuses on Council’s capacities to lead actions to prevent domestic and family violence, provision of training and support to other local stakeholders, engaging a diversity of stakeholders and fostering opportunity for innovative responses and partnerships.

6. The Action Plan’s goals, objectives and activities are in alignment with other endorsed Council Action Plans and strategic documents:

Document

Endorsed Objective, Outcomes and Actions

Community Strategic Plan

2018-2038

Goal: Innovative

We collaborate and champion new ideas to create a better future.

Strategy 6.2 Support collaboration and partnerships to deliver key outcomes for our City

Socially Sustainable Parramatta Framework

Goal: We trust each other, are welcoming and feel good about being here together

Facilitate social connections to foster socially and culturally diverse, inclusive and empowered communities.

Goal: We Lead by Example

Improve Council’s policies and practices to enable a more socially sustainable City of Parramatta

Homelessness Action Plan

2019-2023

Objective 1: Contribute to the prevention of homelessness

Outcome 1.1 Groups at risk of homelessness receive targeted support

Actions:
1.1.2 Prioritise, and support initiatives aimed at the primary prevention of gender-based violence.

1.1.3 Apply a gender lens to consider specific needs of women in decision making on social infrastructure in Parramatta.

Crime Prevention Plan 2019-2023

Objective 1: Reducing crime and anti-social behavior

Actions:

1.10 Continue Council’s commitment to gender equity by continuing to trial the domestic and family violence toolkit, resourcing the local prevention committee, and providing community grants to programs.

1.11 Continue to develop and support gender inclusion policies internally including promoting programs aimed at reducing violence against women.

7. Goals, objectives and activities related to Council staff and operations in the Action Plan are in alignment with the ‘Gender Goal’ in Council’s 2021-2023 Diversity, Inclusion and Equity Strategy.

ISSUES/OPTIONS/CONSEQUENCES

8. There is community expectation that Council be seen to be actively responding to the issue of domestic and family violence with the dual goals of reducing impact/harm within the community and supporting staff who are experiencing violence. The Action Plan provides a framework for practical implementation and communication regarding Council’s efforts in this area.

9. Endorsement of the Action Plan will enable Council to be transparent about its activities on how it will address and prevent domestic and family violence. Without a plan, there is a reputational risk of appearing not to have vested interest in addressing and preventing domestic and family violence.

CONSULTATION & TIMING

Stakeholder Consultation

10. The Action Plan was subject to a ‘peer review’ by colleagues who either have expertise in addressing DFV or the primary prevention of DFV. This included Council staff from the City Strategy team, colleagues at Inner West Council and consultants from the peak bodies Domestic Violence NSW and Australian National Research Organisation for Women’s Safety (ANROWS). Their most significant input shaped the development of the Action Plan’s ‘Outcomes Measurement Framework’, refined the structure of the report and provided guidance on the inclusion of LGBTQIA+ communities in the Action Plan.

11. A consultation process was undertaken with external and internal stakeholders to gain a localised picture of the impact of DFV and the experiences of services and community groups who are working to address and prevent it. The full details of the outcomes and recommendations of that consultation process is outlined in the Action Plan. The table below is a summary of those findings:

Date	Stakeholder	Stakeholder Comment	Council Officer Response	Responsibility
2019	14 External Service Providers (such as): * DFV Response Service Providers Volunteer lead Community Organisations CatholiCare AngliCare Parramatta Local Area Command- NSW Police ACON Parramatta Koori Interagency members	Identified issues: social isolation and loneliness in older women; the adverse impact of precarious partner visas disproportionately affect women and LGBTQIA+ communities; and LGBTQIA+ communities face significant levels of discrimination. Shortage of DFV casework services within the LGA; a shortage of support services for women on temporary visas, LGBTQIA+ people and those seeking asylum; unclear referral pathways to DFV services; and need for ATSI cultural competency and LGBTQIA+ inclusive practice training.	Objectives and Activities in the Action Plan have developed to address these issues, some examples are: - Activity to explore the impact of social isolation in older women - Activity to implement a research project in Dowry Abuse int the community - An objective and associated activities focused on the LGBTQIA+ community “Goal 3 of the Action Plan with its associated objectives and activities have been developed, taking into account the scope of Council operations and responsibilities, to address the service delivery issues identified.	Community Capacity Building Team
2019	External -Young People	Need for information about healthy relationships and counselling services to support young people impacted by mental illness and/ or family violence.	Added two activities to the Action Plan that center on delivering a healthy relationship program in the local high schools and supporting healthy relationships within families.	Community Capacity Building Team
2020	Internal – People and Culture Business Partners	Council support for staff is governed by the Domestic and Family Violence Policy. Response to DFV staff disclosures could be strengthened. Mangers should be priority group for training.	Added as an Activity in the Action Plan- DFV Awareness and Response training for Council managers/ leaders.	People and Culture with Community Capacity Building Team
2021	Internal- People and Culture Organisational Capability Team Chairs of the Gender Diversity Committee	Staff self-determination is vital for true organisational change and commitment	Plan adjusted to reflect feedback	People and Culture

Councillor Consultation

12. The following Councillor consultation has been undertaken in relation to this matter:

Date	Councillor	Councillor Comment	Council Officer Response	Responsibility
20 Oct 2022	Clrs. Bradley, Davis, Pandey, Prociv, Wearne, Wilson, Zaiter	Development of the plan noted. Completed draft to be presented to new Council.	Continue development of plan	Community Capacity Building Team
9 Feb 2022	Lord Mayor and Clr Darley	Update on actions and broader discussion of Council’s role	Continue to plan for Councillor workshop	Community Capacity Building Team
16 Feb 2022	Lord Mayor and Clrs. Bradley, Darley, Esber, Green, Humphries, Maclean, Noack, Pandey, Prociv, Siviero, Valjak, Wang, Wearne	Council can take a more active role in advocacy in issues related to domestic and family violence space	Inclusion of following activity in the Action Plan, under Goal 1, Objective 1.4: 1.4.4 Council advocates for legislative reforms service and funding increases, as appropriate, to improve responses to DFV and increase primary prevention efforts.	Lord Mayor’s Office

LEGAL IMPLICATIONS FOR COUNCIL

13. There are no legal implications for Council associated with this report.

FINANCIAL IMPLICATIONS FOR COUNCIL

14. If Council resolves to approve this report in accordance with the proposed resolution, there are no unbudgeted financial implications for Council’s budget.

15. The Action Plan has been fully costed. The staffing expenses and the project costs are fully withing existing and approved budgetary allotments in the Social and Community Services Business Unit, and within People and Culture.

16. Council investment in 2022/23 for the staff expertise that drives our primary prevention approach is $165,483. These staff costs are complemented by an annual programming budget of $21,000, which supports community workshops, projects and events. This ongoing investment is a core reason that Council is acknowledged as a leader in this field.

17. The table below summarises the financial impacts on the budget arising from approval of the actions in this report.

	FY 21/22	FY 22/23	FY 23/24	FY 24/25
Revenue
Internal Revenue
External Revenue
Total Revenue	Nil	Nil	Nil	Nil

Funding Source
General revenue
Operating Result
External Costs
Internal Costs
Depreciation
Other
Total Operating Result	Nil	Nil	Nil	Nil

Funding Source

CAPEX
CAPEX
External
Internal
Other
Total CAPEX	Nil	Nil	Nil	Nil

Sharmila Falzon

Community Capacity Building Officer - Family and Domestic Violence

David Moutou

Group Manager Social and Community Services

John Angilley

Chief Finance and Information Officer

Jon Greig

Executive Director Community Services

Brett Newman

Chief Executive Officer

Attachments:

1 ⇩

Action Plan of the Prevention of Domestic and Family Violence

40 Pages

REFERENCE MATERIAL

Extraordinary Council 21 March 2022 Item 13.2

NOTICE OF MOTION

ITEM NUMBER 13.2

SUBJECT CBD Planning Proposal Concerns Regarding Infrastructure Funding, Flooding and Design

REFERENCE F2022/00105 - D08443717

FROM Councillor Phil Bradley

MOTION

That Council write urgently to the Department of Planning and Environment requesting them to give careful consideration to the Parramatta CBD Planning Proposal in regard to:

1. Council’s estimated best-case 40 year funding gap of $1,373 million for related local infrastructure, even with Council’s proposed development contributions plan being approved;

2. The Department’s Environment, Energy and Science Group‘s submission that the endorsement by the State Emergency Services (SES) of the CBD flood evacuation plans “is considered essential”;

3. Deferring finalisation of the CBD Planning Proposal until the more realistic Parramatta River flood modelling study project is available in 2022 with consideration of the extensive flooding of the Parramatta River catchment that has occurred over the last 20 years; and

4. Government policies promoting quality urban design and good place-making such as Better Placed 2007, NSW Public Places Charter, the evolving Design and Place SEPP 2022-23 improvements and Greater Sydney Commission Central City District Plan Priorities especially in regard to liveability and sustainability.

BACKGROUND

1. Council’s $1,373 million infrastructure funding gap was reported in the 7 February 2022 Council Item 13.8 staff report paragraph 18 and results from an accumulation in my view of insufficient developer contributions for site specific LEP variations (planning proposals) mostly if not always consistent with the Draft CBD Planning Proposal. In my view it is not acceptable that Council usually only received from 0% to 20% public value share of the CBD land value uplift for local infrastructure from higher FSR windfalls for land owners/developers. Our amended CBD infrastructure contribution plan (if approved by the Planning Minister) will provide an increase, but still leaves this big infrastructure funding deficit of $1,373 million, while developers are estimated to profit by an Internal Rate of Return of at least 20%.

2. Submissions on the Parramatta CBD planning proposal raising flood issues included the following submission from the Environment Energy and Science (EES) Group (State Government Agency): “EES highlights that all matters regarding flood evacuation, community education and awareness, and sheltering in place are the primary responsibility of the NSW SES and its endorsement is considered essential.” The group also states that “EES recommends Council ensures its relevant Flood Studies and Floodplain Risk Management Studies and Plans incorporate the likely impact of climate change due to sea level rise and rainfall intensity”. This is another reason why the 2022 updated Parramatta River Flood Modelling Study needs to be awaited and considered.

In the Parramatta CBD, it is likely in an extreme weather flood, that hundreds of people or more will need to shelter-in-place (SIP) sometimes for more than 8 hours and potentially for much longer.

With the City of Parramatta I understand described as ‘the most flash flood affected major CBD in Australia’ in correspondence to the then Chief Commissioner for the Greater Sydney Commission Lucy Turnbull, the SES highlights the inherent risks where SIPs are relied on. Similarly, the risks for the floodplains in Sydney’s west and northwest are indicated in the SES A/Deputy Commissioner’s letter to the GSC: https://bit.ly/3huziOi

This letter also states in reference to “a relatively frequent flood event” in 2017, that:

“There were times when emergency service personnel could not attend to the community needs due to the severity of the flood and inability to access the community. This is likely to be more significant with more severe flood events, and especially when demand is greater in areas such as the Greater Sydney Area, leading to potential large-scale loss of life.”

Critically in the case of Parramatta, especially given recent climate change fuelled East Coast record floods, the completion of the City’s 2022 Flood Study for the purpose of updating data (now about 15 years old), is still outstanding, despite the proposed Planning Proposal significantly upzoning its CBD building heights up to 67 storeys.

3. The draft Design and Place SEPP is subject to a draft Council submission in Item 13.7 of the 14 March 2022 Council. The SEPP when finally approved by the NSW government for operation in early 2023 introduces many significant changes, some of which could cause reconsideration of parts of the CBD Planning Proposal. It could be advisable to review the CBD PP in the context of the new SEPP.

Phil Bradley

Councillor

EXECUTIVE DIRECTOR, CITY PLANNING & DESIGN RESPONSE

1. A written response will be included in a supplementary agenda and distributed to Councillors prior to the Council Meeting.

FINANCIAL AND RESOURCE IMPLICATIONS

2. A written response will be included in a supplementary agenda and distributed to Councillors prior to the Council Meeting.

Phil Bradley

Councillor

Jennifer Concato

Executive Director City Planning and Design

John Angilley

Chief Finance and Information Officer

Brett Newman

Chief Executive Officer

Attachments:

There are no attachments for this report.

Governance Manager		Lord Mayor Cr Donna Davis	Chief Executive Officer

	Minute Clerk
Cr Phil Bradley				Cr Lorraine Wearne	Sound
Cr Sameer Pandey, Deputy Lord Mayor				Cr Donna Wang
Cr Paul Noack				Cr Michelle Garrard
Cr Ange Humphries				Cr Dan Siviero	IT
Cr Dr Patricia Prociv				Cr Henry Green
Cr Pierre Esber				Cr Kellie Darley
Cr Cameron Maclean				Cr Georgina Valjak

Obligations
Oath [Affirmation] of Office by Councillors	I swear [solemnly and sincerely declare and affirm] that I will undertake the duties of the office of Councillor in the best interests of the people of the City of Parramatta Council and the City of Parramatta Council that I will faithfully and impartially carry out the functions, powers, authorities and discretions vested in me under the Local Government Act 1993 or any other Act to the best of my ability and judgement.
Code of Conduct Conflict of Interests
Pecuniary Interests	A Councillor who has a pecuniary interest in any matter with which the Council is concerned, and who is present at a meeting of the Council at which the matter is being considered, must disclose the nature of the interest to the meeting. The Councillor must not be present at, or in sight of, the meeting: a) At any time during which the matter is being considered or discussed, or b) At any time during which the Council is voting on any question in relation to the matter.
Non-Pecuniary Conflict of Interests	A Councillor who has a non-pecuniary conflict of interest in a matter, must disclose the relevant private interest in relation to the matter fully and on each occasion on which the non-pecuniary conflict of interest arises in relation to the matter.
Significant Non-Pecuniary Conflict of Interests	A Councillor who has a significant non-pecuniary conflict of interest in relation to a matter under consideration at a Council meeting, must manage the conflict of interest as if they had a pecuniary interest in the matter.
Non-Significant Non-Pecuniary Interests	A Councillor who determines that they have a non-pecuniary conflict of interest in a matter that is not significant and does not require further action, when disclosing the interest must also explain why conflict of interest is not significant and does not require further action in the circumstances.


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