After an extended period of legal and administrative intervention – including the sale of its long-standing Stanmore property – the Cyprus Community of New South Wales says it is entering a new phase focused on governance reform, youth engagement and long-term cultural continuity.
A renewed strategic framework, supported by new subcommittees and a Community Council, aims to broaden participation, modernise governance and position the organisation for sustainability in the years ahead.
As previously reported by The Greek Herald, a series of legal proceedings initiated by certain members and associated parties resulted in restrained members’ meetings, the appointment of external administrators and the involvement of a receiver linked to a member-controlled fund. Subsequent court challenges were dismissed, with the Court ultimately ordering the repayment of the loan and removal of the receiver.
In August 2025, the Supreme Court of New South Wales authorised administrators to sell the Stanmore property for $55 million, a decision opposed by some members who argued it limited their ability to meet and vote due to prior injunctions. The Court determined that the sale process was appropriate, taking into account governance requirements, financial pressures and the broader interests of the Community.
At the time insolvency was declared, the Community’s liabilities – including legacy debt, refinancing costs, accrued interest and fire safety compliance requirements – were approximately $10.5 million. The Greek Herald understands that total costs associated with litigation, injunctions and asset protection are estimated to exceed $8 million. In January 2026, further proceedings were commenced in the Federal Court challenging the appointment of administrators of Cyprus Community of NSW (Holdings) Ltd.
A new strategic direction
The Community has undertaken a comprehensive review of its governance, operations, by-laws, policies, IT systems and future direction.
Honorary President Michael Kyriacou told The Greek Herald the strategy was developed through consultation with members, stakeholders, regulators and external experts, covering governance, finances, internal structures and future property requirements.
“The focus is on people, engagement and shared governance, with renewed emphasis on education, youth participation and succession planning for future leaders,” Mr Kyriacou said.
A central feature of the strategy is a new subcommittee structure designed to allow broader and more democratic participation. Subcommittees focus on culture, arts and heritage; sport; care, health and welfare; education; youth; and community and archives.
The strategic plan also introduces new operational and accountability mechanisms aimed at improving transparency and engagement. A centralised Customer Relationship Management system will support member engagement, bookings, events and digital programs, while a six-monthly State of Affairs Report will provide members with regular updates on governance, finances, priorities and regulatory compliance.
Courts, regulators and administrators have previously noted that aspects of the Community’s governance arrangements were outdated. As part of the reform process, members will be consulted on a new constitution, with formal meetings and elections to follow once regulatory alignment is complete.
“The changes to the Community’s governance are significant, but necessary,” Mr Kyriacou said. “While the Community has retained much of its traditions and day-to-day operations, its governance structures needed updating. The world in 2026 is vastly different from the 1950s or even the 1990s. The Community must adapt its governance, focus and strategy to remain sustainable and relevant.”
Looking forward
Following the issuance of a Fire Safety Order, the Community temporarily relocated to Lakemba — a move that has enabled operations to reset while planning continues for a permanent home aligned with long-term strategic objectives. The Community has indicated that future premises will be selected to support daily activity, broad participation and intergenerational engagement, rather than being limited to occasional or event-based use.
Concerns raised about the use of Community funds and powers were examined through various processes, with no adverse findings publicly reported. In response to the challenges of recent years, new governance structures, policies and operating frameworks have been introduced to promote transparency, accountability and respectful participation.
Recent initiatives already reflect this renewed direction, including the Cyprus-EU Presidency Programme, archival and heritage projects, school holiday camps, cultural retreats and exchanges, scholarship and education initiatives, and the Australia-Cyprus Achievement Awards. The 2025 Carols by Candlelight attracted more than 3,500 attendees, underscoring the Community’s ongoing role in bringing families, youth and elders together.
“Our strategy combines legal compliance with cultural mission, inclusivity and engagement,” Mr Kyriacou said. “We invite all members to participate as we work to ensure the Cyprus Community of NSW remains vibrant, relevant and sustainable for generations to come.”
A summary of the Strategy and State of Affairs Report is available here.
