Georges River Council Annual Report 2018-19 by Georges River Council

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

ANNUAL REPORT

2018/2019

www.georgesriver.nsw.gov.au 1

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TRANSLATION INFORMATION IMPORTANT For help to read and understand this document, Council can arrange interpreter services for you. Please contact Language Assistance Service on 131 450. Annual Report This annual report is a comprehensive report on Council's activities throughout the preceding financial year. It is intended to supply the community with information about Council's activities and financial performance. It also looks at key achievements by Council and its staff, as well as challenges faced by Council over the same period. Our annual report also helps inform our future planning by providing progress on implementation of our Delivery Program and progress towards achieving our Community Strategic Plan outcomes. Our financial performance against annual and longer-term budgets is part of the way we are accountable to our community. For more information please contact Council on 9330 6400 or email mail@georgesriver.nsw.gov.au 重要市议会为您准备了口译服务，帮助您阅读和理解本文档。请拨打 131 450联系语言协助服务处。年度报告这份年度报告是市议会在上一财年活动的综合报告，旨在为社区提供市议会活动与财务状况的信息。报告还涵盖了市议会及其工作人员的主要成绩，以及市议会在这同一时期所面临的挑战。年度报告还汇报了交付计划（Delivery Program）的实施进度以及社区战略计划（Community Strategic Plan）的进展成果，有助于了解市议会的未来计划。在年度和长期预算之下，保持财务状况稳健是我们对社区所担负责任的一部分。 …………………………………………………………………… 欲了解详情，请拨打9330 6400或致信电子邮件 mail@ ‫ھﺎم‬ georgesriver.nsw.gov.au 联系市议会。 ‫ﺧدﻣﺔ اﻟﺗرﺟﻣﺔ‬ …………………………………………………………………… ‫ھﺎم‬ .‫ﯾﻣﻛن أن ﺗوﻓـــّر ﻟك اﻟﺑﻠدﯾّـــﺔ ﻣﺗرﺟـــم ﻟﻠﻣﺳﺎﻋدة ﻋﻠﻰ ﻗراءة ھذا اﻟﻣﺳﺗﻧد وﻓﮭﻣﮫ‬ .131 450 ‫اﻟرﺟﺎء اﻻﺗﺻﺎل ﺑﺧدﻣﺔ اﻟﺗرﺟﻣﺔ ﻋﻠﻰ اﻟرﻗم‬

‫اﻟﺗﻘرﯾر اﻟﺳﻧوي‬ .‫اﻟﺗﻘرﯾر اﻟﺳﻧوي ھذا ھو ﺗﻘرﯾر ﺷﺎﻣل ﺣول أﻧﺷطﺔ اﻟﺑﻠدﯾّﺔ ﺧﻼل اﻟﺳﻧﺔ اﻟﻣﺎﻟﯾّﺔ اﻟﻼﺣﻘﺔ‬ ‫واﻟﮭدف ﻣﻧﮫ ھو أن ﻧﻘدّم ﻷﺑﻧﺎء اﻟﻣﺟﺗﻣﻊ اﻟﻣﻌﻠوﻣﺎت اﻟﺧﺎﺻﺔ ﺑﺄﻧﺷطﺔ اﻟﺑﻠدﯾّﺔ واﻷداء‬ ّ ‫ ﻛﻣﺎ وﯾﻌرض اﻹﻧﺟﺎزات اﻟﮭﺎﻣﺔ ﻟﻠﺑﻠدﯾّﺔ وﻣو‬.‫اﻟﻣﺎﻟﻲ ﻟﮭﺎ‬ ‫ظﻔﯾﮭﺎ ﺑﺎﻹﺿﺎﻓﺔ إﻟﻰ اﻟﺗﺣدّﯾﺎت‬ .‫اﻟﺗﻲ واﺟﮭﺗﮭﺎ اﻟﺑﻠدﯾّﺔ ﺧﻼل ﻧﻔس اﻟﻔﺗرة‬ ‫وﯾوﻓّر ﺗﻘرﯾرﻧﺎ اﻟﺳﻧوي أﯾﺿﺎ ً ﻣﻌﻠوﻣﺎت ﻋن ﺧططﻧﺎ اﻟﻣﺳﺗﻘﺑﻠﯾّﺔ وذﻟك ﺑﻌرض اﻟﺗﻘدّم ﻓﻲ‬ ّ .‫اﻟﺧطﺔ اﻻﺳﺗراﺗﯾﺟﯾﺔ ﻟﻠﻣﺟﺗﻣﻊ‬ ‫ﺗﻧﻔﯾذ ﺑرﻧﺎﻣﺞ اﻹﻧﺟﺎز اﻟﺧﺎص ﺑﻧﺎ واﻟﺗﻘدّم ﻓﻲ إﺣراز ﻧﺗﺎﺋﺞ‬ ‫ إﺣدى ﻣﺳﺋوﻟﯾّﺗﻧﺎ أﻣﺎم‬،‫ ﻣﻘﺎرﻧﺔً ﺑﺎﻟﻣﯾزاﻧﯾّﺔ اﻟﺳﻧوﯾّﺔ وطوﯾﻠﺔ اﻷﻣد‬،‫ﺣﯾث ﯾُﻌد أداؤﻧﺎ اﻟﻣﺎﻟﻲ‬ .‫اﻟﻣﺟﺗﻣﻊ‬ ‫ أو اﻟﺑرﯾد‬9330 6400 ‫ اﻟرﺟﺎء اﻻﺗﺻﺎل ﺑﺎﻟﺑﻠدﯾّﺔ ﻋﻠﻰ اﻟرﻗم‬،‫ﻟﻠﻣزﯾد ﻣن اﻟﻣﻌﻠوﻣﺎت‬ ‫اﻹﻟﻛﺗروﻧﻲ‬ mail@georgesriver.nsw.gov.au

A leading, people-focused organisation delivering outstanding results for our community and city.

ΣΗΜΑΝΤΙΚΟ Για βοήθεια στην ανάγνωση και κατανόηση αυτού του εγγράφου, η Δημαρχία μπορεί να προσφέρει διερμηνευτικές υπηρεσίες σε εσάς. Παρακαλούμε, επικοινωνήσετε με την Υπηρεσία Βοήθειας Γλωσσών στο 131 450. Ετήσια Έκθεση Αυτή η ετήσια έκθεση αποτελεί μια εμπεριστατωμένη έκθεση σχετικά με τις δραστηριότητες της Δημαρχίας καθ’ όλη τη διάρκεια του προηγούμενου οικονομικού έτους. Προορίζεται να παρέχει στην κοινότητα πληροφορίες σχετικά με τις δραστηριότητες της Δημαρχίας και τις οικονομικές της επιδόσεις. Επίσης, εξετάζει τα βασικά επιτεύγματα της Δημαρχίας και του προσωπικού του, καθώς και τις προκλήσεις που αντιμετωπίζει η Δημαρχία κατά την ίδια περίοδο. Η ετήσια έκθεσή μας συμβάλλει επίσης στην ενημέρωση για τον μελλοντικό μας σχεδιασμό ενημερώνοντας για πρόοδο της εφαρμογής του Προγράμματος παροχής Υπηρεσιών (Delivery Program) και για την πρόοδό μας προς την επίτευξη των στόχων του Κοινοτικού Στρατηγικού Σχεδίου μας. Η χρηματοοικονομική μας επίδοση σε σχέση με τους ετήσιους και μακροπρόθεσμους προϋπολογισμούς είναι μέρος του τρόπου με τον οποίο λογοδοτούμε στην κοινότητά μας. Για περισσότερες πληροφορίες παρακαλούμε επικοινωνήστε με τη Δημαρχία στο 9330 6400 ή με ηλεκτρονικό ταχυδρομείο στο mail@ georgesriver.nsw.gov.au

महत्वपण ू र् काउिन्सलले तपाईलाई यो कागजात पढ्न र बझ्ु न मद्दतको लािग दोभाषे सेवाह� व्यवस्था गनर् सक्दछ । कृपया भाषा सहायता सेवा १३१ ४५० मा सम्पकर् गनर्हु ोस् । वािषर् क प्रितवेदन यो वािषर्क प्रितवेदन अिघल्लो िव�ीय वषर् भरी काउिन्सलको गितिविधह� समावेश बारे एक िवस्तृत प्रितवेदन हो । यसको उद्देश्य काउिन्सलको गितिविधह� र िव�ीय प्रदर्शनको बारे मा समदु ायलाई पणू र् जानकारी िदनु हो । यसले काउिन्सल र यसका कमर्चारीह�ले गरे का प्रमख ु उपलिब्धह�को साथै काउिन्सलले सोही अविधमा सामना गनर्पु रे को चनु ौतीह�लाई पिन हेरेको छ । हाम्रो वािषर्क प्रितवेदनले हाम्रो िवतरण कायर्क्रमको कायार्न्वयनमा र हाम्रो सामदु ाियक रणनीितक योजनाको नतीजाह� प्रा� गन� िदशाितर प्रगित प्रदान गरे र हाम्रो भिवष्यको योजनालाई सिू चत गनर् पिन सहयोग गदर्छ । वािषर्क र लामो अविधको बजेट िब�द्ध हाम्रो िव�ीय प्रदर्शन हाम्रो समदु ाय प्रित जवाफदेही हो । अिधक जानकारीको लािग कृ पया ९३३० ६४०० वा ईमेल mail@georgesriver.nsw.gov.au मा काउिन्सललाई सम्पकर् गनर्हु ोस् ।

IN RECOGNITION OF THE BIDDEGAL PEOPLE Georges River Council acknowledges that the Biddegal people of the Eora Nation are the traditional inhabitants and custodians of all land and water in which the Georges River region is situated. Council recognises Aboriginal people as an integral part of the Georges River community and highly values their social and cultural contributions. Georges River Council is committed to showing respect for Aboriginal people as Australia's First Peoples. Council has adopted the practice of acknowledging the Traditional Custodians of Country at events, ceremonies, meetings and functions.

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ABOUT THIS REPORT

REPORT STRUCTURE

This is the third annual report prepared by Georges River Council. Based on the 2018/2019 financial year, it reports on our accomplishments in realising the community’s vision for the local government area (LGA).

CHAPTER 1 SNAPSHOT OF GEORGES RIVER

It outlines our progress against our Community Strategic Plan 2018-2028, Delivery Program 2018/2019-2020/2021, and Operational Plan 2018/2019 and reports on the six most important themes – or pillars - identified by the community during the development of the Community Strategic Plan 2018-2028.

THE SIX PILLARS ARE: 1. A protected environment and green open space 2. Quality, well planned development 3. Active and accessible places and spaces 4. A diverse and productive economy 5. A harmonious and proud community with strong social services and infrastructure 6. Leadership and transparency Each of these pillars is accompanied by specific goals that further focus our efforts to meet the community’s vision. This Annual Report offers an accountability mechanism between the community and Council. It has been prepared in accordance with Section 428 of the Local Government Act 1993 and the Office of Local Government’s Integrated Planning and Reporting Guidelines.

• A profile of Georges River LGA.

CHAPTER 2 THE YEAR IN REVIEW • Major achievements under the six pillars • Information on how rate funds are split between services and capital works • Reports by the Mayor and General Manager.

CHAPTER 3 PERFORMANCE SUMMARY • How we performed against financial and strategic objectives • Information on major projects, events and service improvements • Awards for 2018/2019.

CHAPTER 4 EMERGING PRIORITIES • Transformational projects in the LGA • Emerging priorities and projects.

CHAPTER 5 OUR ORGANISATION • Democratic and corporate governance arrangements • Councillor profiles • Reporting on community engagement, local government reforms and workforce diversity.

CHAPTER 6 INTEGRATED PLANNING AND REPORTING • Performance against the six pillars.

CHAPTER 7 FINANCE • Audited Financial Statements for the financial year ended 30 June 2019.

CHAPTER 8 APPENDICES • Summary of 2018/2019 funding to community organisations • Glossary of terms • Indexes

A leading, people-focused organisation delivering outstanding results for our community and city.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

CELEBRATING DIVERSITY ‘Celebrating Diversity’ is the theme of this annual report. This reflects the value that Council and the community place on the area’s diverse and multicultural society. Council is committed to a diverse workforce that represents the community we serve – the kind of people that foster a safe and professional workplace, respect each other’s differences, draw on each other’s strengths and genuinely collaborate. This means embracing and celebrating everyone, regardless of their cultural background, race, ethnicity, disability, age, gender identity or sexual orientation. We are preparing a Social Plan and Cultural Strategy that will guide our work to celebrate diversity, support the multicultural community, encourage innovation and creativity and contribute to the local economy. We will continue to develop, support and promote programs and activities that encourage people to get involved and be part of the community and help to improve their wellbeing, regardless of age, gender, sexual orientation, cultural or religious background. We implemented an Equal Employment Opportunity (EEO), Diversity and Inclusion Plan in 2018/2019. This demonstrates our commitment to a fair and harmonious work environment for all of employees. We established a staff EEO, Diversity and Inclusion Committee and conducted training in disability awareness for the Council Leadership team.

Our inaugural live broadcast of the Eurovision Song Contest sold out a week before the event and was shared across our social media channels. Of the 120 people who attended, 50 per cent live outside the LGA. We installed a Rainbow Crossing as part of Pride Month in June 2019, a playful yet important symbol of our support for residents and staff who are part of the LGBTIQA+ community. As well as the Rainbow Crossing, located on Forest Road outside the Hurstville Station interchange, we installed rainbow lighting throughout Hurstville Plaza, Council’s Civic Centre, the Entertainment Centre and Hurstville Museum and Gallery. Pride Month programming included Living Library talks and Rainbow Storytime sessions in our libraries and the launch of the Multicultural LGBTI+ Support Directory in collaboration with Advanced Diversity Services, Kogarah Community Services and St George Youth Services. Social media posts on Pride Month programs were overwhelmingly positive and provided an open platform for community discussion. A June 2019 Facebook post on the Rainbow Crossing reached more than 46,000 people alone, with over 95 per cent of comments and reactions supporting the initiative.

Pride Month 2019

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CONTENTS 2. 3. 4. 5.

Translation information In recognition of the Biddegal people About this report Celebrating diversity

CHAPTER 1 - SNAPSHOT OF GEORGES RIVER

10. Annual scorecard 12. LGA snapshot 13. Community snapshot 14. History

16. CHAPTER 2 - THE YEAR IN REVIEW 18. 20. 21. 22. 23.

Key acheivements and challenges 2018/19 How Council spent your rates and charges Key Capital Works Mayor's report General Manager's report

24. CHAPTER 3 - PERFORMANCE SUMMARY 26. Financial summary 28. Grants 30. Events 32. Service improvements 34. Awards and recognition 36. Public recognition 37. Partnerships and collaborations 38. Sharing knowledge and expertise

40. CHAPTER 4 - EMERGING PRIORITIES 42. City Strategy and Innovation

46. CHAPTER 5 - OUR ORGANISATION 50. Wards 51. Our Councillors 58. Our organisation 60. Our workforce 64. Volunteers and work experience 68. Community engagement 70. Statutory information

A leading, people-focused organisation delivering outstanding results for our community and city.

72. CHAPTER 6 - INTEGRATED PLANNING AND REPORTING 75. Pillar 1 - A protected environment and green open spaces 76. Achievements 82. Progress against 1 year Operational Plan items 83. 3 Year Delivery Program Projects 90. 1 Year Operational Plan Projects 94. Statutory information 95. The year ahead 97. Pillar 2 - Quality, well planned development 98. Achievements 104. Progress against 1 year Operational Plan items 105. 3 Year Delivery Program Projects 110. 1 Year Operational Plan Projects 114. Statutory information 116. The year ahead 119. Pillar 3 - Active and accessible places and spaces 120. Achievements 126. Progress against 1 year Operational Plan items 127. 3 Year Delivery Program Projects 132. 1 Year Operational Plan Projects 136. Statutory information 137. The year ahead 119. Pillar 4 - A diverse and productive economy 140. Achievements 142. Progress against 1 year Operational Plan items 143. 3 Year Delivery Program Projects 150. 1 Year Operational Plan Projects 152. Statutory information The year ahead 155. Pillar 5 - A harmonious and proud community with strong social services and structure 158. Achievements 162. Challenges 164. Progress against 1 year Operational Plan items 165. 3 Year Delivery Program Projects 175. 1 Year Operational Plan Projects 182. Statutory information 184. The year ahead

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

187. Pillar 6 - Leadership and transparency 190. Achievements 192. Challenges 196. Progress against 1 year Operational Plan items 197. 3 Year Delivery Program Projects 215. 1 Year Operational Plan Projects 224. Statutory information 246. The year ahead

Mural in Hurstville Plaza

248. CHAPTER 7 - FINANCE 250. Audited Financial Statements for the financial year ended 30 June 2019.

340. CHAPTER 8 - APPENDICES 342. Summary of 2018/2019 funding to community organisations 356. Statutory index 357. Glossary of terms 360. Index

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A leading, people-focused organisation delivering outstanding results for our community and city.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

CHAPTER 1

SNAPSHOT OF GEORGES RIVER

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ANNUAL SCORECARD

2017/18

2018/19

Correspondence completed

24,617

42,001

Cyber threats blocked

2,414,912

9,928,581

Tenders awarded (value)

$45,118,598

$44,949,322

Tree applications processed

706

796

Trees planted or given away

3,650

1,020

Square metres of roads re-sheeted

70,441

65,558

Kilometres of new footpaths

3.7

Visits to Hurstville Aquatic and Leisure Centre

1,159,178

1,221,602

Tonnes of waste diverted from landfill

29,215

27,199

Food shop inspections

893

940

A leading, people-focused organisation delivering outstanding results for our community and city.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

2017/18

2018/19

Fines for environmental breaches

$14,750

$209,030

Value of development applications lodged

$1,054,762,960

$568,118,643

Development applications assessed

894

758

Attendees at major Council events

68,000

69,657

Telephone calls answered

104,067

105,217

Attendees in community centres and performance venues

317,596

215,556

Visits to Georges River Libraries

811,816

721,975

Councillor Requests

1,805

1,078

Enquiries from MPs

1,586

1,461

Council Meeting and Committee Meeting Live Streams

N/A

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LGA SNAPSHOT Georges River LGA is 17 kilometres from Sydney CBD and covers 38 square kilometres.

The area is close to Sydney Airport and the M5 Motorway, as well as the foreshores of Botany Bay and the Georges River. Main roads include Stoney Creek Road, Forest Road, King Georges Road, and residents and workers benefit from the East Hills (T8 Airport and South) and Illawarra (T4 Eastern Suburbs and Illawarra) rail lines. It is the major public transport interchange for the St George region, with excellent access to train and bus services.

Its mix of suburbs includes Riverwood, Peakhurst, Kingsgrove, Penshurst, Hurstville, Mortdale, South Hurstville, Kogarah, Carss Park, Peakhurst Heights, Lugarno, Beverly Hills, Carlton, Allawah, Narwee, Oatley, Connells Point, Blakehurst, Beverley Park, Kogarah Bay and Sans Souci.

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These suburbs are set across five wards: Blakehurst, Hurstville, Kogarah Bay, Mortdale and Peakhurst.

GEORGES RIVER

Port Botany 12.4km North Sydney 21.6km

Sydney CBD 17km

Wolli Creek 4.8km



Bondi Junction 17.8km

Kogarah

Hurstville

Sydney Airport Figure 2: LGA Snapshot A leading, people-focused organisation 12 delivering outstanding results for our community and city.

6km

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019 GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

COMMUNITY SNAPSHOT COMMUNITY SNAPSHOT POPULATION

2016: 153,450 Increase: 8.3%

(2011-2016) 2018 estimate: 159,000 Grown at a rate of 1.6% over the last 10 years compared to 1.7% growth in Greater Sydney. Majority of growth in Hurstville and Kogarah Projected 2036: 185,346

AGE STRUCTURE Median age: 37

People under 20 today: 35,161

by 2036 to 41,491 People over 65 in 2016: 22,802 by 2036 to 33,234



MIGRATION From elsewhere in Australia: 27.6%

From overseas: 11.5%

OTHER THAN AUSTRALIA

(TOP 5)

China Nepal Hong Kong United Kingdom Greece



INDIGENOUS COMMUNITY 0.5% of population

Increase of people born overseas between 2011- 2016 : 19.4%

LANGUAGE OTHER THAN ENGLISH SPOKEN AT HOME (TOP 5)

BIRTHPLACE

POPULATION BORN OVERSEAS: 44.8%

Mandarin Cantonese Greek Arabic Nepali

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

RELIGION (TOP 5) Roman Catholic Anglican Greek Orthodox Buddhism Hinduism

EMERGING COMMUNITIES: Nepalese, Filipino, Indian

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HISTORY The traditional owners of the area now known as the Georges River are the Biddegal people of the Eora Nation, who have lived on this land for over 40,000 years. European colonisation in 1788 dramatically changed life for the Aboriginal people of the Georges River area. The first land grants were assigned in 1804 to Hannah Laycock, and this was followed by a grant in 1808 to Captain John Townson for 1,950 acres of what is today Hurstville and part of Bexley. His brother Robert Townson was granted land which is now Penshurst, Mortdale and parts of Peakhurst. European settlement transformed the natural landscape, which was rich in resources such as lime and timber. Communities settled for work in lime burning, timber getting, oyster farming, ship building and brickworks. In 1850, Michael Gannon purchased land and subdivided it into small farms along what is now Croydon Road. Three larger farms were established and the area became known as Gannonâ&#x20AC;&#x2122;s Forest. The local school was established in 1876 and named Hurstville, and in 1884, the new rail station took the same name. The Illawarra rail line shifted the landscape from rural to one of cottages and roads. Residents opted for trades over agricultural work. Kogarah Council was established in 1885, and Hurstville in 1887. The population increased with the new transport links in the 1900s, leading to a boom in shops and businesses. The picturesque rivers, coves and beaches of Georges River became the pleasure ground of Sydney, popular for swimming, boating and picnicking. By 1988, Hurstville had become a central business district for the southern suburbs of Sydney, and was declared a city. The discovery of gold in NSW in the 1850s attracted Chinese migration to the Georges River, and migration from China and Hong Kong again boomed in the 1990s, when a distinct Chinese community began to form in the area. Georges River Council was formed in 2016 as an amalgamation of Hurstville and Kogarah councils. Today, the area is home to a thriving multicultural community, sharing links with over 50 countries. It is home to 153,450 people, with 16 per cent of the community born in China and 53.5 per cent speaking a language other than English at home (2016 Census).

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

OUR VISION A progressive, environmentally and culturally rich community enjoying a unique lifestyle.

OUR MISSION A leading, people-focused organisation delivering outstanding results for our community and city.

OUR VALUES UNITED

We will work collaboratively as one team with common purpose and respect

PROFESSIONAL

We will act with integrity and seek opportunities to learn and grow

HONEST

We will be open and truthful with each other and our community

ACCOUNTABLE

We will own our decisions and actions as we strive for excellence

Georges River, date unknown.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

CHAPTER 2

THE YEAR IN REVIEW

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KEY ACHIEVEMENTS AND CHALLENGES 2018/2019 ACHIEVEMENTS - Revitalised customer-focused service centres and Hurstville and Kogarah - Carss Park foreshore naturalisation project - Award-winning Council branding - Local Strategic Planning Statement – consultation program - Gannons Park stormwater quality improvements and harvesting scheme - Smart Social Spaces Program - Everyone Can Play adventure playgrounds - Online services including pre-lodgement development advisory service - Hydropanels at Hurstville Aquatic and Leisure Centre - Hurstville Plaza - Reduction in single-use plastics - Norm O’Neill Cricket Training Facility - Reduction in power use and improved energy management - Industrial Land Review completed - Adoption of Tree Management Policy - Get the Site Right blitz - Penshurst Long Day Care received an ‘Exceeding Industry Standards’ Assessment rating - Fox Management Program - Beverly Hills Master Plan Stage 1 - Waste Education Program - Transport Management Accessibility Plan

CHALLENGES - Kogarah War Memorial Pool – future of the facility - Major Events Advisory Committee – dissolution of committee - Ongoing financial sustainability - Pecuniary interests – returns to be made publicly available - Former Oatley Bowling Club site – site retained as open space

THE FOCUS FOR 2019/2020 - Finalise the Create Georges River Cultural Strategy - Develop an Open Space, Recreation and Community Facilities Strategy - Develop a Resilience Strategy for Council services - Implement the Energy and Water Management Plan - Complete the Beverly Hills Master Plan - Implement the new Car Parking Strategy - Work with State agencies to improve transport in Hurstville City Centre area based on Hurstville CBD Transport Management and Accessibility Plan (TMAP) - Develop and implement the annual Infrastructure Works Program, including a Town Centres Public Domain Program - Develop the Performance Excellence Framework - Develop an online service for anywhere/anytime management of customer issues - Develop a Community Property Strategy - Review Children’s Services - Open a media lab in Hurstville Library and Service Centre - Work with the NSW Government to provide crisis accommodation in the LGA - Implement the Penshurst Park Master Plan Stage 2 - Complete construction of Poulton Park Synthetic Sports Field - Install ChillOut Hubs from Smart Cities Round 2 Funding - Complete the draft Georges River Local Environment Plan (LEP) 2020, Development Control Plan (DCP) and Section 7.11 and Section 7.12 Development Contributions Plans - Continue the Get the Site Right blitz - Move towards the 100% renewable energy target by 2025 and net zero emissions by 2027 to Council operations.

Hurstville Plaza Water Feature

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Opening bowling ceremony - Norm O'Neill Cricket Training Facility

Carss Park Foreshore Naturalisation Project

Meade Park

Hydropanels at Hurstville Aquatic Leisure Centre

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HOW COUNCIL SPENT YOUR RATES AND CHARGES Annual rates go towards programs, services and facilities for the community.

Community centres and halls

Street lighting and other community amenities

Animal management, health and regulation

Waste management

$1,657,808

$2,448,116

$2,602,835

$21,533,526

Roads, footpaths and parking

Planning, environment and sustainability

Environmental protection and street cleaning

Emergency provision and services

$21,866,097

$5,410,612

$9,966,710

$2,114,013

Youth, aged persons, disabled and community support

Childrenâ&#x20AC;&#x2122;s services

Libraries, art and cultural services and economic development

Aquatic, sport and recreation

$912,004

$5,712,698

$ 9,279,597

$1,129,585

Parks and gardens

Development and buildings

Drainage and stormwater management

TOTAL

$1,283,122

$104,174,269

$11,577,138

$6,680,408

Figure 3: Expenditure on key service areas 2018/2019

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

KEY CAPITAL WORKS Capital projects and programs 2018/2019

Road upgrades

Playground improvements

$4,310,652

$2,302,181

Library resources

Corporate systems and technology

$816,000

$219,000

$499,634

New and improved parks

Public amenities

Sportsfields and facilities

$5,137,903

Drainage

$4,945,275

$964,070

Footpath improvements

Community buildings and facilities

$2,006,233

$15,327,385

Sustainability initiatives

Neighbourhood centre improvements

$6,847,840

$4,866,844

Traffic/pedestrian facilities

$276,606

Plant and equipment

$4,322,735

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MAYOR’S REPORT This past financial year has seen a steady rollout of high quality major infrastructure throughout the LGA, complemented by minor capital works funded through the Councillor Ward Discretionary Fund. This fund also provided smaller grants for community initiatives. Council spent more than $55 million of its 2018/2019 capital works budget on open space infrastructure, including the new Hurstville Plaza, which has been designed with smart technology to improve connectivity. We also celebrated the opening of Stage 1 of the Penshurst Sporting Hub Project – the $6 million state-ofthe-art Norm O’Neill Cricket Training Facility. A further $9 million was dedicated to vital health, safety and amenity works such as stormwater systems. Over 80 per cent of our capital works program is directly funded by Council. A high number of successful grant applications generated a further $11.4 million during the financial year. Extensive community consultation has been our focus over the past year. We have developed various strategies to inform decisions on the area’s future, including: - Create Georges River Cultural Strategy, which seeks to strengthen and embed culture and creativity - Centres Strategy, which seeks to harmonise existing planning frameworks that govern development in town centres - Inclusive Housing Strategy, which aims to alleviate housing stress for low, very low and moderateincome households, as well as seniors, people with disabilities, students and key workers. We commenced extensive community consultation as well developed our first Local Strategic Planning Statement. The Statement creates a land use vision for the LGA that recognises the character of the area’s suburbs and builds on the community’s social, environmental and economic values and strengths. We spoke to 450 workshop participants, consulted directly with community and business groups, saw more than 3,000 online interactions and received 750 written surveys.

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We developed the Kogarah Investment Attraction Strategy, which builds on Kogarah's strengths and competitive advantages and identifies the opportunities available to Council to attract business and investment. It will underpin long-lasting strategic partnerships to support the area’s existing and future jobs. We also commenced development of the Kogarah North Urban Design Strategy to direct our work as Kogarah North changes from a low density to high density residential area, with a focus on creating vibrant, active public areas. The community guided the development of the draft Hurstville Place Strategy, which sets out how to activate Hurstville and transform the economic and cultural potential of the city centre. This work leverages the city’s existing strengths as a bustling commercial, retail and cultural centre with convenient access to the Sydney CBD and Sydney Airport. The culmination of this work will help to create a strong, adaptable and future-focused LGA that contributes to the long-term prosperity of the Georges River community. I would like to thank the staff members at Council for their dedication to improving the services, infrastructure and opportunities available to the community.

Kevin Greene Mayor Georges River Council

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

GENERAL MANAGER’S REPORT As General Manager, I am responsible for Council’s efforts to achieve outstanding results for the community and the LGA. I am focused on continuous improvements to our services, facilities and infrastructure. Year of the customer We declared 2018/2019 the ‘Year of the Customer’, and launched our Customer Transformation Program. This acknowledges that our relationship with the community – as our customers – helps to drive our success as a council. We launched contemporary Customer Service Centres offering flexible, multi-use community spaces at Hurstville Civic Centre and Kogarah Library and Service Centre. We adopted a Digital Resource Strategy to improve internal processes. We modernised our call centre technology to better respond to customer queries and complaints. We now offer pre-lodgement development advisory services and have rolled out eTrack software for customers to track development applications and view proposed developments. Additionally, customers can run basic reports on development and building-related applications submitted and determined on a weekly or monthly basis. Financial management Our 2018/2019 budget was $199 million. Of this, we dedicated $64 million to infrastructure, part of a $150 million investment in community assets over three years. We expect to see a widening gap between our income and expenditure in the future, and will seek to make a consistent increase to rates across the LGA to address this. We attracted new professional sporting teams to the Council-owned Netstrata Jubilee Stadium, equating in a $1.7 million boost to the local economy. We hosted more than 100,000 people to major events in the 2018/2019 year, more than double the previous year. Patronage is forecast to increase further with additional rugby league and football scheduled for the 2019/2020 seasons. We continue to work with the local business community through the Economic Development Advisory Committee, which consists of Councillors and representatives from industry and the community to encourage economic

growth, create partnerships, attract investment and identify economic opportunities. Achieving excellence Council staff work incredibly hard to deliver the best possible services to the community, and their work was recognised throughout the financial year: - Carss Bush Park Playspace won the 2018 Kidsafe National Playspace Design Awards (category B $500,000 to $1 million) - The Integrated Planning and Reporting team won a Bronze Award in the Australasian Reporting Awards 2019 for the 2017/2018 Annual Report. - Hurstville Museum and Gallery was highly commended at the Museums and Galleries National Awards (MAGNA) in the temporary or travelling exhibition category for St George on a Sunday exhibition. - Penshurst Long Day Care Centre was assessed as ‘Exceeding National Quality Standards’ I would like to thank Mayor Kevin Greene for his leadership during the 2018/2019 financial year, as well as that of the Executive Team and all Georges River Council staff. I thank the community for their contributions to the development of key strategies through engagement, participation and feedback. I would also like to thank our local business community, who continue to support our efforts and work towards building a better place for everyone to live, work and play. This annual report presents details of some of our work and the various strategies that will drive the future of the Georges River LGA. You will soon see a positive transformation in town centres and city areas, from which new opportunities will arise. We will work with the community and business to capitalise on these opportunities for the betterment of the city.

Gail Connolly General Manager Georges River Council

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TRANSFORMATION OF GEORGES RIVER COUNCIL

GEORGES RIVER COUNCIL ANNUAL GEORGES RIVER COUNCIL ANNUALREPORT REPORT 2018/2019 2017/2018

CHAPTER 3

PERFORMANCE SUMMARY

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FINANCIAL SUMMARY The net operating result for Council was a surplus of $33 million for the financial year ended 30 June 2019. Net cash generated from operating activities is positive, with and without the inflow of capital grants. We delivered the following capital works projects Table 2: Capital works

Service area - capital projects

$'000

Road upgrades

4,311

Playground improvements

2,302

Footpath improvements

2,006

Community buildings and facilities

15,327

Library resources

816

Corporate systems and technology

219

Sustainability initiatives

500

Neighbourhood centre improvements

4,867

Parks â&#x20AC;&#x201C; new and improved

5,138

Public amenities Sportsfields and facilities

964 6,848

Traffic/pedestrian facilities

277

Drainage

4,945

Plant and equipment

4,323

Excluding grants and contributions for capital purposes, we held a deficit of $3.3 million in 2018/2019, compared to a deficit of $0.8 million in the previous year. We highlighted this ongoing issue in our Long Term Financial Plan. Our cash and investments decreased from $182 million at 30 June 2018 to $167 million at 30 June 2019, largely due to the increase in spending on the capital works program in 2018/2019. Cash and investments are comprised of: - $104 million in externally restricted reserves for services such as domestic waste and developer contributions - $61 million internally restricted - $2 million unrestricted funds.

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We will continue to generate reasonable returns from the investment of cash resources, although on a reducing scale over the next few years due to the projected expenditure of our funds balance, the lowering of interest rates in the market and maturing higher rate term deposits that are being reinvested a lower rates. The Operating Performance Ratio, a local government industry performance indicator, is under benchmark, which means we do not generate sufficient operating income to cover operating expenditure. The preparation and consideration of our Long Term Financial Plan during the 2020/2021 budget process will focus Council decisions on strengthening financial sustainability. We will present a number of options to the community to consider. Table 3: Net operating result

Income statement

$'000

Total income

173,234

Total operating expenses

140,199

Net operating result for the period â&#x20AC;&#x201C; surplus/ (deficit)

33,035

Net operating result for year before grants and contributions provided for capital purposes

(3,269)

WORKING CAPITAL Our working capital represents the operating liquidity available to Council. It was maintained at almost $100 million, backed by a healthy cash balance. The current ratio was also preserved at 3.5:1 compared to 3.7:1 in the previous year. Liquidity is healthy with a cash balance of $167 million, compared with $182 million at 30 June 2018. The receipt of a higher level of capital grants compared to the budget minimised the projected reduction in the cash balance.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Table 4: Statement of financial position

Table 6: Total expenditure by category 2018/2019

$'000

Assets Cash and investments

166,713

Receivables

10,169

Other assets

1,972

Infrastructure, property, plant and equipment

1,384,369

Total assets

1,563,223

Liabilities Payables Borrowings Other liabilities

23,492 1,625 14,693

Total liabilities

40,406 1,522,817

FUNDING AND EXPENDITURE In 2018/2019 our total income was $173,233,259. Our main sources of income are noted below. Table 5: Total income by category 2018/2019

Revenue

Employee costs

56,508

Materials and contracts

42,454

Depreciation

19,557

Other expenses

21,680

Total operating expenses

140,199

IN 2018/2019, OUR TOTAL OPERATING EXPENSES WERE

$140,199,010

$’000

Service area - operating

$'000

Community centres and halls

1,658

Street lighting and other community amenities

2,448

Animal management, health and regulation

2,603

Waste management

21,534

Roads, footpaths and parking

21,866

Planning, environment and sustainability

5,411

Environmental protection and street cleaning

9,967 2,114

Rates and annual charges

93,795

Emergency provision and services

User charges and fees

14,654

Youth, aged persons, disabled and community support

Interest and investment revenue

$’000

596

Provisions Net assets

Expenses

5,891

Grants and contributions for operating purposes

10,141

Grants and contributions for capital purposes

36,304

Other revenue

12,449

Total income

173,234

912

Children’s services

5,443

Libraries, art and cultural services and economic development

9,280

Aquatic, sport and recreation

1,130

Parks and gardens

11,577

Development and buildings

6,680

Drainage and stormwater management

1,283

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GRANTS

We successfully applied for a number of Australian and NSW Government grants in 2018/2019, equating $9.5 million for operational projects and just over $11.4 million for capital projects. Table 8: Grant funding (operation and capital) 2018/2019

Grants paid to Council during 2018/2019 Purpose

Grant Provider

Amount $

OPERATIONAL Crown Reserves Improvement Fund Program

NSW Crown Reserves

Childcare Benefit – Subsidy Fee Relief

Commonwealth Department of Education and Training (DET)

Childcare – Salary Subsidies

DET

45,481

South Hurstville Kindergarten – Operational Subsidy and Disability Programs

DET

395,734

Childcare – Special Needs Subsidies

DET

44,405

Restoration of Lime Kiln Bay Wetlands

NSW Department of Industry (DOI)

20,000

Smart Cities and Suburbs Program

Commonwealth Department of Industry, Innovation and Science (DIIS)

Community War Memorials Grant

Department of Justice (NSW)

Local Environmental Plan (LEP) Review Program

NSW Department of Planning and Environment (DPE)

Five Million Trees for Greater Sydney

DPE

43,000

Local Infrastructure Renewal Scheme

Department of Premier and Cabinet (NSW)

81,428

Better Waste and Recycling Fund

Environment Protection Authority (NSW)

Youth Worker Subsidy and Programs

Family and Community Services NSW

Financial Assistance Grant

Local Government Grants Commission NSW

Indent Event Development Program

Music NSW

NSW Weeds Action Program

NSW Department of Primary Industries

30,000

Restoration and rehabilitation of Gannons Park

NSW Environmental Trust

51,200

Bush Fire Risk Mitigation and Resilience Programme

NSW Rural Fire Service

Coastal and Estuary Management Program

NSW Office of Environment and Heritage (OEH)

57,448

Floodplain Management Program

OEH

10,499

Tom Ugly’s Point fishing platform disabled access project

OEH

8,000

Companion animals

NSW Office of Local Government (OLG)

50,752

Crown Land Management Act 2016 Implementation

OLG

30,000

Contribution towards street lighting

NSW Roads and Maritime Service (RMS)

Road Safety Officer subsidy and programs

RMS

Library services – operational and local priority State Library of NSW projects Sub-total

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17,228 2,308,989

167,112 8,750 750,000

154,850 50,213 4,556,491 2,500

7,436

335,000 16,815 295,984 9,539,314

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Grants paid to Council during 2018/2019 Purpose

Grant Provider

Amount $

CAPITAL Carss Park Foreshore

DIIS

75,000

Public Library Funding Strategy

State Library of NSW

81,430

Active transport program

RMS

80,500

Kingsgrove Football Club expansion

Department of Infrastructure and Regional Development

Beverley Hills Park rectification

St. George Football Association

Gannons Park – sports lighting

Football NSW

Peakhurst Park – synthetic field

DOI

450,000

Gannons Park – water quality

DPE

250,000

Claydon Reserve sports amenities building

NSW Government

Charles Pirie inclusive sports amenities building

Office of Sport NSW

250,000 20,000 4,000

29,845 150,000

Penshurst Park Sporting Hub cricket and NSW Cricket Association community centre program – indoor cricket centre

400,000

Doing it Differently initiative

South Eastern Sydney Local Health District

60,000

Safer Streets – CCTV installation

Department of Home Affairs

50,140

Stronger Communities Fund

OLG

9,500,000

Sub-total

11,400,915

GRANTS AWARDED

S356 – additional donations

RID Squad illegal dumping

Georges River Combined Councils’ Committee

Heritage building grants

Venue Hire Grants

$115,846

$70,000

$66,445

$45,383

$204,819

Community grants Community facilities Donations and program rental subsidy outgoing sponsorship

$400,000

$168,948

$182,835

Free tree giveaways

$16,374 29

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EVENTS Our events calendar features 391 events in the LGA during 2018/2019. Overall attendance at these events was 441,986 people, of which 23 per cent were visitors to the area. Events included the Lunar New Year Festival, Australia Day Festival, Lugarno Spring Festival, Oatley Village Fair, Magic of Christmas at Carss Bush Park, Anzac commemorations, Discovery Festival of Community Arts, White Ribbon Walk, Youth Week, Seniorsâ&#x20AC;&#x2122; Week, Councillorsâ&#x20AC;&#x2122; Charity Ball, The Night Markets Series, Starlight Cinema and Drive-In Cinema. We also hosted six citizenship ceremonies, including one on Australia Day. Each ceremony celebrates 140 new citizens for the LGA.

MAGIC OF CHRISTMAS SATURDAY 1 DECEMBER 2018 Playschool star Colin Buchanan headlined the Magic of Christmas, where 8,000 attendees enjoyed fireworks over Georges River. Santa started his journey to each ward in the LGA for free communitiy photos at the event.

AUSTRALIA DAY SATURDAY 26 JANUARY 2019 Fifteen thousand people enjoyed the Australia Day celebrations, which were headlined by Justice Crew. The event features 30 stallholders, artist-in-residence workshops and a fireworks finale over Georges River.

LUNAR NEW YEAR SATURDAY 2 FEBRUARY 2019 Our Lunar New Year event welcomed the year of the pig. Fifty thousand people enjoyed headlining act Wah Dee, a lookalike of Cantopop singer Jacky Cheung. The event included 12 inflatable zodiac animals that brought height, colour and fun to the parade, more than 60 stallholders, a community piano and the painting of a live mural on the day.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

QUOTES ABOUT OUR EVENTS “Family-friendly and open to all ages, using our open space beyond sporting activities is great. And it’s free!” .......................................................... “Last night’s event at Carss Park took it to another level with Justice Crew” .......................................................... “I think that your planning of the logistics, advertisement and publicity of the events all lead to the successful implementation and execution of the event on the day”- Stallholder .......................................................... “Fantastic for my family. Some of our best memories are of events at Carss Park” .......................................................... “The atmosphere in the room was great, everyone was celebrating together, having a great time and just enjoying themselves. It was a very accepting event, some people dressed up, others wore their pyjamas. You were encouraged to support other countries and they even had all the different country flags available on the stage so you could wave them around”.

Lunar New Year 2019

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SERVICE IMPROVEMENTS REFURBISHED CUSTOMER SERVICE CENTRE Under our Customer Experience Transformation Program, we opened refurbished Customer Service Centres at the Georges River Council Civic Centre (November 2018) and Kogarah Library and Service Centre (December 2018). These are fresh, contemporary and welcoming places that give the community access to quality and responsive services in enhanced, flexible and multipurpose centres. The Civic Centre entrance has a vertical green wall complete with concierge, comfortable lounges, display screens and self-service public computers. The moveable customer service pods have modernised the space and provide a dedicated customer service. The concierge greets customers and triages enquiries, providing first point resolutions to more than half the daily enquiries. The concierge service has received several accolades for excellent service.The Civic Centre was also furnished with new meeting rooms equipped with smart boards and internet access for presentations and events. Kogarah Library and Service Centre features a dedicated Customer Service Centre equipped with a green wall and contemporary furniture to provide a tranquil and inviting space. This modern look continues through the library entrance into the Customer Service Centre, with comfortable lounges and an informational display monitor in the waiting area.

CUSTOMER EXPERIENCE RESULTS We completed 12 priority projects in the Customer Experience Transformation Program in 2018/2019. - Customer satisfaction: 75 per cent very satisfied or satisfied since the customer satisfaction kiosk opened in May-June 2018 - Councillor requests: 639 requests, 85 per cent completed within five days (from 77 per cent in 2017/2018) - Call centre: 111,716 calls answered - Correspondence: 38,661 with 87 per cent completed in 14 days (up from 85 per cent in 2017/2018) - Service requests: 20,721 with 71 per cent completed in 10 days (up from 61 per cent in 2017/2018) - Accolades: 47 (March – June 2019) - Complaints: 143 complaints with 89 per cent addressed in 5-10 days (a 60 per cent reduction in complaints from 358 in 2017/2018).

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We integrated our Customer Service Strategy objectives into the Integrated Planning and Reporting framework to embed customer experience improvements across the organisation. We also embedded customer commitments and performance indicators into department corporate reporting. This required training within directorates to improve knowledge of systems and processes. We have reviewed accolades (since March 2018) and complaints each month for continuous improvement, staff training and a rewards and recognition program. Communication channels with the Customer Service team were consolidated using service requests and Trim systems to help each department meet their customer experience targets. This has resulted in a 35 per cent reduction in follow-up correspondence and a decrease in reported complaints. Our Customer Service Capability Needs Analysis improved our Customer Feedback and Complaints Management Policy. We are working with St George Police Area Command to judiciously manage vexatious customers and prioritise staff and customer safety. Project Zappo implemented consistent communication procedures for all customer contact channels for a seamless customer experience. Customer journey mapping helped us to understand the customer’s expectations and improve the customer experience in six high-turnover areas: - - - - - -

trees parking waste – kerbside pickup development applications building compliance rates

These will be reviewed again in 2019/2020 to measure performance and ensure continuous improvement. We created a customer service knowledge base to help staff provide consistent service and deliver timely, accurate and high quality services. We also undertook a customer service performance review and updated our rewards and recognition program.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

A new service catalogue for duty planners has made it easier and quicker to provide accurate information to customers. A service catalogue for customer service details services to confirm turnaround times. We installed customer satisfaction kiosks to improve face to face services and phone and electronic channels in our childrenâ&#x20AC;&#x2122;s services, customer service centres, libraries and Hurstville Aquatic Leisure Centre.

LIVE CHAT We launched a web chat on the corporate homepage and the Contact Us page on 4 March 2019. Customers can click the live chat button to chat directly to Council staff. In the first month of launch, web chats averaged three web chats per day with a 16 minute average handling time. For the month of June 2019, web chats increased to an average of nine per day, with a 12 minute average handling time.

Refurbished Customer Service Centre

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AWARDS AND RECOGNITION - General Manager Gail Connolly was named in the Top 50 Women in NSW Public Sector list at a ceremony at Parliament House in July 2018 for her focus on service delivery, organisational leadership and connecting women within the sector. - Carss Bush Park Playspace won the 2018 Kidsafe National Playspace Design Award in November 2018 - The Corporate Planning and Reporting team won a Bronze Award in the Australasian Reporting Awards (ARA) 2019 for our 2017/2018 Annual Report. - The Communications team won a Highly Commended Award in the Special Initiatives Category at the Local Government Professionals Australia (NSW) Local Government Excellence Awards on 7 June 2018 for our ‘Bringing the Brand to Life’ project including Council’s dragon ‘Georgie’. - The Hurstville Museum and Gallery won a highly commended award at the Museums and Galleries National Awards (MAGNA) in the temporary or travelling exhibition category for their St George on a Sunday exhibition. - Penshurst Long Day Care Centre was assessed as Exceeding National Quality Standards. - Georges River Council was a Finalist for the Best Local Youth Week Program in the NSW 2018 Local Government Youth Week Awards. - In collaboration with South Eastern Sydney Local Health District, our Mental Health for Youth Program was shortlisted in the 2018 NSW Health Awards, after delivering more than 30 courses for over 400 participants.

ARA Bronze Award with Georges River Council staff Reanne Potter and Jessica Lee

- Sue Weatherly, Director City Strategy and Innovation, was awarded NSW Planner of the Year 2018 by the Planning Institute for Australia and was in the top-three finalists for the Australian commendations. - Fresia Segovia, Chief Information Officer, was shortlisted for the CIO50 national awards in October 2018 for leading our digital consolidation program. - The Environmental Sustainability and Waste team was a finalist in the Renewable Energy Category of the 2019 Cities Power Partnership Awards for the hydropanel array at Hurstville Aquatic and Leisure Centre.

Kevin Greene, Beth MaCrae, Birgit Heilman and Scott Andrew with MAGNA Award

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Award-winning hydropanel array at Hurstville Aquatic Leisure Centre.

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PUBLIC RECOGNITION - SBS covered and shot a live-cross to our event for the Eurovision Song Contest Final on 19 May 2019. SBS interviewed Rebekah Schulz, Director Community and Culture, and members of the community. - Our Smart Cities ChillOUT Hubs Project featured in a Wall Street Journal article titled ‘There are Park benches. And then there are Smart Park Benches’. - An article in Local Government Focus titled ‘Creating Water From Thin Air’ recognised the Hydropanel project at Hurstville Aquatic Leisure Centre and mentioned our solar PV systems and smart street furniture. - Michelle Whitehurst, former Manager Project Delivery, published an article in the Australian Parks and Leisure Journal, winter edition 2019, on Penshurst Park Sporting Hub. - Rebekah Schulz, Director Community and Culture, along with Assoc. Professor Andrew Sense and Dr Matt Pepper published ‘Conceptualising a Framework for Effective Performance Measurement in Cultural Precinct Development and Operation’ in the Australian Journal of Public Administration, Vol.77, Issue 1, 2018. - The Waste and Sustainability team published ‘Does taking regulatory action diminish the value of education?’ in the 2019 Litter Congress Green Paper. www.littercongress.com.au/program/green-paper/ - Council’s Organisational Development and Capability team published an article in LG Focus ‘Creating a Culture of Learning – Ready Set Grow’ in October 2018.

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PARTNERSHIPS AND COLLABORATIONS - Sue Weatherley, Director City Strategy and Innovation was elected Deputy President of the NSW Architects Registration Board. - Sue Weatherley, Director City Strategy and Innovation, was appointed a member of the Sydney Olympic Park Parklands Advisory Committee. - David Tuxford, Director Business and Corporate Services, was elected Vice President of NSW Local Government Professionals Board of Directors. - Marissa Racomelara, former Head of Strategic Partnerships and Performance, was elected Secretary of the Australian Smart Communities Association Board of Directors. - Rebekah Schulz, Director Community and Culture, was appointed ex-officio member of the Advanced Diversity Services Board. - Alison Hanlon, acting Manager Project Delivery, judged the Asset Management category for the 2018 Stormwater NSW Awards for Excellence. - Scott Andrew, Manager Community and Cultural Development, was appointed a member of the South Eastern Sydney Local Health District Board Community Partnerships Committee.

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SHARING KNOWLEDGE AND EXPERTISE - Dr. David Reid from Georges Riverkeeper presented on Council’s environmentally friendly sea walls in Kogarah Bay, and on saltmarsh renovation in Georges River Estuary at the Australian Mangrove and Saltmarsh Network Conference in Melbourne. - Marissa Racomelara, former Director Transformation and Change, presented at the Local Government Conference 2019 on the value of workforce data and how it can be utilised to improve performance and service delivery. - Samantha Hopwood, former Coordinator Corporate Governance, participated in the Local Government Professionals USA Overseas Manager Exchange Program in 2019, visiting multiple local government organisations in the USA with a focus on smart city initiatives. - Tom Heath, Acting Coordinator Environment and Open Space, presented on the Carss Park Foreshore Naturalisations Project at the 2nd International Workshop on Ecoshoreline Design at Hong Kong University, Hong Kong. - Dean Hunter, Coordinator Building Projects, presented at Local Government Professionals Facilities and Property Management Conference in May on Project Fusion. - Alison Hanlon, former Acting Manager Project Delivery, co-authored a paper presented at the 2018 NSW Stormwater Association Conference on the Cooks River Catchment Stormwater Improvement Study undertaken by Council. - Michelle Whitehurst, former Manager Project Delivery, presented at the National Parks and Leisure Australia Conference in Melbourne on the Penshurst Park Sporting Hub. - Three Customer Services staff presented to the National Local Government Customer Service Network event in December 2018 on our Customer Experience Transformation Program. - General Manager, Gail Connolly, participated in a panel at the Local Government Planning and Environmental Law Conference in June 2019. - Our Development and Building Team organised workshops by industry experts for staff and staff from neighbouring councils on the application of Australian Standards to the National Construction Code in regard to timber, waterproofing and roof framing.

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- Fiona Campbell, Executive Manager People and Culture: - presented at the annual LGNSW Human Resources Conference ‘Should serious misconduct in the workplace be tolerated if caused by a mental health issue’ in November 2018 - facilitated at the LG Professionals Human Resources Intensive Residential Program ‘Workforce Planning’ in 2018 and 2019 - participated in panel at the LG Professionals General Manager Forum ‘Building high performance teams’ in April 2019 - was keynote speaker at the annual Liquid Learning Employee Engagement Summit ‘Employee engagement in a merged Council’ in June 2019. - Fiona Campbell, Executive Manager People and Culture, and Scott Andrew, Manager Community and Cultural Development, participated in a panel discussion at the LG Professionals Workforce for Tomorrow ‘Managing mental health in the workplace’ in June 2018. - Scott Andrew, Manager, Community & Cultural Development, was also selected as a mentor for the Local Government Professionals Australia International Mentoring Program in April 2019 and presented at the Multicultural NSW Forum in November 2018.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

CHAPTER 4

EMERGING PRIORITIES

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CITY STRATEGY AND INNOVATION As a now well established entity, we can focus outwards and start positioning the LGA and the Council as a strong and influential entity in Greater Sydney and NSW. We established the City Strategy and Innovation team to advocate for the community and business. The team is able to influence legislation and decision-makers to generate opportunities for the city. It is building a brand and identity for Georges River and implementing projects such as: - Georges River 2050 – Leading for Change, which promotes and advocates for a bold and positive future for the city - a collaboration with the Greater Sydney Commission, key State agencies and Bayside Council to deliver and a Place Strategy for Kogarah - an Investment Attraction Strategy to drive opportunity and investment into Kogarah - Hurstville Place Strategy, which will call for a revitalisation of Hurstville and focus on public areas and quality open space - a planned Innovation Strategy to enable innovation across the Georges River LGA.

GEORGES RIVER 2050 – LEADING FOR CHANGE Georges River 2050 – Leading for Change will set a path for a better future. It will amplify strengths, unlock opportunities for Georges River and represent Council’s commitment to a future focused, ambitious city and a positive leader for change. Leading for Change will acknowledge long-term global, national and regional trends that will impact Georges River’s places, communities and economies. It will strengthen the community’s ability to be resilient and adaptable, and to thrive in response to global uncertainties and local shocks and stresses. It will also align with the United Nation’s Sustainable Development Goals. In 2050, a resident, visitor or business in Georges River will be Connected, Naturally – to the river, to nature, to local history, to diverse communities, to recreation and services, to public transport, to jobs, to information, to technology and to each other. This future cannot be achieved in isolation. Leading for Change will commit to collaboration with the Australian and NSW Governments, other councils, and local communities and businesses.

Artists Impression of Hurstville in 2050

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KOGARAH INVESTMENT ATTRACTION STRATEGY The Kogarah Investment Attraction Strategy will set an aspiration for Kogarah to be recognised as a unique business location for health and medical research, education, collaboration and innovation within Sydneyâ&#x20AC;&#x2122;s South District. Located 14 kilometres from Sydney CBD and nine kilometres from Sydney Airport, Kogarah can be a centre of medical excellence, drawing on its two major hospitals, University of New South Wales (UNSW) Clinical Teaching School, the Westpac GroupTech office and a TAFE NSW campus. The Strategy will recommend how Kogarah, focused on health, education, innovation and research, can be a centre of wellness underpinned by recovery, restoration, rehabilitation and regenerative medicine. The Kogarah Investment Attraction Strategy and the complementary Kogarah Place Strategy will capitalise on existing business, services, demographic factors and networks to guide the evolution to a health, education and innovation precinct.

HURSTVILLE HEART OF THE CITY Hurstville Heart of the City represents a bustling and vibrant city known for its Asian cuisine and diverse shopping and cultural experiences. Hurstville Heart of the City is a shared vision for Hurstville and an ambitious plan to enhance the city centre. Its actions will support Hurstvilleâ&#x20AC;&#x2122;s existing character and address deficiencies of open space, public domain and amenity in this high density environment.

INNOVATION STRATEGY Our Innovation Strategy will aim to foster innovation within Council and what we need to do to enable innovation in the LGA.

ADVOCACY PROGRAM Our advocacy program will build strategic partnerships to advocate for new jobs and better connections to the LGA. One element already underway has been our work on the Kogarah Place Strategy, and we are working with neighbouring councils to advocate for the Central Rail project that will connect Georges River LGA to Greater Parramatta.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

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TRANSFORMATION OF GEORGES RIVER COUNCIL

GEORGES RIVER COUNCIL ANNUAL GEORGES RIVER COUNCIL ANNUALREPORT REPORT 2018/2019 2017/2018

CHAPTER 5

OUR ORGANISATION

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OUR ORGANISATION

COUNCILLORS

The opportunities for transformation that the merger of the former Hurstville City and Kogarah City Councils presented, allowed us to create a successful and sustainable organisation that achieves outstanding results for the community and city.

The Georges River local government elections were held on 9 September 2017, with 15 Councillors elected across five wards. Together the Councillors, as Council, formed the governing body of the Georges River LGA and will hold office until September 2020. It acts in accordance with the Local Government Act 1993 and associated State and Commonwealth legislation.

With the success of the merger, we are now focused on community infrastructure, facilities and services, as outlined in our Community Strategic Plan. We have invested into capital works and services, with more than $55 million of our 2018/2019 capital works budget on major projects to improve infrastructure and open space. A further $9 million was dedicated to vital health, safety and amenity works to renew invisible infrastructure such as stormwater systems. Many of our initial investments in long-term planning have come to fruition and action plans and works programs are now being implemented. We dedicated 2018/2019 as the Year of the Customer and launched our Customer Transformation Program. This includes the new Customer Service Centres and our focus on community engagement, where we engaged with more 25,000 people through a variety of mechanisms. We completed a range of heritage programs for the built environment and cultural artefacts. Our award-winning new branding is supported by the community and is helping to enhance our reputation while providing a foundation for strategic partnerships with other levels of government, research institutions and industry representatives. We work directly with the community through collaborative projects, academic research and by awarding grants. New leading-edge projects focus on innovation and emerging technology to provide data-driven decisionmaking, infrastructure prototypes and enriched public spaces. This includes Hurstville Plaza, a new public square designed with smart features including two eightseat smart stations with USB ports. Sustainability initiatives include the Carss Park Foreshore Naturalisation Project and the ‘Cool Places: Urban Oasis’ project, which will increase the tree canopy in town centres. We are one of the highest performing councils in NSW, with a resilient and skilled workforce, engaged community, strong governance and a clear strategic view of the future.

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Once elected, Councillors are responsible for reviewing matters and debating issues before Council. They take an Oath of Office to carry out this role impartially, to the best of their ability, and in the best interests of the LGA. The elected Council sets the overall direction for the LGA through long-term planning and decision-making. Ordinary Council meetings are scheduled for the fourth Monday of each month (February – December) at Georges River Civic Centre, Corner Dora and MacMahon Streets, Hurstville, commencing at 7.00pm. Committee meetings are scheduled for the second Monday of each month, commencing at either 6.00pm or 7.00pm. Extraordinary Council meetings are called when required.

COMMITTEE MEETINGS Committees may make recommendations to Council on all relevant business presented before them. The following Committees meet on the second Monday of the month (February – December) and each consist of up to seven Councillors: - Environment and Planning Committee - Finance and Governance Committee - Community and Culture Committee - Assets and Infrastructure Committee.

GEORGES RIVER LOCAL PLANNING PANEL (LPP) The Local Planning Panel (LPP) comprises a Chair (selected by NSW Government), independents with expertise in planning, architecture and engineering, and community representatives. It was established in accordance with the requirements of the Environmental Planning and Assessment Act 1979 to determine development applications and make recommendations on planning proposals.

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GEORGES RIVER TRAFFIC ADVISORY COMMITTEE The Georges River Traffic Advisory Committee considers all traffic, parking and transport management issues in accordance with delegated authorisation from the Roads and Maritime Services (RMS).

GEORGES RIVER ECONOMIC DEVELOPMENT ADVISORY COMMITTEE The Economic Development Advisory Committee includes community members and community sector representatives, as well as industry representatives from health, manufacturing, finance, education, hospitality, sport and retail.

AUDIT, RISK AND IMPROVEMENT COMMITTEE The Audit, Risk and Improvement Committee advises Council on compliance, risk management, fraud control, financial management, governance, control framework, implementation of the Community Strategic Plan and Delivery Program, strategies and business improvement related matters.

FLOODPLAIN RISK MANAGEMENT COMMITTEE The Floodplain Risk Management Committee advises Council on the development and implementation of floodplain risk management studies and plans throughout the LGA in accordance with the NSW Floodplain Development Manual 2005. The Committee is both a focus and forum for the discussion of technical, social, economic and environmental matters.

Kogarah Bay

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WARDS Hurstville Ward Councillor Vince Badalati Councillor Nancy Liu Councillor Christina Wu

Mortdale Ward Councillor Con Hindi Councillor Warren Tegg Councillor Lou Konjarski

Kogarah Ward BEVERLY HILLS

Councillor Stephen Agius Councillor Nick Katris Councillor Leesha Payor

KINGSGROVE

Hurstville Ward

NARWEE

RIVERWOOD

HURSTVILLE PEAKHURST

PENSHURST

Mortdale Ward MORTDALE

KOGARAH ALLAWAH

SA LT

Peakhurst Ward N PA

E CR

Blakehurst Ward

PEAKHURST HEIGHTS

CARLTON

Kogarah Bay Ward

SOUTH HURSTVILLE

BEVERLEY PARK

HURSTVILLE GROVE OATLEY KOGARAH BAY

LUGARNO CONNELLS POINT

GEORGES RIVER

CARSS PARK

KYLE BAY

BLAKEHURST SAN SOUCI

Peakhurst Ward Councillor Kevin Greene (Mayor) Councillor Rita Kastanias Councillor Colleen Symington

Blakehurst

Blakehurst Ward Councillor Sam Elmir (Deputy Mayor) Councillor Sandy Grekas Councillor Kathryn Landsberry

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

OUR COUNCILLORS BLAKEHURST WARD

Councillor Sam Elimir (Deputy Mayor from September 2018 – September 2019) T 0410 654 310 E selmir@georgesriver.nsw.gov.au Political Party: Liberal Party Cr Elmir is a lifelong resident of the St George community and served as a Councillor on Kogarah Council from 2008 to 2012. He is involved in a number of local charitable organisations and is a proud sponsor of the Kogarah Cougars Junior Rugby League Football Club. Cr Elmir is passionate about improving the liveability and facilities in the area. He has initiated action through Council on issues such as anti-social driving, the installation of bike racks, alternative active transport models, possible locations for a new regional aquatic facility, and the creation of a Creative Cultural Strategy. Cr Elmir is focused on ensuring strong financial management of Council and will work towards fixing parking problems across the LGA. He plans to support numerous local sporting groups through the upgrade of local amenities and sporting fields and local small business through the introduction and delivery of a Small Business Action Plan.

Councillor Sandy Grekas T 0424 617 831 E sgrekas@georgesriver.nsw.gov.au Political Party: Independent

Councillor Kathryn Landsberry T 0419 984 934 E klandsberry@georgesriver.nsw.gov.au Political Party: Australian Labor Party

First elected to Georges River Council in September 2017, Cr Grekas has lived in the Georges River Area for 20 years. She is a high school teacher and runs mentoring programs between businesses and Western Sydney high school students through the Australian Business Community Network.

First elected to Kogarah City Council serving as a Councillor 2004-2016 and as Deputy Mayor 2007-2008, Cr Landsberry was chairperson of several committees and a member of all Council’s working parties. She has lived in the LGA for most of her life.

Cr Grekas holds an undergraduate degree in Foreign Service from Georgetown University (USA), a Master in Public Policy from the University of Sydney, and, more recently, a Bachelor’s degree in Teaching (Secondary) from Charles Sturt University. She has three children who are involved in local sports and has been involved in the Oatley Public School P&C since 2010 and Port Hacking High School P&C since 2017. Cr Grekas is the Chair of the Assets and Infrastructure Committee and the Canterbury Bankstown – Georges River Bushfire Management Committee. She is a strong community advocate and hopes to bring more Council investment to local facilities that impact residents and families each day, such as parks, playgrounds, sporting fields, aquatic/ leisure centres, libraries and community centres. She believes that delivering better services for residents should be a priority for Council.

Cr Landsberry was elected as Georges River Council’s inaugural Deputy Mayor in September 2017 (until September 2018) and is a member of the Community and Culture and Environment and Planning Standing Committees. Cr Landsberry is committed to representing the interests of Georges River residents, and ensuring Council’s policies, amenities and infrastructure projects are of high quality, and serve the community’s needs now and into the future. She is also committed to rebuilding a new aquatic facility at Carss Park.

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OUR COUNCILLORS HURSTVILLE WARD

Councillor Vince Badalati T 0411 745 255 E vbadalati@georgesriver.nsw.gov.au

Councillor Nancy Liu T 0400 681 188 E nliu@georgesriver.nsw.gov.au Political Party: Independent

Councillor Christina Wu T 0400 241 851 E cwu@georgesriver.nsw.gov.au Political Party: Liberal Party

Cr Badalati was first elected to Hurstville City Council, serving as Councillor from 1999 and as Mayor for seven years from 2001-2004, 20052008 and then again from 2015-2016. Cr Badalati has lived in the St George area since 1977 and is committed to having no Council rate rises above those determined by IPART and no fee increases for childcare centres over the first term of the new Council. He was successful in doubling the Council Pensioner Rebate from $75 to $150 and wants to help more young families by building more childcare centres. Cr Badalati has served on many Council committees and chaired the Hurstville Council Traffic Committee for six years and the Finance Committee for seven years.

First elected to Hurstville City Council and serving as a Councillor from 20082016 and as Deputy Mayor from 20132014, Cr Liu has lived in the St George Area for 19 years. She holds a Bachelor in Economics and is a small business owner, having run a local business with her husband for over 17 years. She was involved in the establishment of the Local Chinese Chamber of Commerce. Cr Liu is a Justice of the Peace and has worked hard to represent the residents and their interests while serving on Council.

First elected as a Councillor in 20122016, Cr Wu runs an accounting firm with her husband and is of Chinese and Korean background, speaking both languages fluently. Cr Wu holds a Bachelor of Law Degree, a Master of Commerce with a Major in Accounting and Minor in Taxation Law from Sydney University as well as a Master of International Business from the University of Wollongong.

Political Party: Australian Labor Party

After amalgamation, Cr Badalati was appointed Chairperson for the Finance and Governance Committee for 2018/2019 and 2019/2020. More recently, Cr Badalati was appointed Chairperson for the Georges River Traffic Advisory Committee for 2019/2020 and he is looking forward to contributing his knowledge of past experiences. Cr Badalati also served for two years as the Senior Vice President of Southern Sydney Regional Organisation of Councils (SSROC) and as a Board member for Local Government NSW. Cr Badalati is a member of the NSW Cricket Umpires and Scorers Association, where he has had the opportunity to umpire cricket games for the NSW Premier Cricket competition.

Cr Liu has participated in many Council committees including Community Services, Community Safety and the Lunar New Year committees. As a former Hurstville Councillor she also served on the Implementation Advisory Committee from 2016-2017. Cr Liu had previous experience as a member of many local resident organisations including the Penshurst Action Group, St Georges Swim Club and the former South Hurstville Action Group. She has been active in many community organisations including CanRevive and Lions. Cr Liu is focused on making Georges River LGA a safer and more dynamic place where all families can live, work, enjoy and grow together happily. She wants to make sure that there is openness and transparency around Councilâ&#x20AC;&#x2122;s decision-making processes and to build and promote community spirit and culture through events and celebrations.

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Cr Wu served on many committees for the previous Hurstville City Council, including chairing both the Multicultural and Community Safety Committees and co-chairing the Lunar New Year Committee. Cr Wu will continue to make the Hurstville Ward a better place to live and work and is committed to protecting suburbs from inappropriate overdevelopment and assisting small businesses by reducing red tape. She wants to fix parking problems by introducing a Georges River Council commuter parking master plan and to upgrade the local hospital by working closely with the NSW Government on the St George Hospital.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

KOGARAH BAY WARD

Councillor Stephen Agius T 0419 556 023 E sagius@georgesriver.nsw.gov.au Political Party: Liberal Party

Councillor Nick Katris T 0419 402 191 E nkatris@georgesriver.nsw.gov.au Political Party: Australian Labor Party

Cr Agius was first elected to Kogarah City Council serving as Councillor from 2008-2016 and as Mayor 2013-2014 and again in 2015-2016. He is a lifelong resident of Kogarah and has operated a small business in Kogarah since 2001. Cr Agius holds a Bachelor of Science and a Master of Chiropractic from Macquarie University.

First elected to Kogarah City Council and serving as a Councillor for 22 years (five terms) from 1994-2016 and as Mayor 2007-2008, Cr Katris has lived in Kogarah for over 30 years and has worked as a registered architect in private practice for over 37 years.

Cr Agius has served on many committees including Assets and Services Committee, Environment and Planning Committee, Community Services Committee, Audit Committee, Joint Regional Planning Panel (JRPP) and the Southern Sydney Region of Councils (SSROC). He also served on the Implementation Advisory Committee to assist in the transition to the newly formed Georges River Council after Hurstville and Kogarah councils amalgamated. Cr Agius has worked with many diverse organisations and community groups, both personally and professionally. Operating a small business gives him the first-hand experience to understand the issues and concerns within the community. Cr Agius knows how important it is to have these issues addressed by Council and is committed to delivering results to meet the expectations of the community.

Cr Katris holds a Bachelor of Science – Architecture, Bachelor of Architecture – Honours and a Masters in Urban and Regional Planning. Cr Katris has also completed the Bio Banking Assessors Course and has a Certificate in Mediation. Cr Katris has sat on various boards and committees including the Building Regulations Advisory Committee, the Building Code of Australia Alternative Solutions Working Party and on the NSW Government’s Joint Regional Planning Panel for the Sydney East Region. He has also acted as the Chairperson of the Environment and Planning Committee and is currently the Chairperson for the Community and Culture Committee. He keeps a keen interest on matters relating to all levels of government as they affect the local community.

Councillor Leesha Payor T 0419 616 898 E lpayor@georgesriver.nsw.gov.au Political Party: Kogarah Residents’ Association Cr Payor was first elected to Georges River Council in September 2017. Living in Kogarah Bay Ward for most of her life, as part of her active involvement in the local area, she has provided 20 years of voluntary service to steering committees of residents’ organisations to defend and support their interests and those of the wider community. Cr Payor serves on committees for Environment and Planning and Community and Culture, where she is working to ensure planning regulations and zoning restrictions are enforced, and supporting the provision of a range of facilities, funding and programs. With this involvement and experience, she believes community wellbeing must be at the heart of all planning decisions with community engagement at every stage.

Cr Katris believes ratepayers must receive the best value for each dollar they contribute, and that Councillors have the responsibility of protecting the natural and built local environment, maintaining infrastructure, providing adequate open space and ensuring the best possible administration of Council’s finances and expenditure. He also believes that Councillors should make their best efforts to be on call for their Community when issues arise, both individually and collectively, and function in the community’s best interests.

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OUR COUNCILLORS MORTDALE WARD

Councillor Con Hindi T 0408 383 783 E chindi@georgesriver.nsw.gov.au Political Party: Liberal Party

Councillor Warren Tegg T 0427 671 666 E wtegg@georgesriver.nsw.gov.au Political Party: Australian Labor Party

Councillor Lou Konjarski T 0421 188 896 E Lkonjarski@georgesriver.nsw.gov.au Political Party: Independent

Cr Hindi was first elected to Hurstville City Council in 2004 where at different times he served as Councillor, Deputy Mayor and Mayor. He also served for two years as the Vice-President and for three years as a Director for Local Government NSW.

First elected to Georges River Council in September 2017, Cr Tegg was born in and is a resident of Penshurst. He works as the Director of Policy at the Australian Manufacturing Workers’ Union, where he campaigns to protect workers’ rights. He has previously worked for the Minister for Communications and the Shadow Minister for Defence. Cr Tegg holds a Bachelor of Science and a Bachelor of Arts at Sydney University, and a Master of Politics and Public Policy at Macquarie University.

First elected to Georges River Council in September 2017, Cr Konjarski has lived in the Georges River area for 28 years. He owns an accounting and taxation practice in Hurstville and was Treasurer of Hurstville Chamber of Commerce from 2000-2013 and President from 2013-2015. Cr Konjarski is a public accountant, chartered tax advisor and a registered tax and ASIC agent. He is a fellow of the National Tax and Accountants’ Association, Association of Taxation and Management Accountants and the Tax Institute, formerly the Taxation Institute of Australia.

Cr Hindi has lived in the local area for over 40 years and has been employed by a private/public electricity distribution company for over 30 years. Cr Hindi holds a Bachelor of Engineering from Sydney University and an Advanced Diploma in Project Management from the University of New England. He is actively involved in local schools and churches and has raised money for the Red Cross, Salvation Army and Camp Quality. Cr Hindi has served on many Council committees and has been the Chairperson for the Environment and Planning Committee, Economic Development Advisory Committee and the Floodplain Risk Management Committee as well as being Council’s representative for Mortdale Community Services. He has previously served as a Director on the St George and Sutherland Business Enterprise Centre.

Cr Tegg is on the Finance and Governance, Assets and Infrastructure Standing Committees and the Audit, Risk and Improvement Committee. He wants Council to look after the basics including roads, footpaths, parks and community spaces. He also wants to make sure that Council is doing what it can to make residents’ lives easier and focuses on issues such as rental housing affordability, asbestos management and proper governance.

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Cr Konjarski is a long-time sponsor and supporter of St George Football Association, voluntarily assisting at grassroots level and has been involved with the push for all weather sporting fields in the area. Cr Konjarski has sat on various committees and helped to form the Safety Committee and Town Centre Committee sub-committees with the Hurstville Chamber of Commerce. He is committed to being a voice for the community on topics including parking, all weather sporting fields and stopping the sale of public assets. Cr Konjarski aims for Council to address the needs and expectations of all St George residents.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

PEAKHURST WARD

Councillor Kevin Greene Mayor T 9330 6020 E kgreene@georgesriver.nsw.gov.au Political Party: Australian Labor Party Cr Greene was a member of the NSW Parliament from 1999-2011, representing Georges River from 19992007 and Oatley from 2007-2011. He was the Minister for Community Services from 2007-2008, Minister for Gaming, Racing and Sports from 2008-2011 and the Minister for Major Events from 2010-2011. First elected to Georges River Council in September 2017, Cr Greene was also elected as Georges River Council’s inaugural Mayor. Cr Greene has lived in the Georges River Area since 1965 and has had a career as a teacher, assistant Principal, and Principal from 1981-1998. Councillor Greene holds a Bachelor of Education and a Diploma of Teaching. While a member of NSW Parliament, Councillor Greene was the Chairperson of the Public Works Committee from 2003-2007 and a Member of the Stay Safe Committee from 1999-2003. Councillor Greene has participated on other committees including the Chair for the Hurstville Centenary Sports Committee 1986, Hurstville Bicentennial Committee and the Hurstville Mayoral Golf Committee/Pro Am since 2001. Cr Greene believes it is Council’s responsibility to deliver the highest standards of services to the community while providing and maintaining a beautiful natural environment for families to raise their children in.

Councillor Rita Kastanias T 0416 009 695 E rkastanias@georgesriver.nsw.gov.au Political Party: Liberal Party

Councillor Colleen Symington T 0409 546 202 E csymington@georgesriver.nsw.gov.au Political Party: Australian Labor Party

Cr Kastanias has lived in the Peakhurst area for 30 years and runs a business at Lugarno. Living and running a business locally has helped her to create trust and confidence within the community, to listen and create a strong team where fresh ideas can flow.

First elected to Georges River Council in September 2017, Cr Symington has lived in the Georges River area for 25 years and has worked in small business, owning and operating two patisserie/cafes in the St George area for 20 years. Cr Symington has worked as an electorate officer for several members of the NSW Parliament and currently assists the Opposition Whip in the Legislative Assembly. Cr Symington holds a Bachelor of Business with a Major in Catering and Hotel Management.

She recently served on the Georges River Implementation Advisory Committee as a former Councillor in 2016-2017 and has supported local sporting groups and charities while serving as a Councillor at Hurstville City Council. Cr Kastanias is committed to work with the community and Council to continually meet community expectations regarding strong financial management, convenient affordable parking, improving community complaint resolutions, improving customer service and community engagement strategies. Cr Kastanias is committed to working with sporting clubs and charities, ensuring there is no overdevelopment in Lugarno/Oatley and that the Lugarno and Oatley villages are maintained. She would like Council to secure funding to improve water quality in the Georges River and to regenerate bush land in local parks.

Cr Symington is a member of the Assets and Infrastructure Standing Committee and the Finance and Governance Standing Committee. Cr Symington feels extremely privileged to be representing the residents of Georges River LGA. Her intention is to ensure that Council services are strengthened, supported, kept affordable and that, ultimately, residents feel that they have a strong voice and can feel proud when they look around their local community.

Cr Kastanias supports better design and planning management through community consultation and insists that private certifiers uphold Council’s high standards and codes.

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OUR COUNCILLORS Table 10: Councillor attendance

Councillor

Council Meetings attended %

Standing Committee Meetings attended %

ARIC Meetings attended %

Advisory Meetings attended %

Workshop Briefing and Meetings attended %

Stephen Agius

100%

88%

N/A

83%

63%

Vince Badalati

90%

85%

N/A

94%

96%

Sam Elmir

100%

94%

N/A

96%

Kevin Greene

100%

N/A

Sandy Grekas

95%

92%

N/A

74%

100%

84%

N/A

78%

93%

85%

69%

N/A

75%

56%

100%

N/A

91%

96%

95%

94%

N/A

74%

100%

91%

N/A

75%

93%

85%

91%

N/A

64%

67%

100%

N/A

100%

96%

Colleen Symington

95%

94%

N/A

100%

63%

Warren Tegg

85%

69%

80%

17%

74%

Christina Wu

80%

66%

80%

88%

85%

Con Hindi Rita Kastanias Nick Katris Lou Konjarski Kathryn Landsberry Nancy Liu Leesha Payor

Table 11: Councillor professional development training

Councillor

Professional development Per Clr/per year $1500

Conferences & seminars Per Clr/per year $3000

Attributable CPD hours

Stephen Agius

225.00

0.00

Vince Badalati

3320.75

0.00

980.00

2960.75

Kevin Greene

0.00

Sandy Grekas

0.00

1111.00

3320.75

0.00

823.90

1111.00

1540.00

840.00

Lou Konjarski

675.00

2960.75

Kathryn Landsberry

450.00

0.00

Nancy Liu

0.00

Leesha Payor

0.00

1111.00

1540.00

2960.75

Warren Tegg

770.00

Christina Wu

2040.00

2400.00

Sam Elmir

Con Hindi Rita Kastanias Nick Katris

Colleen Symington

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

COUNCILLOR DISCRETIONARY WARD FUND The Mayor and Councillors of Georges River Council are allocated $10,000 per Councillor per annum to assist eligible community organisations across the Georges River LGA. The funding provides grants to community groups and individuals at a $1,500 cap per financial year per Councillor, to a maximum of $4,500 per recipient. Category

Recipients

Percentage

Community service

33%

Cultural/arts

13%

Environmental

42%

150

100%

Individuals Sporting Total projects and programs

Councillor

Allocated

Balance

Recipients

Stephen Agius

$10,000

Vince Badalati

$6,000

$4,000

Sam Elmir

$10,000

Kevin Greene

$10,000

Sandy Grekas

$10,000

$8,500

$1,500

Rita Kastanias

$10,000

Nick Katris

$10,000

Lou Konjarski

$10,000

Kathryn Landsberry

$10,000

$9,500

$500

Leesha Payor

$10,000

Colleen Symington

$10,000

Warren Tegg

$10,000

Christina Wu

$10,000

$144,000

$6,000

150

Con Hindi

Nancy Liu

TOTAL

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OUR ORGANISATION OUR LEADERSHIP TEAM

ORGANISATIONAL STRUCTURE COMMUNITY

COUNCIL

GENERAL MA

General Manager

Roxanne Thornton Manager Office of the General Manager General Manager

Community and Culture Directorate

Rebekah Schulz

David Tuxford

Environment and Planning Directorate

Meryl Bishop

Director Community Community Director and Culture Culture and

DirectorBusiness Business and Director and Corporate Services Services Corporate

DirectorEnvironment Environment Director and andPlanning Planning

Manager Customer Experience and Events

Executive Manager People and Culture

Manager Development and Building

Manager Community and Cultural Development

Manager Strategic Planning

Manager Library Services

Manager Environment, Health and Regulatory Services

Manager Childrenâ&#x20AC;&#x2122;s Services

Business and Corporate Services Directorate

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Manager Governance and Risk Management

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Internal Auditor

Gail Connolly

General Manager

RAL MANAGER

Assets and Infrastructure Directorate

Laurie O'Connor

City Strategy and Innovation Directorate (from Janurary 2019)

Legal Services

Sue Weatherley

Jenny Ware

Director City Strategy

Director and Director Assets Assets and Infrastructure Infrastructure

Director Strategy and andCity Innovation Innovation

Director Services DirectorLegal Legal Services Counsel andGeneral General Counsel

Executive Manager Engineering Operations

Coordinator Strategy and Innovation

Senior Solicitor

Manager Infrastructure

(from January 2019)

Coordinator Communications

Transformation and Change (to December 2018)

Marissa Racomelara Director Transformation Director andTransformation Change and Directorate Change until (Temporary December 2018)

Program Coordinator

Manager Project Delivery

Executive Manager Premium Facilities and Properties

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OUR WORKFORCE Our positive organisational culture help us to achieve the community goals established under the Community Strategic Plan. We are an engaged and communityfocused workforce geared toward excellence in service delivery and customer experience. Our organisational culture is guided by our mission and values, established in consultation with all Council staff. These values - United, Professional, Honest and Accountable – are embedded in recruitment and selection, succession planning, performance management and recognition programs. During the last 12 months we implemented policies, programs and initiatives to continue to engage with the workforce and increase individual capability. This includes: - A Diversity and Inclusion Committee is creating a workplace of participation and involvement for all. This committee has already celebrated diversity events with Council staff. - Our second all-staff conference River Run – Up and Running focused on risk assessment and response, our new Code of Conduct, the culture of customer excellence and how all staff can contribute to the success of the Community Strategic Plan. - Our Wellness and Belonging Policy and program provides a better structure and access to flexible work and supports those who may be struggling with significant life events including domestic violence. - More than 81 per cent of staff contributed to our first all-staff survey. 73% of those staff indicated that they engage well with the organisation and 65% of staff believe that Council is progressing well, which compared to teh local council benchmark, our results are 10% higher than is typical at other local councils. - Continuing our commitment to ensuring employment terms and pay parity we completed our harmonisation project bringing equity for the staff of the former Kogarah and Hurstville councils.

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- More than 600 staff enrolled in our Ready, Set, Grow learning program. This included 16 professional development programs, 15 work health and safety programs and 25 business critical training programs. Key safety and compliance training completed included safe handling of sharps and infectious waste, traffic control tickets, asbestos awareness, manual handling, confined spaces awareness and snakes/spiders awareness. Key professional development programs included managing critical conversations, building emotional intelligence, managing time and workload, masterclass in leadership, win-win negotiation and positive customer interactions. - As part of our Disability Inclusion Action Plan we rolled out a train-the-trainer learning program to all managers and coordinators on disability awareness, equipping them with the knowledge and resources to train their own teams. An interactive disability awareness booth at our River Run conference increased awareness of the challenges facing people with disabilities and an inclusive environment. - In March 2019, we implemented ‘Single Touch Payroll’ an ATO compliance regulation that enables employees to login to their MyGov account at any time to track their year-to-date salary/wage, tax and superannuation values as payroll information is reported to the ATO, without waiting for a payment summary. - In April 2019, we started to implement ‘iChris’, a new payroll and human resource information management system. iChris will help with every aspect of employment management, providing functions and modules to employees and support more efficient human resources processes. iChris will include an improved employee self service module with mobile device capabilities for leave and timesheet recording. It is due for completion by the end of March 2020.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

As at 30 June 2019, we employed 675 staff with a full-time equivalent of 566.71. A breakdown of our employees

full-time

part-time

casual

500

102

female

361

(53.48%)

male

314

(46.52%)

TOTAL

675

Table 14: Gender breakdown by service area

Gender

No.

Assets and Infrastructure

209

Female Male

23 186

Business and Corporate Services

Female

Male

City Strategy and Innovation

Female

Male

Community & Culture

250

Female

199

Male

Environment and Planning

Female

Male

General Counsel

Female

Male

General Manager

Female

Office of General Manager

Female

Grand Total

675

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Table 15: Average length of service vs gender

Count of Full Name avg length of service

Column Labels Female

Male

Grand Total

0-10

260

201

461

10-20

141

20-30

30-40

40-50

Grand Total

361

314

675

Table 16: Average length of service vs age

Length of service vs. age Service (year)

Age group 10-20

20-30

30-40

40-50

50-60

60-70

70-80

Grand Total

126

124

103

461

141

20-30

30-40

675

0-10 10-20

40-50 Grand Total

149

184

182

Table 17: Years of service by age

Years of service vs. staff no. by directorate Service (year)

Directorate Assets and Infrastructure

Business and Corporate Services

City Strategy and Innovation

Community and Culture

Environment General and Planning Counsel

General Manager

Office of General Manager

10-20

20-30

30-40

40-50

50-60

60-70

70-80

250

Grand Total

209

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Depot staff learning snake handling

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VOLUNTEERS AND WORK EXPERIENCE WORK EXPERIENCE PROGRAM Our work experience program has flourished in the last eight months, with the People and Culture Team establishing relationships with local schools, TAFEs, disability services organisations and universities. We placed approximately 27 per cent of all valid applications, with 37 students placed out of 134 applications.

CHILDRENâ&#x20AC;&#x2122;S SERVICES Childrenâ&#x20AC;&#x2122;s Services is our most requested department for work experience, totalling approximately 70 per cent of applications. Students are exposed to many tasks involved in working in child care and we receive positive feedback from students and institutions alike.

LIBRARY SERVICES Library Services hosts students from school age to university level. We have successfully placed several students with disabilities, one of whom became a part-time employee.

COMMUNITY AND CULTURAL DEVELOPMENT AND CUSTOMER EXPERIENCE AND EVENTS Our Community and Cultural Development and Customer Experience and Events teams do not have capacity to host a student for a full week, so we have designed an all-round Community and Cultural experience with students, allowing them to have one day in entertainment, one day in events, one day in the Museum and Gallery, one day in Customer Service and one day with a Community Development Officer. A student who was hosted on a part time basis with our Senior Services Officer secured employment upon the completion of their course with a local non-for-profit senior services organisation.

BUSINESS AND CORPORATE SERVICES We placed students in a variety of teams within Business and Corporate Service teams including organisational development and capability, legal, finance, communications, strategy and innovation and information management technology.

ASSETS AND INFRASTRUCTURE We placed a student with our trades team in Engineering Operations for two weeks and received positive reviews from staff, the student and the school. We will increase the availability of this placement and promote it to students who are interested in pursuing a career in our outdoor workforce. Reading Dogs at Kogarah Library and Service Centre

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VOLUNTEERING PROGRAM BUSHCARE Our Bushcare volunteers help manage the LGA’s remnant bushland by mitigating the effects of vegetation fragmentation, urban runoff, invasion of garden species and noxious weeds (such as lantana and privet), vandalism (including tree poisoning and rubbish dumping) and feral animals. In 2018/2019, we supported 364 volunteer sessions across 16 static sites and one responsive ‘nomad’ team. The team established an additional 3,500 plants including a mix of trees, shrubs and grasses. Additionally, we received a $20,000 grant for weed eradication program supported by our volunteers. The program has been tracking steadily and sees great turn out in volunteer numbers for a variety of events throughout the year as at our regular set location meet ups. It currently has 53 registered volunteers. Special events volunteer numbers: - Clean up Australia day – 38 people - Bird week – 17 people - Moore reserve planting day – 19 people - Spring walks – 23 people - Propagation workshop – 15 people.

LIBRARY SERVICES The Georges River Libraries Volunteer Program was updated in 2019 following a review that better defined volunteer roles and duties. A Volunteer Duty Statement now guides both volunteers and library staff. A combination of forethought and pre-planning also enabled Library Services to cope with the anticipated volume of requests for participation in the Volunteer Program to achieve a desirable level of management while maximising opportunities for participation. The seamless and successful transition to a new program supported 59 volunteers to date (in 2019). General duties volunteers help to maintain libraries through tasks such as tidying and shelf-reading. Specialist volunteers include children and youth assistants who help run children and youth programs such as Story Time and Homework Help sessions; English conversation class facilitators who support participants in the acquisition of basic English language skills; and Justice of the Peace volunteers who support a critical community need. Library Services also support a Duke of Edinburgh students to help meet the volunteering component of their Award goals.

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Throughout 2019, Library Services provided and received support from 19 general duties volunteers, seven English conversation class facilitators, eight Justice of the Peace volunteers, and 25 Duke of Edinburgh student volunteers. Community interest in volunteering opportunities averages one or two enquiries a week, with higher numbers at the start of the year and mid-year. Participants are acknowledged through a special morning tea hosted annually during National Volunteer Week.

HURSTVILLE MUSEUM AND GALLERY Hurstville Museum and Gallery’s volunteer program consists of five gallery invigilators, a new position introduced early in the year to assist visitors’ engagement and experience of the Beyond the Bowl exhibition. This position assists front-of-house staff with welcoming visitors and ensuring that exhibition conditions are adhered to. The Museum receives volunteering enquiries throughout the year, often from university students wanting to be exposed to the running of a small regional gallery. The Museum has been able to host students from University of Sydney and University of Technology Sydney to undertake internship projects. These provide practical experience in our curatorial and collection areas.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

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COMMUNITY ENGAGEMENT Community engagement helps us to gather valuable local feedback and information to inform better decision-making. Community engagement is the act of informing, consulting, involving, collaborating and empowering residents on issues that may affect their lives. Community engagement is the foundation of good governance and it allows us to identify local ideas, concerns and opportunities by involving the public.

PUBLIC EXHIBITIONS 2018/2019 - Amendment to Hurstville Development Control Plan No. 1 and 2 and Kogarah Development Control Plan 2013 - Audited Financial Statements and Auditors Report – 1 July 2017 to 30 June 2018 - Classification of Public Land - Code of Conduct

MAJOR PROJECTS

- Code of Meeting Practice

During 2018/2019 we consulted with the community on:

- Council Contribution or Financial Assistance Granted for 2018/2019

- Local Strategic Planning Statement - Meet Your Ward Councillor sessions - Beverly Hills Master Plan - Oatley Childcare Centre - Cultural Strategy

- Draft Deed of Variation for Voluntary Planning Agreement for 6 Cross Street, Hurstville - F6 Extension Stage 1 Environmental Impact Statement – Have your say - Financial Statements and Auditors Report 2017/2018

- Low Rise Medium Density Housing Code Planning

- Georges River Draft Economic Development Strategy

- Open Space, Recreation and Community Facilities Strategy

- Keeping of Animals Policy

- Resourcing Strategy 2019-2020 and Draft Delivery and Operational Plan 2019-2020

- Low Rise Medium Density Housing Code Planning

- Loan Borrowing Policy - New M5 Draft Public Art Strategy

We held 59 online community engagement consultations, which involved 1,942 active engaged participants and 17,401 aware participants. Our top-10 online consultations were:

- Open Space, Recreation and Community Facilities Strategy - Place Naming Requests, including for Myles Dunphy Creek

- Our area in 20 years: Local Strategic Planning Statement 2040 – Stage 2 (599)

- Planning Proposal and Development Control Plan (DCP) – Landmark Square Precinct 2018

- Low Rise Medium Density Housing Code Planning (182)

- Planning Proposal for 12-14 Pindari Road, Peakhurst Heights

- 2018 Christmas Lights Competition (170)

- Planning Proposal, 84D Roberts Ave, Mortdale

- Events Survey (127)

- Procedures for the Administration of the Code of Conduct

- Beverly Hills Town Centre (108) - Your Say Georges River – Satisfaction Survey (91) - Draft Keeping of Animals (83) - Community Consultation on 24/7 childcare (59)

- Proposed Changes to the 2018/2019 Fees and Charges Schedule - Public Exhibition of draft Place Naming Policy

- Libraries (46)

- Resourcing Strategy 2019-2020 and Draft Delivery and Operational Plan 2019-2020

- Citizenship Ceremony Survey (41).

- Tree Management Policy - Use of Public Land – Local Approvals Policy - Create Georges River – Cultural Strategy

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

YOUR SAY Your Say is our tool for online engagement that uses surveys, polls, guestbook, Q&As and mapping. Registered participants receive requests to provide their views, concerns or ideas of how we can better serve the community. We have received 1,710 site registrations which is just more than one per cent of the population.

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STATUTORY INFORMATION SENIOR STAFF REMUNERATION Senior staff is defined by the Local Government Act 1993 as the General Manager and Directors (Executives). Table 18: Senior staff remuneration is for 1 July 2018 to 30 June 2019

Senior Staff

Salary (cash) Component

General Manager Total for Senior Managers

Vehicle Allowance

Super –SGL

Bonus

Non Cash Benefits

Motor Vehicle

FBT

Total Remuneration ($)

$408,924.24

$8,700.06

$20,434.52

$Nil

$438,058.82

$1,306,059.15

$49,335.79

$113,728.61

$Nil

$1,469,123.55

Table 19: Councillor expenses and provision of facilities

Expenditure Allowances

Cost $ 438,025

Office Equipment

12,062

Phone Calls

13,412

Conferences

40,770

Training

7,313

Interstate Visits

9,948

Overseas Visits

Spouse Expenses

Carer Expenses Other Costs Total

489 23,068 545,086

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OVERSEAS VISITS REPRESENTING COUNCIL In February 2019, Council’s former Coordinator Corporate Governance, Samantha Charlton, participated in the Local Government Professionals Overseas Manager Exchange Scholarship Program in the United States. The program provided leadership and professional development opportunities tailored to the local government environment through a short two week exchange with a partner manager in another country. Ms Charlton attended the League of California Cities – City Manager Conference in San Diego and met with staff at Monrovia, Arcadia, Pasadena, West Hollywood, Beverly Hills and San Diego city councils. Local Government Professionals Australia funded airfares, conference registration and $500 towards incidental costs and two night’s accommodation was funded by the League of California Cities.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

STATEMENT OF ACTIVITIES EEO MANAGEMENT PLAN Our Equal Employment Opportunity (EEO), Diversity and Inclusion Plan demonstrates our commitment to a fair and harmonious work environment for all employees. We are committed to an inclusive and thriving workplace culture that celebrates differences in all its forms, where employees do not face unnecessary barriers to participating in, or realising their potential in, their employment. The EEO, Diversity and Inclusion individual action plans remove any employment-related disadvantages and barriers. These programs are in place for 2019 to 2021 and will be reviewed in June 2020 to consider any timeframe readjustments. The action plans include: - Diversity Action Plan 2019-2021 - Multicultural Action Plan 2019-2021 - Disability Inclusion Action Plan 2019-2021 - Youth and Young Professionals Plan 2019-2021 - Mature Age Action Plan 2019-2021 - Aboriginal and Torres Strait Islander Action Plan 2019-2021.

EXTERNAL BODIES Georges River Council Local Planning Panel The Georges River Local Planning Panel (LPP) was the only external body that exercised functions delegated by Council in 2018/2019. Its functions are to: - determine development applications, modification of consent applications and review of determinations that are within the delegations pursuant to the provisions of the Environment Planning and Assessment Act 1979 and from Council - provide advice on planning proposals pursuant to the provisions of the Environmental Planning and Assessment Act 1979 - provide an independent and open forum for interested persons and the community to make submissions relevant to the applications before it - increase transparency of the determination of significant development applications and planning proposals made to Council - achieve urban design and development outcomes consistent with the relevant legislation and planning controls.

Each contains goals, actions, lead work areas and timelines for completion.

Bodies in which Council had controlling interest We had no controlling interest in any corporations, companies, partnerships, syndicates, ventures or other bodies in 2018/2019.

Since implementing the EEO, Diversity and Inclusion Plan we have:

Bodies in which the Council participated Council representatives participated in:

- established a staff EEO, Diversity and Inclusion Committee - become a member of the ACON, 'Welcome Here Project' where all Council sites, including childcare centres, libraries and depots, receive an icon of membership to display and demonstrate that LGBTIQ diversity is welcomed and celebrated - celebrated Mardi Gras and Pride Month - provided training in disability awareness for the Council leadership team - provided disability knowledge and awareness training to all employees during the River Run conference.

- Advance Diversity Services - Australian Smart Communities Association (ASCA) - Georges River Keeper (through the Georges River Combined Councilâ&#x20AC;&#x2122;s Committee) - Local Government Professionals Association (NSW) - NSW Public Libraries Association - Reframing Aging Group Engagement - Realise Sydney (former Business Enterprise Centre) - South East Sydney Local Health District Board Community Partnerships Committee - South Sydney Regional Advisory Council (SSRAC) - Southern Sydney Regional Organisation of Councils (SSROC) - St George Business Chamber

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GEORGES RIVER COUNCIL ANNUAL GEORGES RIVER COUNCIL ANNUALREPORT REPORT 2018/2019 2017/2018

CHAPTER 6

INTEGRATED PLANNING AND REPORTING

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COMMUNITY STRATEGIC PLAN 10 + YEARS

COMMUNITY ENGAGEMENT

DELIVERY PROGRAM 3 YEARS

RESOURCING STRATEGY Contains the Long Term Financial Planning, Workforce Management Planning, Asset Management Planning

OPERATIONAL PLAN 1 YEAR

ANNUAL REPORT

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PERPETUAL MONITORING AND REVIEW

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

PILLAR 1

A PROTECTED ENVIRONMENT AND GREEN OPEN SPACES This pillar is about working together as a community to protect and enhance our natural environment, build resilience towards climate change, and improve the quality and quantity of open space in our Local Government Area (LGA) This pillar includes work in: - bush management - environmental education and sustainable living programs - energy management program - waste management, recycling and education - georges riverkeeper programs - chemical clean out program.

GOAL 1

Council’s environmentally sustainable practices inspire everyone to protect and nurture the natural environment. Strategies - Ensure the Georges River area is resilient in addressing energy, water and gas usage, sustainable buildings, waste diversion, green corridors, carbon emissions and urban design. - Use waste management contracts and practices to divert waste from landfill sites. - Help everyone to contribute to a more environmentally sustainable Georges River LGA. - Develop and implement programs to protect and conserve the natural environment.

GOAL 2

The LGA's waterways are healthy and accessible. Strategies - Use our role on the Georges River Combined Council’s Committee (GRCCC) to lobby State agencies and other stakeholders for a protected and enhanced Georges River. - Maintain marine and foreshore assets in a safe and functional condition.

GOAL 3

Everyone has access to beautiful parks and open spaces. Strategies - Ensure all public parks and open spaces are accessible, well-maintained and managed to meet the recreational needs of current and future residents. - Review plans of management for sporting fields, parks, open space and bushland in the LGA. - Understand the potential impacts of climate change when developing design principles for parks and open spaces. - Use the Open Space, Recreation and Community Facilities Strategy to inform the provision of parks and open spaces.

GOAL 4

Local heritage is protected and promoted. Strategies - Recognise the LGA’s local heritage through heritage listings in LEPs and protection policies in DCPs. - Capitalise on opportunities to recognise heritage assets in Council services and programs.

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ACHIEVEMENTS CARSS PARK FORESHORE NATURALISATION The $2.4 million upgrade of Carss Park foreshore created environmentally-friendly seawalls that reintroduced saltmarsh, rocky intertidal, mudflat and terrestrial habitats into the degraded ecosystem enabling the restoration of the natural ecology of Kogarah Bay. An elevated boardwalk has improved waterway health and accessibility, as well as the attractiveness of the foreshore.

HERITAGE BUILDING GRANTS Thirteen applicants received $45,383 through our Heritage Building Grants Program to improve facades, reinstate traditional fencing, repoint brickwork, restore original sandstone and repair tessellated tile work.

TREE MANAGEMENT POLICY Our Tree Management Policy incorporates an Urban Forest Strategy and seeks to protect trees on public and private land, improve tree canopy cover and address heat islands. The Policy includes an offset fee for tree removals on private land, payable by the landowner, to fund a reserve to increase the Cityâ&#x20AC;&#x2122;s tree canopy cover through planting projects such as the Forest Road Canopy Corridor Project, which will increase canopy cover in this once heavily forested area.

FOX MANAGEMENT PROGRAM

Carss Park Foreshore Boardwalk

An integrated Fox Management Program with Bayside, Canterbury-Bankstown and Sutherland Shire councils provides community education about the impact of foxes and mitigations measures. It plans for an increased use of FoxScan to record fox sightings and a coordinated bating program in cooperation with Local Land Services.

JAMES OATLEY MURAL In October 2018, with the help of community volunteers, a graffiti hotspot on Hurstville Road in Oatley was transformed into a public artwork to honour early landowner and renowned local clockmaker, James Oatley. The community painting project was held on Graffiti Removal Day and encouraged the community to get involved, no matter their level of experience. Public art helps to reduce graffiti and builds a sense of ownership.

Council's Operation Specialist, Matthew Bramston with James Oatley Mural

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

LGA-WIDE FORESHORE REVIEW Our first LGA-wide foreshore review assessed the effectiveness of existing planning controls, identified the foreshore’s scenic qualities and considered ways to enhance and protect the landscape. The review produced a comprehensive Tidal Inundation Study that considers the likelihood and consequence of sea level rise. Recommendations from the review will be incorporated into the Georges River Council DCP 2020 and LEP 2020.

BOWER REPAIR CAFÉ WORKSHOPS We partnered with the Bower Repair Café to offer free repair workshops to residents as part of our efforts to reduce landfill and encourage a community culture of repair and reuse. Workshop topics included bicycle repair and maintenance, small electricals and timber furniture repair.

SINGLE USE PLASTICS In August 2018, we introduced a ban on single use plastic carry bags and straws at Council-owned venues and facilities and Council-run functions and events. Stallholders and sponsors to Council events must agree to terms and conditions that prevent the use of single use plastics, including balloons. We hope this approach will then encourage local businesses and other organisations to implement a similar ban. We held a Plastic Free Living workshop in February 2019 to promote simple alternatives to using plastics around the home. We held a Plastic Bag Swap event to coincide with World Environment Day in June 2019 where community members could exchange five plastic bags for a free reusable shopping bag.

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ACHIEVEMENTS CONTINUED ENVIRONMENTAL SUSTAINABILITY INITIATIVES AND EDUCATION PROGRAMS Georges River Councilâ&#x20AC;&#x2122;s Early Learning Centres educate children and their families about the importance of taking care of the environment. For example, Narani Childcare Centre created a bush tucker garden through a joint project with Brenden Moore from the Sydney Botanical Gardens and the Kurranulla men's group. All Centres have stingless bees which benefits the environment and educates the children about animal by-products and the role each animal has in nature. Other sustainable initiatives include families bringing in their soft plastics for collection by Coles, the introduction of composting at the Centres, making resources instead of purchasing new items and replacing broken plastic resources such as toys with timber options. The Library Homegrown living program taught day to day sustainability principles, including sessions on wax wrapping, soap making and general tips to avoid the use of plastics. While the expanded eBook collections now provide viable alternatives to traditional hardcopy books. This initiative improves the communityâ&#x20AC;&#x2122;s access to popular titles, and reduces the production and disposal required for hard copy collections. In October 2018, we joined the Cities Power Partnership, a local government climate network of more than 100 Australian councils, which connects us with key tools to help track emissions, energy and cost savings and provides support from local and international experts in managing climate change. Through the Partnership we have pledged to:

REDUCED POWER USE More advanced building management systems allowed more intelligent control and monitoring of large energy consuming plant and equipment across several buildings. Commonly, this type of system is used to tune HVAC (heating, ventilation and air conditioning) equipment to perform better. This was expanded to include the live monitoring of fire alarms (also generating email alerts), IT server room temperature, water meters and cooling

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- provide resources to educate and support the uptake of renewable energy through Our Energy Future program - ensure Council fleet purchases meet strict greenhouse gas emission requirements and support the uptake of electric vehicles - create a revolving green energy fund to finance energy efficiency projects and receive savings - power Council operations by renewables, either directly (with solar PV or wind), or by purchasing greenpower from electricity retailers - install renewable energy on Council buildings, for example, childcare facilities, libraries, street lighting, recreation centres, sporting grounds and Council offices. Since joining the Partnership we have: - replaced lights at Sans Souci car park with solar lights, saving 3,854kWh/year and more than three tonnes of C02 emissions annually (March 2019) - Held a solar and batteries information session on reducing household energy consumption (May 2019) - provided residents with a free energy advice service and obligation-free quotes for solar power, draft proofing, insulation, hot water heating pumps, LED lighting, and window film through the Our Energy Future Program.

tower chemicals. The system is connected to a weather station to give humidity readings to offset condensation in the Hurstville Aquatic and Leisure Centre and better control heating and cooling requirements. Compared to 2017/2018 we reduced power by: - 19.6 per cent at Hurstville Library - 10.4 per cent at Hurstville Civic Centre - 9.4 per cent at Hurstville Aquatic and Leisure Centre.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

ENERGY AND WATER MANAGEMENT

5 MILLION TREES FOR GREATER SYDNEY

Our four-year Energy and Water Management Plan 2018-2022 and priority list will partly be funded through a Revolving Energy Fund Guideline and a Retrofit Energy Guideline. These will help our assets teams to monitor electricity uses daily to determine where savings can be made.

We received $215,000 as a major step towards our goal of 40 per cent tree canopy coverage in the Georges River area by 2038 The two projects are the Canopy Corridors Projects ($115,000) and Cool Spaces Urban Oasis Project ($100,000).

WASTE EDUCATION WORKSHOPS Through our Waste Smart Litter Program we ran a composting program at Hurstville Public School and a worm farming workshop at St George Girls High School in May 2019. We also ran composting and no-dig gardening workshops for the community in May 2019.

SPEAKING 4 THE PLANET COMPETITION Our inaugural ‘Speaking 4 the Planet’ at St George Girls High School on Wednesday on 5 June 2019, World Environment Day, included students from St George Girls High School, Blakehurst High School, Kogarah High School and Sydney Technical High School. Students explored the topic ‘Beat Plastic Pollution’ by competing in public speaking, drama, video and art competitions.

MEADE PARK ADVENTURE PLAYGROUND A $600,000 all-inclusive all-ages adventure playground at Meade Park, Allawah, creates distinct play areas for different ages and incorporates sensory play zones for social play. Features include an infinity mirror, allinclusive carousels, an accessible multi-play climbing unit, mounded trampolines, an inclusive swing area and an adventure trail weaving throughout the parks existing natural elements. The park was opened in July 2019.

MYLES DUNPHY RESERVE BOARDWALK The $450,000 Myles Dunphy Reserve elevated boardwalk was constructed using fibre reinforced plastic (recycled plastic). The boardwalk will reduce vegetation damage caused by foot traffic on informal walking tracks, and makes it easier for people to reach the reserve by linking existing tracks. People have a better view of the swamp sclerophyll forest, an endangered ecological community at the southern end of the reserve. The project was jointly funded by Council and the Australian Government’s Improving Your Local Parks and Environment Program. Myle Dunphy Reserve Boardwalk

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ACHIEVEMENTS CONTINUED COMMUNITY ENGAGEMENT We engaged with the community on our Open Space, Recreation and Community Facilities Strategy.

GRANTS RECEIVED - $215,000 5 Million Trees for Greater Sydney - $20,000 weed eradication program supported by Bushcare volunteers Table 20: Summary of performance against indicators

Measure

Baseline

Number of trees and other plants planted or given away each year

2016/2017 Actual

2017/2018 Actual

2018/2019 Target

2018/2019 Actual

3,650

3,600

3,650

3,800

3,814

New measure

100

120

The percentage of graffiti tags removed within 48 hours

84%

85%

86%

>80%

85%

Percentage of environmental pollution complaints responded to within two business days

75%

51%

80%

75%

77%

Percentage of waste customer requests responded to within 48 hours

98%

N/A

95%

>98%

100%

Number of hectares of active bush regeneration activities

OTHER KEY INDICATORS - 4 composting and worm farming workshops for 80 residents - 62 classes for around 2,000 students under the Keep NSW Beautiful Enviro-Mentors Program - Free recycling for 19 schools - 4 local high schools enjoyed â&#x20AC;&#x2DC;Speaking 4 the Planetâ&#x20AC;&#x2122; on World Environment Day

- 39 respondents to our Sustainability Survey - 10 nominations of significant trees - 80 social media posts on waste, environment and sustainability - Presented at the Litter Congress 2019 - Started the Intergenerational Horticultural and Gardening Project for young people

- 3 tonnes green waste drop off - recycled 5 tonnes of e-waste - diverted 45 tonnes of chemicals from landfill or waterways - 10 environmental workshops for 200 attendees, including native plant propagation. native bees, fauna spotlighting evening, flying fox monitoring - 144 registrations for Our Energy Future - 2,500 fox education guides in areas of high fox activity

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Rob Formica, Coordinator, Fleet and Operational Procurement and Daniela Ramirez, Senior Sustainability Officer with hybrid car.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

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Progress against 1 Year Operational Plan items

Complete Not started

21%

On track Behind schedule Cancelled Ongoing Carry over On hold

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70%

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

The table below highlights how each project in our 3 year Delivery Program is progressing:

Program/Project

Year due

ONGOING

Comment

Goal 1.1 - Council's environmentally sustainable practices inspire everyone to protect and nuture the natural environment. Environmental Strategy - 1.1.1. Ensure the Georges River area is resilient in addressing energy, water and gas usage, sustainable buildings, waste diversion, green corridors, carbon emissions and urban design. a. Adopt and implement a Resilience Strategy for Council's services (commence 2019/20).

20/21

Request for Quotation to prepare a Resilience Strategy in July 2019.

b. Reduce energy use at the top 10 Council energy using sites through the Energy Management Plan.

20/21

Guidelines for the operation of a 'Revolving Energy Fund' and 'Environmental Retrofit Energy Fund' adopted in August 2019. The final Energy and Water Management Plan 2018-2022 was prepared and will be reported to Council in late 2019.

c. Implement the Urban Forest Strategy.

20/21

Council at its meeting on 23 April 2019 adopted the Tree Management Policy which incorporates the Urban Forest Strategy. The policy is being implemented across Council departments.

d. Identify actions required to reduce the risks from climate change impacts on Council assets (commence 2019/20).

19/20

Actions identified and incorporated into Resilience Strategy Request for Quotation advertised in July 2019.

e. Create environmental protection education programs for schools and the broader community.

20/21

Council sponsored the Keep NSW Beautiful Enviromentors program by presenting to 62 classes totalling approximately 2,000 students. Council also coordinated a litter audit program at a local public school, composting and worm farming workshops for the community and Speaking for the Planet event at a high school.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Waste Strategy - 1.1.2. Use waste management contracts and practices to divert waste from landfill sites. a. Monitor contracts for green waste, recyclables, general waste clean-up services and mattress collection for compliance and develop strategies to reduce landfill deposits.

20/21

b. Delivery community education initiatives to support environmentally sustainable waste disposal and recycling practices (commence 2019-20).

20/21

c. Actively participate in regional illegal dumping (RID Squad) initiatives.

20/21

Preparations have taken place for a refund sharing agreement (due for signing in July 2019), a new contract for mattress collection (due for signing in July 2019) and a clean-up service tender (due for release mid 2020). New resident waste and recycling information pack and new business information pack were developed and distributed. Work has commenced on a new strata information pack which will be completed mid 2020.Â Council provided composting and worm farming workshops, presented at the Litter Congress 2019, presented to community groups regarding waste education and a worm farming practices workshop.Â

Sustainability

Daily operational requirements of the green waste, recyclables, general waste, clean-up services and mattress collection contracts have continued.

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RID Squad officers work with Council staff across council boundaries to co-ordinate illegal dumping investigations regionally. Council staff regularly attend committee meetings and work with RID Squad officers daily.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Program/Project

Year due

Comment

Strategy - 1.1.3. Help everyone to contribute to a more environmentally sustainable Georges River LGA a. Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects.

20/21

b. Lobby the NSW Government to strengthen regulations to ensure private certifiers rigorously implement conditions of consent relating to environmental protection.

18/19

A Mayoral letter with an attached case study of a local couple who recently installed solar power, was sent to 10,000 single dwelling households in May 2019 to promote the 'Our Energy Future Program' and to encourage residents to install solar power. This resulted in 144 registrations (residents that have returned their mail slips, or registered for a quote), 123 enquiries, seven sales, 22 in-home appointments, 46 residents considering their quote.

Natural environment Strategy - 1.1.4. Develop and implement programs to protect and conserve the natural environment. a. Implement the Urban Forest Strategy and Canopy Enhancement Program.

20/21

Council’s Tree Management Policy was adopted on 23 April 2019. The objectives of this Policy are to recognise the importance of the tree canopy throughout the City. Council obtained grant funding under the '5 Million Trees Program'. Work has commenced to increase planting and maintenance of five-hundred trees within two newlyformed, distinct canopy corridors under the ‘Forest Roads’ Project. The trees will be planted in streets, reserves and schools, with a focus on the suburbs with the least urban tree canopy cover. Tree species have been selected and notification letters sent to residents. Trees have been sourced and tree planting contractors have been engaged. The first 200 trees will be planted in August 2019.

b. Implement Council's Bush Regeneration Program to protect, conserve and enhance the natural environment.

20/21

Bush regeneration activities included, but were not limited to, weed eradication, habitat protection and revegetation in 120ha of bushland.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Goal 1.2 -The LGA's waterways are healthy and accessible. Waterways Strategy - 1.2.1. Use our role on the Georges River Combined Councils' Committee (GRCCC) to lobby State agencies and other stakeholders for a protected and enhanced Georges River. a. Represent Council's ambitions for the Georges River through the GRCCC.

ongoing

b. Continue work to understand and manage how climate change affects foreshores and coastlines.

20/21

Council's Coordinator Environment, Sustainability and Waste is the host manager for the GRCCC and attends all meetings and events coordinated by the GRCCC, to represent Council's ambitions for the Georges River.

Marine and foreshore assets Strategy - 1.2.2. Maintain marine and foreshore assets in a safe and functional condition. a. Maintain marine and foreshore assets in a safe and functional condition and upgrade as required.

ongoing

Council is undertaking an extensive Foreshore Access Improvement Plan.Â The Plan will address coastal vulnerability area mapping, foreshore protection and environmentally friendly seawalls, foreshore access and waterway use and links across the LGA. Major upgrade to Carss Bush Park foreshore, including development of environmentally friendly seawall and elevated boardwalk to improve both waterway health and accessibility.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Program/Project

Year due

Comment

Goal 1.3 Everyone has access to beautiful parks and open spaces. Open space Strategy - 1.3.1. Ensure all public parks and open spaces are accessible, well-maintained and managed to meet the recreational needs of current and future residents. a. Implement the annual Parks and Open Space Improvement Programs.

20/21

All 2018/19 Infrastructure Plus Playgrounds Replacement and Open Space Improvement works have been completed within the required time frames and budgets. There were additional playground upgrades that were completed this year, including Meade Reserve Adventure Playground, Connells Point Reserve and McRaes Park. In addition to playgrounds, other open space improvement projects completed included Ken Rosewall Tennis Court upgrades, shade sail installations at The Green Playground Kyle Bay, automated lighting installations at Peakhurst and Gannons Parks and Netball upgrades at Poulton Park and Olds Park.

b. Use the findings of the Recreation and Open Space Strategy to guide forward works programs and budgets.

20/21

Commencement of project delayed due to Council's decision to extend the public exhibition of the Open Space, Recreation and Community Facilities Strategy. The Strategy was adopted by Council in August 2019, prioritisation of work programs and budgets will occur in 2019/20.

Plans of management Strategy - 1.3.2. Review Plans of Management for sporting fields, parks, open space and bushland in the LGA. a. Continue the review of Plans of Management for sporting fields, parks, open space and bushland within the LGA.

20/21

During 2018/19 Council continued to review plans of management for sporting fields, parks, open space and bushland within the LGA.Â A program to address the reqirements of the Crown Land Management Act 2016 commenced on 1 July 2018 which provides a method for incorporating all 26 of Council's Crown Land Reserves into a Plan of Management by July 2021.

Resilient Design Principles Strategy - 1.3.3. Understand the potential impacts of climate change when developing design principles for parks and open spaces. a. Incorporate design principles for parks and open spaces that promote resilience.

20/21

Current works include Carss Park Environmental Foreshore Renewal Project, Hurstville Oval Plan of Management and Olds Park Landscape Masterplan.Â Significant upgrades to Gannons Park including restoration and protection of Upper Boggywell Creek, sporting field irrigation and drainage. Peakhurst Park synthetic sports field. Feasibility of sustainable irrigation systems being investigated for Beverly Hills Park, Evatt Park, Harold Fraser Oval and Parkside Drive Reserve.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Open Space and Recreation Strategy Strategy - 1.3.4. Use the GRC Open Space, Recreation and Community Facilities Strategy to inform the provision of parks and open space. a. Continue to implement the GRC Open Space, Recreation and Community Facilities Strategy.

20/21

The Open Space, Recreation and Community Facilities Strategy was adopted by Council in August 2019. Implementation of the Strategy will commence in 2019/20.

Goal 1.4 Local heritage is protected and promoted. Conservation and heritage Strategy - 1.4.1. Recognise the LGA's local heritage through heritage listings in LEPs and protection policies in DCPs. a. Finalise the review of the Hurstville LEP heritage Schedule as part of the comprehensive LEP for the Georges River LGA.

20/21

Historical research and analysis are complete. The discrepancies in historical and fabric statements between the existing State Heritage Inventory forms and the preliminary investigations that were noted in Stage 1 of the review have been found to be even more significant than anticipated. As a result the consultant has done original historical research for all items using all historical resources. Dates of construction have also been obtained for almost all items within a two to five-year period.

b. Review existing DCPs to update heritage guidelines.

20/21

Stage 3 of the Hurstville LEP Heritage review which involves updating and revising the State Heritage Inventory forms for all properties recommended for retention as heritage items is still underway. This will include a statement of significance for each heritage item.Â Council appointed SJB Planning in early May 2019 to prepare DCP - Stage 2. An inception meeting was held with SJB on 17 May 2019. This stage of the GRC DCP 2020 will incorporate the heritage controls. Stage 2 of the DCP is due for completion by December 2020.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Program/Project

Year due

Comment

Heritage assets Strategy - 1.4.2. Capitalise on opportunities to recognise heritage assets in Council services and programs. a. Celebrate heritage in the annual program of Council run and Council supported events.

20/21

As part of the annual Historical Markers Program the following five markers were endorsed to be installed in Q1 19/20: Collaroy House, Peakhurst; ‘Ellesmere’ Camp, Sans Souci; English Family, Kogarah; Paramount/Hoyts Cinema, Mortdale; William Currey VC MLA, Kogarah. The Georges River Libraries Local Studies team took part in the annual Heritage Festival, hosting walking tours to uncover the history of Netstrata Jubilee Stadium and hosting the film launch of ‘Memories of Moorefield’, by Anne Field, recipient of the Georges River Council Heritage Publications Grant. Over the year, almost 300 people were engaged in heritage related programs.

b. Implement the annual Historical Markers Program to create awareness of the history, heritage and cultural identity of the Georges River area.

20/21

The official launch of the Historical Markers Program occurred in Q1, followed by a bus tour guided by Council's Local Studies Officer. Twelve submissions were received with the following five markers being endorsed in Q4 to be installed in Q1 2019/20: Collaroy House, Peakhurst; ‘Ellesmere’ camp, Sans Souci; English Family, Kogarah; Paramount/Hoyts Cinema, Mortdale; William Currey VC MLA, Kogarah.

c. Develop and maintain public programs through the Hurstville Museum & Gallery that exemplify the history of the St George region.

20/21

Hurstville Museum & Gallery has received consistent bookings for regular programs including ‘Baby Explorers’, ‘Tactile Tours, ‘Reminiscing Sessions’ and ‘Art in the Courtyard’, with additional bookings from private groups for selected programs, proving these services are strongly desired by the community.

d. Retain and maintain properties with heritage significance through an annual Heritage Building Grants Program.

20/21

The grants program for 2018/19 was completed in Q4 with a total of $45,383 being granted to owners of heritage items.Council has reimbursed a total of 13 out of 17 successful applicants. Two applicants did not respond to any letters and a further two withdrew due to time constraints.

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1 Year Operational Plan Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

CARRY OVER

ONGOING

The table below highlights how each project in our Operational Plan 2018-2019 is progressing:

Program/Project

Comment

Goal 1.1 - Council's environmentally sustainable practices inspire everyone to protect and nuture the natural environment. Environmental Strategy - 1.1.1. Ensure the Georges River area is resilient in addressing energy, water and gas usage, sustainable buildings, waste diversion, green corridors, carbon emissions and urban design. Develop an Energy Management Plan for Council's top 10 energy using sites

A report which established a priority list of actions and funding mechanisms to implement the Energy and Water Management Plan 2018-2022 was approved by Council's Executive in December 2018. The guidelines for the operation of a 'Revolving Energy Fund' and 'Environmental Retrofit Energy Fund' were adopted by Council's Executive in August 2019. The final Energy and Water Management Plan 2018-2022 will be reported towards the end of 2019.

Develop an Urban Forest Strategy

Waste Strategy - 1.1.2. Use waste management contracts and practices to divert waste from landfill sites. Implement a new contract for the processing and disposal of general waste for the former Hurstville Council area. Implement a new contract for the processing of garden organics for the Georges River LGA.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Program/Project

Comment

Implement a new contact for the collection and disposal of waste from park and public litter bins for the former Kogarah Council area. Sustainability Strategy - 1.1.3. Help everyone to contribute to a more environmentally sustainable Georges River LGA. Develop a program to educate the community on reducing energy consumption and protecting the environment. Advocate to the NSW Government for stronger regulations to ensure private certifiers rigorously implement conditions of consent relating to soil erosion and tree protection. Natural environment Strategy - 1.1.4. Develop and implement programs to protect and conserve the natural environment. Implement the 2018-19 Bushland Regeneration Program. Goal 1.2 -The LGA's waterways are healthy and accessible. Waterways Strategy - 1.2.1. Use our role on the Georges River Combined Councils' Committee (GRCCC) to lobby State agencies and other stakeholders for a protected and enhanced Georges River. Be an active partner at all GRCCC meetings and events.

Research the effects of climate change on foreshores and coastlines. Marine and foreshore assets Strategy - 1.2.2. Maintain marine and foreshore assets in a safe and functional condition. Inspect foreshore assets every six months.

Asset inspections completed by Parks Officer for foreshore assets. Minor works and maintenance undertaken as required.

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1 Year Operational Plan Projects Program/Project

Comment

Goal 1.3 Everyone has access to beautiful parks and open spaces. Open space Strategy - 1.3.1. Ensure all public parks and open spaces are accessible, well-maintained and managed to meet the recreational needs of current and future residents. Implement the 2018-19 Parks and Open Space Improvement Program.

Ninety per cent of projects have been completed included major and minor works across all parks. These include new amenities buildings at Claydon Reserve, Renown Park, several new playgrounds include Meade Park, new drinking fountains, resurfacing basketball courts at Stuart Park, additional picnic shelters and seating. Delivery behind schedule due to quantity of projects and several additional grant funded open space projects.

Implement the 2018-19 Playground Asset Replacement Program. Plans of management Strategy - 1.3.2. Review Plans of Management for sporting fields, parks, open space and bushland in the LGA. Prepare a program to review the Plans of Management, including setting priorities and funding sources. Commence reviews of high priority actions identified in the Plans of Management Review Program. Resilient design principles Strategy - 1.3.3. Understand the potential impacts of climate change when developing design principles for parks and open spaces. Develop parks and open space design principles to promote resilience. Open Space and Recreation Strategy Strategy - 1.3.4. Use the GRC Open Space, Recreation and Community Facilities Strategy to inform the provision of parks and open space. Identify open space and recreation priorities based on the findings of the GRC Open Space, Recreation and Community Facilities Strategy.

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Council's Open Space, Recreation and Community Facilities Strategy was adopted by Council in August 2019. Implementation of the Strategy will commence in 2019/20.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Program/Project

Comment

Complete heritage review of Hurstville LEP.

Historical research and analysis: complete. The discrepancies in historical and fabric statements between the existing State Heritage Inventory (SHI) forms and the preliminary investigations that were noted in Stage 1 of the review have been found to be more significant than anticipated. As a result the consultant has done original historical research for all items using all historical resources. Dates of construction have also been obtained for almost all items within a two to five-year period. Also identified is the chronology of occupants and uses of the shops and businesses of the items in the town centre. A master table has been compiled of all surviving buildings (that are heritage items) built pre-1910 in chronological order, and thus identify the oldest surviving example of each type of building and type of construction, both by precinct/suburb and across the former Hurstville LGA. Uploading of all inventory sheets into the SHI database is underway.

Heritage assets Strategy - 1.4.2. Capitalise on opportunities to recognise heritage assets in Council services and programs. Implement the 2018-19 Heritage Building Grants Program. Conduct a heritage information session for owners of heritage listed properties.

A heritage information session for owners of heritage listed properties was held in May 2018. The next heritage information session will be held after the completion of Stage 3 of the Hurstville LEP 2012 heritage review. This review is due for completion at the end of 2019.

Develop and implement targeted school based and public programs for the Hurstville Museum & Gallery. Deliver an annual Heritage Publications Grant program.

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STATUTORY INFORMATION ENVIRONMENTAL UPGRADE AGREEMENT We did not enter into any environmental upgrade agreements during 2018/2019.

STORMWATER MANAGEMENT SERVICES Our Stormwater Management Services Charge helps to manage the quantity and/or quality of stormwater that flows off land and includes a service to manage the reuse of stormwater. Rain falling on hard surfaces picks up chemicals, rubbish and soil that pollutes waterways and bays and can cause flooding. These complex issues require significant works and capital investment. In response, the NSW Government endorsed an integrated, longterm stormwater management funding arrangement to consider stormwater quality and flooding in a broader, natural resources management context. The funding arrangement allows councils to apply a Stormwater Management Service Charge to urban residential and business properties.

Balance held in Cash Reserve as at 30/06/18

1,287,090

Stormwater Management Service Charge Income

1,177,516

Interest on Overdue Rates Total Income for 2018/2019

2,000 1,179,516

Total Expenditure for 2018-2019

694,696

Movement in Stormwater Drainage Reserve during 2018/19

484,820

Balance held in Cash Reserves as at 30/06/19

Table 22: Projects funded from the Stormwater Management Service Charge in 2018 – 2019

26 Orange Street, Hurstville – 52m pipeline

48,585

45 Mutual Road, Mortdale lintel repair

8,920

Penshurst Street, Penshurst – 37m pipeline Burgess Street from Weeney Street to #42 99m pipeline

Table 21: 2018/2019 income from Stormwater Management Charge and grants

Summary for 2018/2019

We used funding derived from the charge to target stormwater asset upgrades and flood mitigation works.

40,825 145,758

Ray Street Reserve drainage improvements on access way

11,510

60 Scott Street, Mortdale- relining

34,680

21-22 Rita Street, Narwee drainage improvements

24,150

34 Salisbury Street Penshurst Drainage improvements

96,265

Endeavour Street, Sans Souci

11,533

Orange Lane Drainage improvements

104,430

33 Cambridge St to Sydney Water Pipe TOTAL

17,332 694,696

COASTAL PROTECTION SERVICES No annual charge was levied for costal protection services in 2018/2019.

FISHERIES MANAGEMENT ACT We do not have a role in any final recovery and threat abatement plans under the Fisheries Management Act 1994.

1,771,910

Georgie the Dragon helping out with landscaping on Graffiti Removal Day

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

THE YEAR AHEAD IN 2019/2020 WE WILL: - develop a Resilience Strategy - implement the Energy Management Plan for Councilâ&#x20AC;&#x2122;s top 10 energy using sites - implement the Canopy Enhancement Program as part of the Urban Forest Strategy - develop a Waste Minimisation Strategy - develop and implement a Waste Education Program - implement a community education program on reducing energy consumption and protecting the environment - replace the limited mobility lift at Kogarah Library - install a large solar panel system to Kogarah Library to deliver power savings - continue the Street Tree Planting Program and Bushland Regeneration Program - develop a Foreshore Management Plan with Georges River Combined Councilâ&#x20AC;&#x2122;s Committee (GRCCC) - undertake the following programs: - Parks and Open Space Improvement - Playground Safety Inspection - Sportsfield Renovation - Playground Asset Replacement - Painting of Council assets including the identification of four murals - review Plans of Management review for Crown land - implement the Open Space, Recreation and Community Facilities Strategy priorities - plan for the 2020 Australian Heritage Festival.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

PILLAR 2

QUALITY, WELL PLANNED DEVELOPMENT This pillar is about involving the community in development decisions and the planning for local places so that development growth is well managed and focuses on liveability. This pillar includes work in: - development assessment - development compliance - heritage planning - urban design and planning.

GOAL 1

Sustainable development delivers better amenity and liveability for the community and the environment. Strategies - Prepare a comprehensive LEP for the entire LGA to improve and standardise development controls and regulations.

GOAL 2

The community helps to plan the LGAâ&#x20AC;&#x2122;s future Strategies - Use community consultation and feedback to guide a comprehensive set of planning and development strategies that are incorporated into the LEP and Council policies.

GOAL 3

Council-led development and assets provide quality, long-term benefits to everyone. Strategies - Ensure quality design and sustainability principles underpin the provision of Council facilities and other assets.

- Prepare a comprehensive DCP for the LGA to guide development - Continue rigorous assessment of development applications (DAs), including compliance with DCPs, aesthetic qualities and environmental initiatives. - Ensure high quality reporting and DA assessment by Council staff, local planning panels and the Sydney South Planning Panel . - Utilise our Design Review Panel to provide independent and expert advice on the design quality of planning proposals and multi-storey developments that meet the review criteria. - Adopt an effective fire safety program.

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ACHIEVEMENTS LOCAL STRATEGIC PLANNING STATEMENT

KOGARAH NORTH PRECINCT PUBLIC DOMAIN PLAN

The NSW Government requires all councils to prepare a Local Strategic Planning Statement to guide land use planning in their LGA. The Georges River Local Strategic Planning Statement sets a 20-year land use vision supported by five themes: access and movement, infrastructure and community, housing and neighbourhoods, economy and centres, environment and open space.

The Kogarah North Precinct Public Domain Plan, released in February 2019, will guide the area’s transformation to a high density residential environment.

Our land use vision for the Georges River is: A productive place to live, work and enjoy – with diverse, active, green, well designed and connected places. The Local Strategic Planning Statement also includes the following criteria to guide our land use planning: - The LGA’s special characteristics are retained. - Growth is supported by green open space, social and physical infrastructure. - Growth areas are linked to transport corridors and frequent services. - Kogarah and Hurstville are enhanced as strategic centres. - All centres have a role in jobs and housing growth. - A hierarchy of residential zones is developed. Evidence and community consultation provide the framework for strategic planning and decision-making. The draft statement was endorsed by Council to proceed to public exhibition on 23 April 2019. We are on track to present a final Local Strategic Planning Statement to the Department of Planning, Industry and Environment by December 2019.

LOCAL STRATEGIC PLANNING STATEMENT – CONSULTATION PROGRAM Throughout this year we consulted with over 1,000 residents within our community to assist us in the development of a 20-year land use vision for the LGA. The feedback from the vision was via workshops, drop in sessions, pop up events and surveys.

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The plan: - reflects Kogarah North as part of a strategic centre - provides streetscape design guidelines for public domain improvements for private development - identifies works and costings for Section 7.11 and 7.12 contributions plans.

HURSTVILLE CITY CENTRE TMAP We released a transport management and accessibility plan (TMAP) for Hurstville in June 2019. It models major development applications and planning proposals (as at 2018) and their implications for traffic management in the Hurstville City Centre, as well as the recommendations from the Hurstville City Centre Urban Design Strategy and proposed changes to the development standards. From this, the TMAP identified a package of transport measures to help manage the future travel demand for Hurstville.

GEORGES RIVER INDUSTRIAL LAND REVIEW Georges River Industrial Land Review was completed in December 2018. It provides a clear strategic direction for the development of industrial lands to ensure sufficient land for future employment growth, particularly in light of pressure from landowners to rezone industrial land. The review found a shortage of urban services land in the LGA and a deficit of industrial floor space by 2036. Based on the suitability analysis, the review found that all industrial precincts in the LGA could accommodate strategic or local industries, and in some cases both. The review recommends protecting existing industrial zoned land if there is a demonstrable need or shortage and alternative industrial opportunities do not exist. There are no current circumstances where any industrial precincts in Georges River LGA would be rezoned. The retention and management of the LGA’s industrial land aligns with the policy direction in the South District Plan.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

EXPANDED DEVELOPMENT ADVISORY SERVICE We expanded our Development Advisory Service (DAS) in June 2019 to streamline processes and make it easier for the community and building professionals to access planning and development advice. We created a dedicated DAS team, two new free services (Development Information Sessions and DA Lodgement Service) and now offer greater assistance throughout the development application (DA) process. Information sessions for residents and building professionals outline the range of services offered our DAS and explain the DA process from preparation through to approval. The DA Lodgement Service reviews DA documentation prior to formal lodgement via a faceto-face meeting.

ETRACK ONLINE APPLICATION TRACKING SYSTEM eTrack is an online one-stop shop for DA tracking. It offers greater transparency and certainty about the status of a DA by displaying more events, a progress bar and online mappig. eTrack also offers search functionalities including the ability to view a map of DAs on exhibition, DAs under assessment by suburb and basic reporting of development and building applications on a weekly and monthly basis.

NSW PLANNING PORTAL â&#x20AC;&#x201C; ONLINE CONCURRENCE AND REFERRAL SERVICE We partnered with the NSW Department of Planning, Industry and Environment to adapt digital services on the NSW Planning Portal. This allows customers to request and receive State agency advice for DAs through an online concurrence and referral service rather than by post. Customers can pay related online rather than by bank cheque and can track progress via their own NSW Planning Portal account.

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ACHIEVEMENTS CONTINUED GANNONS PARK STORMWATER QUALITY IMPROVEMENT AND HARVESTING SCHEME Stage 2 of the Gannons Park Water Quality Improvement and Harvesting Scheme includes a series of vegetated stormwater treatment systems, consisting of: - two vegetated wetlands - three bioretention systems - one storage pond - two vegetated rocky swales. The scheme also includes a pumped recirculation system to circulate flows through the existing length of rocky swale and ponds; a new path in cut with TerraMesh planted walls, and extension of the existing boardwalk to shared paths; and new landscaping.

HYDROPANEL AT HURSTVILLE AQUATIC AND LEISURE CENTRE In December 2018 we began using a hydropanel at Hurstville Aquatic and Leisure Centre. This water collection system uses a self-sufficient and off-grid method where water vapour from ambient air is drawn into hydropanels via fans. This is then filtered, before pure water is released and condensed into the airtight hydropanel system - producing clean water for visitors to fill their reusable water bottles. The eight hydropanels produce 2,400 bottles of water per month, offsetting over 400,000 single-use plastic bottles over their 15-year lifetime.

LEP AND DCP DEVELOPMENT We commenced the preparation of Stage 2 of a new DCP for Georges River LGA. An interim DCP 2020 was adopted in June 2019. This sets out a consistent approach for assessing residential development until a more comprehensive DCP is prepared and implemented. Development of a new LEP for Georges River LGA is being staged, as follows: - LEP 2020 – focus on harmonisation and housing - LEP 2022 – focus on jobs and activation - LEP 2025 – focus on land use changes beyond the next five years

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FIRE CLADDING AUDIT Under the direction of the Department of Planning, Industry and Environment and Fire and Rescue NSW we commenced our program to recify buildings with non compliant cladding. We continue to manage the annual fire safety statement register and inspect premises where fire safety concerns are raised.

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ACHIEVEMENTS CONTINUED COMMUNITY ENGAGEMENT We consulted across the LGA as we developed our Local Strategic Planning Statement. Almost 1,200 people participated in the engagement by either attending a workshop, visiting a pop up session, or completing a survey. Our Your Say engagement platform received over 4,000 visits with 2,415 people becoming aware of the project. Engagement on the Planning Proposal for Low Rise Medium Density Residential Code included more than 100 submissions, 200 surveys and 191 phone messages. Our Your Say engagement platform received more than 1,800 visits with 1,200 people becoming aware of the project.

GRANTS RECEIVED - Accelerated Local Environment Plan Review Table 23: Summary of performance against indicators

Measure

Baseline

2016/17 Actual

2017/18 Actual

2018/19 Target

2018/19 Actual

Number of Development Applications determined

876

511

692

>800

675

Number of Development Applications determined by IHAP/LPP

Number of Development Applications determined by Regional Planning Panel

New measure

N/A â&#x20AC;&#x201C;

1% of the population of for LGA-wide consultation.

1.40%

Community participation in strategic land use planning

OTHER KEY INDICATORS - $568,118,643 of Development Applications lodged (previous year $1,054,762,960)

Local Strategic Planning Statement workhop

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Progress against 1 Year Operational Plan items

Complete

Not started

13%

On track Behind schedule Cancelled Ongoing Carry over On hold

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73%

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3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

Program/Project

Year due

ONGOING

Comment

Goal 2.1 - Sustainable development delivers better amenity and liveability of the community and the environment. LGA-wide planning Strategy - 2.1.1. Prepare a comprehensive Local Environment Plan for the entire LGA to improve and standardise development controls and regulations. a. Prepare a LEP for the Georges River LGA.

20/21

Council at its Meeting held 23 April 2019 endorsed a staged approach to the new LEP as follows: a. LEP 2020 to focus on Harmonisation and Housing, b. LEP 2022 to focus on Jobs and Activation, c. LEP 2025 to focus on land use changes beyond the next five years.

Master planning Strategy - 2.1.2. Prepare a comprehensive Local Environment Plan for the entire LGA to improve and standardise development controls and regulations. a. Complete the Hurstville City Centre Urban Design Strategy.

18/19

b. Prepare a comprehensive Development Control Plan for the entire Georges River LGA.

20/21

Council has commenced the Georges River DCP with Stages 1 (notification requirements), 2 (general and industrial controls) and 3 (residential controls and precincts) well underway.

c. Complete the Master Plan for Beverly Hills.

19/20

The Master Plan is split into two phases. Phase 1 was received by Council at its Meeting held 23 April 2019. Phase 2 will involve the preparation of a Master Plan that will recommend a future development strategy for the area to address development pressure, a deteriorating urban fabric, poor public domain and lack of activation in the Centre. The Master Plan will recommend changes to land use and built form controls in a future comprehensive Georges River LEP. City Plan was appointed on 29 May 2019 to prepare Phase 2. An inception meeting with the project team was held on 18 June 2019.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Development Assessment Strategy - 2.1.3. Continue rigorous assessment of development applications (DAs) including compliance with Development Control Plan aesthetic qualities and environmental initiatives. a. Review the policy and procedures for community feedback on development applications, including neighbour notifications.

19/20

Monitoring Communications Strategy - 2.1.4. Ensure high quality reporting and DA assessment by Council staff, Local Planning Panels and the Sydney South Planning Panel. a. Conduct community information sessions on development and building matters.

19/20

Design Review Panel Strategy - 2.1.5. Utilise Council's Design Review Panel to provide independent and expert advice on the design quality of planning proposals and multi-storey developments that meet the review criteria. a. Review the performance and outcomes of the Design Review Panel to improve efficiencies.

19/20

This project is not scheduled to commence until 2019/20 as stated in half yearly report.

Fire Safety Strategy - 2.1.6. Adopt an effective Fire Safety Program. a. Adopt and implement a Fire Safety Program that maintains buldings with essential fire services to safeguard the community.

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Council continues to manage the annual Fire Safety Statement Register in addition to undertaking inspections of premises where fire safety concerns are raised. In addition, an additional fire cladding audit was undertaken by Council to create a visual audit of all properties within the amalgamated LGA and compile a list of properties for the NSW Department of Planning, and Fire and Rescue NSW to follow up with property owners.

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Program/Project

Year due

Comment

Ongoing

Detail obtained from all development submissions is recorded in application assessment reports. Feedback on controls is provided to strategic planning for review and potential incorporation into the new comprehensive development controls for the LGA. Council is working on a policy to manage inconsistencies between Hurstville and Kogarah DCP provisions and inform future planning controls.

b. Provide ongoing education to the community about the development approval process, including the role of the NSW Government.

19/20

New Development Advisory Services have been implemented in addition to the release of a new website for the pre-DA service. This includes an ability to make an online booking to come in and talk to our Duty Planners, a new DA form with a matrix outlining what detail is required to be submitted, and a new DA Guide which provide specific information on what detail each report or plan is required to include. Additional services including industry and resident development nights have been undertaken and are continuing.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Goal 2.3 - Council-led development and assets provide quality, long-term benefits to everyone. Strategy - 2.3.1. Ensure quality design and sustainability principles underpin the provision of Council facilities and other assets. a. Expand Council's security and CCTV systems to improve public safety and accessibility.

Ongoing

CCTV network operating effectively throughout 2019, additional funding likely for the expansion of CCTV network in Hurstville CBD. CCTV procedure manual being developed with investigation into additional mobile cameras to address 'hot spots' or determine feasibility for new permanent installations. Security review of all existing systems by new contractor completed.

b. Expand Council's solar panel network to additional and existing buildings.

Ongoing

In December 2018, Council's Executive approved an action plan for a range of new plant and equipment including solar panels which will reduce Council's energy consumption. Guidelines for the operation of a 'Revolving Energy Fund' and 'Environmental Retrofit Energy Fund' which will fund the action plan have been developed and will be presented to the Executive for approval mid 2019.

c. Implement more environmentally friendly building practices and products.

Ongoing

Standardised designs for new building projects that incorporate quality design and sustainable principles. Significant inventory review completed and works commenced to identify projects that will deliver efficiency gains. Projects implemented to date include; hot water service timers, two new boiler replacements, powerfactor correction installed and at Hurstville Aquatic and Leisure Centre, Jubilee Oval power monitoring underway, major BMS upgrade to ensure automatic controls and timers are optimised. Energy monitoring software portal implemented for top 10 energy using sites.

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Program/Project

Year due

Comment

d. Forward plan, and investigate funding for, major rollouts of sustainable materials.

Ongoing

The standardised building plans developed this year promotes the use of sustainable materials and design principles. This includes the use of passive lighting and thermal efficiency (airflow), recycled materials where possible and sensor operated LED lights, The Norm Oâ&#x20AC;&#x2122;Neill Cricket Centre build used 'Bondor' insulated roofing panels which provide superior thermal performance for greater energy efficiency. Our synthetic fields use recycled rubber infill called SBR and we specify recycled rubber in our playground softfall. The Myles Dunphy Reserve boardwalk was constructed from Fibre Reinforced Plastic (FRP), a recycled plastic. The Gannons Park stormwater scheme which will harvest, treat and recycle stormwater for irrigation also includes a FRP boardwalk. All clay, topsoil and sandstone excavated on site is being reused elsewhere on site and we have imported large quantities of topsoil from other council sites within the LGA to avoid purchasing additional materials.

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1 Year Operational Plan Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

CARRY OVER

ONGOING

The table below highlights how each project in our Operational Plan 2018-2019 is progressing:

Program/Project

Comment

Goal 2.1 - Sustainable development delivers better amenity and liveability of the community and the environment. LGA-wide planning Strategy - 2.1.1. Prepare a comprehensive LEP for the entire LGA to improve and standardise development controls and regulations. Prepare a Local Strategic Planning Statement for the Georges River LGA.

Start developing a new LEP for the Georges River LGA.

Start developing a Housing Strategy for the Georges River LGA.

Master planning Strategy - 2.1.2. Prepare a comprehensive DCP for the LGA to guide development in the LGA. Start developing a new DCP for the Georges River LGA.

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Program/Project

Comment

Development Assessment Strategy - 2.1.3. Continue rigorous assessment of development applications (DAs) including compliance with DCPs, aesthetic qualities and environmental initiatives. Develop and implement the Development and Building Customer Focused Program.

Monitoring Communications Strategy - 2.1.4 Ensure high quality reporting and DA assessment by Council staff, local planning panels and the Sydney South Planning Panel. Review development and building templates to increase efficiency. Review the Local Planning Panel process.

As a result of the pre-work associated with developing the new Development Advisory Service, the review of the Design Review Panel was rescheduled to be undertaken in 2019/20.

Fire Safety Strategy - 2.1.6. Adopt an effective fire safety program. Audit high-risk buildings.

Council continues to manage the annual fire safety statement register in addition to undertaking inspections of premises where fire safety concerns are raised. An additional fire cladding audit was undertaken by Council to create a visual audit of all properties within the amalgamated LGA and compile a list of properties for the NSW Department of Planning, Industry and Environment, and Fire and Rescue NSW to follow up with property owners. A new fire safety protocol has been developed and will be forwarded to the Executive for approval in August 2019.

Maintain a high submission rate of Annual Fire Safety Statements.

Council continues to manage the annual fire safety statement register in addition to undertaking inspections of premises where fire safety concerns are raised. A New Fire Safety protocol has been developed and will be forwarded to the Executive Team for approval in August 2019

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Program/Project

Comment

Goal 2.2 - The community helps to plan the LGA's future. Community engagement Strategy - 2.2.1. Use community consultation and feedback to guide a comprehensive set of planning and development strategies that are incorporated into LEPs and Council policies. Develop and implement a community information program about the development process. Goal 2.3 - Council-led development and assets provide quality, long-term benefits to everyone. Strategy - 2.3.1. Ensure quality design and sustainability principles underpin the provision of Council facilities and other assets. Investigate suitable building materials and procedures for Netstrata Jubilee Stadium roof extension.

The Jubilee Stadium roof extension project did not proceed. Council has standardised plans for amenities buildings that incorporate quality design and sustainability principles. These include: passive lighting and thermal efficiency (airflow), use of recycled materials where possible such as composite timber in seating, benches and racks; LED sensor lights which are not activated until its dark and that remain dimed until they sense movement. The Norm Oâ&#x20AC;&#x2122;Neill Cricket Training Facility utilised Bondor insulated roofing panels which offer superior thermal performance for greater energy efficiency. The design brief for Hurstville Oval pavilion includes a green roof and Council staff will work with architects to incorporate environmentally friendly building practices where possible into the designs for the Golf Course and Hurstville Oval Pavilions. Â

Upgrade HVAC System at Hurstville Library to deliver a more comfortable environment. Review essential services to improve building security, compliance and certification. Increase presentation and operation of entertainment and public structures.

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STATUTORY INFORMATION VOLUNTARY PLANNING AGREEMENTS We did not enter into any environmental upgrade agreements during 2018/2019. The following agreements were in force in 2018/2019: Planning Agreement

Parties

Executed

Public benefits

East Quarter (Stages 1,2,3) 93 Forest Road, Hurstville

Council and East Quarter Hurstville Pty Limited

21 Dec 2011

Landscaping works outside the Stage 1 and 2 landscaping works lands ($400,000) outside the land completed and Landscaping works at Kempt contributions paid. Field ($350,000) Stage 3 works and Monetary contribution to obligations transferred Hurstville Public School to the VPA for East ($185,198) Quarter Stage 3. Public access to plaza, Wedge Park and link to Kempt field

1-5 Treacy Street, Hurstville DA2014/1083

Council and GR Captial Group Pty Limited

14 March 2016

Land dedication for footpath and road widening on The Avenue, and relocation services. Dedication and fitout of commercial area (81m2) and car space Public domain works

12-22 Woniora Road, Hurstville (former ATO site) 1st VPA - DA191/15

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16 June 2016

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Monetary contribution ($4,587,500) Land dedication (223m2) and construction for road widening along Greenbank Street Transfer of 200m2 commercial space with frontage to Greenbank Street Transfer stratum lot for 79 public car spaces.

Status

Development commenced. Security provided. Public domain works and commercial space currently being provided by the developer. Development commenced. VPA obligations fully satisfied. Monetary contribution paid to Council, land dedications and transfers provided to Council and road works completed.

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East Quarter Stage 33 Forest Rd, Hurstville (PP2014/0002 and DA2016/0218)

15 June Council and Hville 2017 FCP Pty Ltd (Fridcorp) and East Quarter Hurstville Pty Ltd

Monetary contribution for public domain works at Kempt Field ($1.096 million) Construction of road works at Forest Road/Durham Street by developer ($1.76 million) Landscaping works by Developer on Forest Road frontage to Stage 3 ($46,000) Contribution to Hurstville Public School ($131,000) Easement for public access through the site to Kempt Field

No development commenced. Security provided to Council for the road works, landscaping works and contribution to school. Monetary contribution for Kempt Field paid to Council in accordance with the VPA.

Catholic Club Site 6 Cross Street Hurstville DA2017/191

Council and Illawarra Catholic Club Ltd

20 March 2018

Monetary contribution ($976,147) for embellishment Central Plaza and upgrade road network

Development commenced. Monetary contribution paid to Council. VPA obligations fully satisfied.

Bing Lee Site 108, 112, 124 Forest Road and 1-3 Wright Street, Hurstville PP2014/0004

Council and Shanghai Lihua Hurstville Pty Ltd (SLH 108 Pty Ltd)

26 March 2018

Monetary contribution ($3,775,750) for public facilities and infrastructure Land dedication (196 m2) along Forest Road for road widening

No development commenced. Monetary contribution paid to Council. Land dedication to be provided in accordance with VPA.

12-22 Woniora Road, Hurstville (former ATO site) 2nd VPA DA2016/154

Council and Combined Projects (Hurstville) Pty Ltd

18 April 2018

Monetary contribution $1 million for public infrastructure improvements within the City Centre or a public purpose that Council reasonably considers in the public interest.

Development commenced. Monetary contribution paid to Council. VPA obligations fully satisfied.

WORK CARRIED OUT ON PRIVATE LAND We did not carry out any works on private land during 2018/2019.

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THE YEAR AHEAD IN 2019/2020 WE WILL: eLodge - online lodgement of building and development applications Customers will be able to lodge building applications and DAs online rather than visiting Council during business hours or posting applications. The project will be rolled out in phases and commence with private complying development certificates, private construction certificates and DAs. This represents our commitment to digitising development and building application processes to improve the customer experience and public transparency. eTrack â&#x20AC;&#x201C; Phase 2 Phase 2 of eTrack will enable people to view a live status of an application, lodge submissions online for DAs on exhibition, and access and view properties to be developed on online mapping. We expect people to be able to register for live data feeds or updates when events or milestones are achieved. Online estimated cost of work calculator An online an estimated cost of construction calculator will be developed using building cost guides, industry standards and current market value for building materials so that customers work out how much their renovation or development will cost. We will use the calculator to check estimated costs of construction quoted on DAs to ensure the correct application fees.

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PILLAR 3

ACTIVE AND ACCESSIBLE PLACES AND SPACES This pillar is about improving accessibility and transport connections for our community and creating a range of active and passive recreation facilities for everyone to enjoy. This pillar includes work in: - strategic planning - advocacy - building works and maintenance - parks and sportsfield management - urban design and planning - open space projects - capital works program

GOAL 3

Everyone, including people with disability, navigates the LGA in safety Strategies - Implement the Disability Inclusion Action Plan.

GOAL 4

Everyone has access to a range of active and passive recreation facilities Strategies - Guided by the Open Space, Recreation and Community Facilities Strategy, provide contemporary passive and active recreation spaces, aquatic facilities, synthetic fields, community centres and libraries.

GOAL 1

The LGA has a range of transport options to connect people, goods and businesses Strategies - Lobby for improved commuter car parking and manage local parking supply, including around train stations, to enhance building vitality and encourage public transport use, cycling and walking. - Work with the NSW Government to develop an integrated transport and land use plan and a 20year precinct plan as part of Future Transport 2056 initiatives.

GOAL 2

Roads, footpaths and cycleways are safe, accessible and free of congestion Strategies - Implement a program of capital and maintenance to meet the needs of current and future users of Councilâ&#x20AC;&#x2122;s infrastructure assets. - Collaborate with neighbouring councils to deliver large-scale infrastructure and planning projects.

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ACHIEVEMENTS HURSTVILLE PLAZA

COOL PLACES URBAN OASIS

Our new public square, Hurstville Plaza, opened on 12 April 2019 with an Eat Night Market. It is an engaging place to work, rest and play and includes smart stations with USB ports and digital signage to enhance communication, wayfinding and accessibility. In June 2019 four artists installed murals as part of a plaza activation program. The artists included:

Cool Places Urban Oasis is an extension of our Smart Social Spaces Program and the NSW Government’s 5 Million Trees for Greater Sydney. It will enhance the tree canopy in public spaces, by strategically selecting and locating trees. It aims to encourage community connectivity and social cohesion, while helping drive the local economy through enhanced environmental sustainability. Smart technology will be used to monitor environmental and social impacts such as temperature, air quality and pedestrian counts and movement.

- MULGA, a well-known Sydney based artist, famous for his colourful creations - Mike Eleven, known for his expressive large scale portraiture - Elizabeth West, who investigates people's relationships to environments - Mehrdad MehrAeen, who expresses his migration experience through intricate calligraphy.

NORM O’NEILL CRICKET TRAINING FACILITY The $6 million Norm O’Neill Cricket Training Facility in Percival Street, Penshurst opened on 21 June 2019 and is Stage 1 of our larger $20 million Penshurst Sporting Hub Project. The world-class cricket training facility includes six indoor synthetic wickets and six outdoor turf wickets.

EVERYONE CAN PLAY ADVENTURE PLAYGROUNDS. We upgraded Jubilee Park, Mortdale ($1.5 million) and Meade Park, Allawah ($0.6 million) with a toddlers’ bike track, multipurpose court, gym and exercise equipment, glow in the dark footpath, and passive natural play areas.

DRAFT CAR PARKING STRATEGY Council’s Draft Car Parking Strategy was exhibited in May 2019.

It is the first metropolitan cricket and community centre constructed in Sydney in partnership with local government, Cricket Australia and Cricket NSW. Children will train alongside players from the NSW Blues and Breakers and the Sydney Sixers, inspiring the next generation of young players. Stage 2 will include a synthetic field, grandstand, youth facility and additional open space elements. Stage 3 will include the expansion of Hurstville Aquatic and Leisure Centre.

Behind nets at Norm O'Neill Cricket Training Facility

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Gannons Park Mike Eleven painting his mural at Hurstville Plaza

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ACHIEVEMENTS CONTINUED ACCESSIBLE INFRASTRUCTURE We constructed accessible infrastructure at: - Meade Park adventure playground, with play elements designed for all users - McRaes Reserve and Connell Point Reserve, with all abilities play equipment in general park upgrades - Oatley Park inclusive adventure playground which opened in September 2019.

COMPLIANT BUS STOPS We completed 20 bus stops that comply with the Commonwealth Disability Discrimination Act 1992, each with hardstand slabs and tactiles.

Oatley Park inclusive adventure playground

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ACHIEVEMENTS CONTINUED PROGRAMMING TO SUPPORT ACCESSIBLE SPACES The Starlight Cinema program provides opportunities throughout the year for families and friends to get out in their local area, enjoy the outdoors and watch a movie. Outreach programs deliver library services in the community, including the home delivery of items to the elderly and housebound residents, program delivery at childcare facilities and schools, a pop up library in Hurstville Westfield Shopping Centre and at major community events. Improved access for people with a disability The newly refurbished Customer Service Centres at Hurstville and Kogarah have been fitted with wheelchair-accessible service counters. A fully accessible toilet and amenities were opened in the popular Carss Bush Park precinct. Four new hydraulic change tables were installed in Georges River Council’s Early Learning Centres to assist staff in supporting children with additional needs. Community access to new spaces The newly renovated Customer Service Centre, Hurstville is available for hire after hours and on weekends, offering increased access to community spaces at peak periods.

ROAD SAFETY DEVICES AND ROAD RE-SHEETING We built raised pedestrian crossings over Letitia Street, Gladstone Street and Pindari Road School and obtained blackspot funding for two new roundabouts at Edgbaston and Melvin streets and Morgan and Lee streets. We conducted safety reviews of all pedestrian crossings.

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INTERGENERATIONAL GARDEN We partnered with Project Youth and TAFE in June 2019 to create an intergenerational garden at the Hurstville senior citizens' halls. The garden features seedlings of beetroot, leeks, lettuce and herbs, and offers young local people who have experienced difficulties the opportunity to try out various jobs and training.

NEW SUBURB SIGNAGE We began rolling out new suburb signage across the LGA in November 2018.

THE GREEN POP-UP PARK Following community feedback asking for a range of public open spaces, we transformed the Palm Court car park in Hurstville City Centre into a community oasis over the June long weekend. ‘The Green’ converted the car park into a pop-up playground and relaxation area incorporating giant yard games, a children’s play area, a book swapping station, free Wi-Fi and temporary seating, tables and street trees. The Green gave us the opportunity to gain community insight into the Hurstville Place Strategy and showcase how we can reimagine existing spaces. The car park is now seen as a potential open space gateway to the city centre. The Green was well attended and supported by the community.

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COMMUNITY ENGAGEMENT We engaged with the community through the development of the Open Space, Recreation and Community Facilities Strategy.

GRANTS RECEIVED Penshurst Park Sporting Hub Cricket and Community Centre Program - Indoor Cricket Centre Table 24: Summary of performance against indicators

Measure

Baseline

2018/2019 Target

2016/2017 Actual

2017/2018 Actual

2018/2019 Actual

Civil design completion rate

New measure

90%

N/A

95%

Maintain the Asset Renewal Ratio above industry benchmarks

116%

>100%

115%

77%

92%

Percentage of utility restorations completed within timeframe advised

80%

Indicator 80% not created in 2016/17

84%

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Progress against 1 Year Operational Plan items

Complete Not started

38%

On track Behind schedule Cancelled Ongoing Carry over On hold

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62%

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3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

The table below highlights how each project in our 3 year Delivery Program is progressing:

Program/Project

Year due

Comment

Goal 3.1 - The LGA has a range of transport options to connect people, goods and businesses. Parking supply Strategy - 3.1.1. Lobby for improved commuter car parking and manage local parking supply, including around train stations, to enhance business vitality and encourage public transport use, cycling and walking. a. Implement the recommendations of a new Car Parking Strategy.

20/21

The draft Georges River Council Car Parking Strategy, Councilâ&#x20AC;&#x2122;s position paper on the draft Strategy recommendations and relevant Council reports will be on public exhibition from 24 July 2019 until 25 September 2019. After exhibition, the draft Strategy will be reported back to Council.

Integrated transport and land use planning Strategy - 3.1.2. Work with the NSW Government to develop an Integrated Transport and Land Use Plan and a 20-Year Precinct Plan as part of Future Transport 2056 initiatives. a. Work with State agencies to deliver improved transport outcomes for the Hurstville City Centre area based on the recommendations of the Hurstville CBD TMAP.

20/21

At its meeting on 24 June 2019, Council endorsed the Hurstville City Centre Transport Management and Accessibility Plan (TMAP) 2018. Now that the TMAP has been endorsed the next step is to work with transport authorities in relation to specific recommendations in the TMAP.

b. Draft an Integrated Transport and Land Use Plan, including a 20Year Precinct Plan, as part of the Future Transport 2056, for public exhibition.

20/21

The new (city wide) Transport Strategy was not funded in the 2018/19 Budget however work is underway that will feed into the Strategy including the Hurstville TMAP and the Kogarah LEP 2013 Transport/Traffic Study.

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3 Year Delivery Program Projects

Program/Project

Year due

Comment

Goal 3.2 - Roads, footpaths and cycleways are safe, accessible and free of congestion. Capital Works Strategy - 3.2.2. Implement a program of capital and maintenance to meet the needs of current and future users of Council's infrastructure assets. a. Develop and implement the annual infrastructure Works Program, including a Town Centres Public Domain Program.

20/21

All civil works at Hurstville Plaza are complete with the exception of Ausgrid commissioning work which has been delayed indefinitely due to Ausgridâ&#x20AC;&#x2122;s live work ban. The Ausgrid ban has also halted the progress of the Forest Road Stage 2 footpath upgrade which delayed the commissioning of new work and the installation of new light poles and removal of old poles.Â All other footpath works scheduled for the year were completed. Mortdale and Ormonde Parade Town Centre upgrade designs are being finalised and these works are being carried over into the 2019/20 financial year.

Large-scale infrastructure Strategy - 3.2.3. Collaborate with neighbouring councils to deliver large-scale infrastructure and planning projects. a. Develop plans with neighbouring councils to deliver large-scale infrastructure projects, including projects recommended in the GRC Open Space and Recreation Strategy.

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This project is not scheduled to commence until 2019/20, as stated in half yearly report.

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Program/Project

Year due

Comment

Goal 3.3 - Everyone, including people with disability, navigates the LGA in safety. Accessibility and inclusivity Strategy - 3.3.1. Implement the GRC Disability Inclusion Action Plan (DIAP). a. Engage with and support the local business community to provide more accessible and inclusive services to people of all abilities.

20/21

Local businesses received information and opportunities to increase their accessibility for the community. The ongoing provision of the Winning Business Guide, the Small Business Expo and the more recent development of the Hurstville CBD access maps all contribute to Council's approach of engaging with and supporting local business to drive a more accessible and inclusive local economy.

b. Increase the accessibility and inclusiveness of Council community and major events through accessibility assessments and community feedback.

20/21

A report on the use of MLAK keys and the locking of accessible facilities across the LGA will be reviewed by Council's Executive in Q1 2019/20.Â Council opened an adult change facility in Carss Bush Park. This location attracts many visitors and locals each year and is a location for some of Council's major events. Another feature of the accessibility assessments carried out by Council's events team has led to plans for a viewing platform and ramps for upcoming summer festivals.

c. Provide disability awareness training to staff to build confidence in working with and providing services to people with disability.

19/20

Disability awareness training incorporated in the 2018-2020 Ready Set Grow Learning Program which offers Appreciating Diversity in Others training workshops.Â Training approved for roll out in 2019/20.

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3 Year Delivery Program Projects

Program/Project

Year due

Comment

Goal 3.4 - Everyone has access to a range of active and passive recreation facilities. Open space and recreation Strategy - 3.4.1. Guided by the GRC Open Space and Recreation Strategy, provide contemporary passive and active recreation spaces, aquatic facilities, synthetic fields, community centres and libraries. a. Plan and consider funding for, and commence a program of capital works and service adjustments that respond to the GRC Open Space and Recreation Strategy, and improve opportunities for the community to participate in sporting, exercise and leisure activities.

20/21

This project is not scheduled to commence until 2020/21, as stated in half yearly report.

b. Complete Plans of Management for all sporting fields in the Georges River LGA.

19/20

Plans of Management currently underway for Olds Park and Hurstville Oval/Timothy Reserve. These plans will consider and address site unification and identity, access and circulation, leisure, sport and recreation, buildings and facilities, landscape character and environment, leases and licences and park management.Â Olds Park Masterplan was placed on public exhibition.

Hurstville Community Garden

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1 Year Operational Plan Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

CARRY OVER ON HOLD

The table below highlights how each project in our Operational Plan 2018-2019 is progressing:

Program/Project

Comment

Goal 3.1 - The LGA has a range of transport options to connect people, goods and businesses. Parking supply Strategy - 3.1.1. Lobby for improved commuter car parking and manage local parking supply, including around train stations, to enhance business vitality and encourage public transport use, cycling and walking. Develop a car parking strategy for the commercial centres in the Georges River LGA.

Council at its meeting on 27 May 2019 resolved to exhibit the draft Georges River Council Car Parking Strategy and a position paper prepared by Council on the recommendations of the draft Strategy for a minimum of 60 days. The draft Strategy applies to the business zoned land under the Hurstville LEP 2012 and Kogarah LEP 2012. The draft Strategy, Council’s position paper on the draft Strategy recommendations and relevant reports were on public exhibition from 24 July 2019 until 25 September 2019.

Integrated transport and land use planning Strategy - 3.1.2. Work with the NSW Government to develop an Integrated Transport and Land Use Plan and a 20Year Precinct Plan as part of Future Transport 2056 initiatives. Complete the Hurstville CBD TMAP.

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Program/Project

Comment

Commence work on an Integrated Transport and Land Use Plan.

Carried over, as stated in half yearly report.

Goal 3.2 - Roads, footpaths and cycleways are safe, accessible and free of congestion. Capital Works Strategy - 3.2.2. Implement a program of capital and maintenance works to meet the needs of current and future users of Council's infrastructure assets. Develop and deliver the 2018-19 capital works program for new construction and renewals.

All civil works at Hurstville Plaza are complete with the exception of Ausgrid commissioning work which has been delayed indefinitely due to Ausgridâ&#x20AC;&#x2122;s live work ban. The Ausgrid ban has also halted the progress of the Forest Road Stage 2 footpath upgrade which delayed the commissioning of new work and the installation of new light poles and removal of old poles. All other footpath works for the year are complete. Mortdale and Ormonde Parade Town Centre designs are being finalised.

Develop and deliver the 2018-19 road re-sheeting program. Develop a Risk Management plan for roads, footpaths and cycleways. Deliver the 2018-19 Drainage Upgrade Program including new and replacement works.

There are six outstanding jobs to complete. The funds for these will be carried over to the 2019/20 budget.

Design and construct road safety devices. Design and construct accessible bus stops to comply with Disability Discrimination Act (DDA) 1992 (Cth) requirements. Large-scale infrastructure Strategy - 3.2.3. Collaborate with neighbouring councils to deliver large-scale infrastructure and planning projects. Establish a framework, mechanism and resourcing strategy for working with neighbouring councils to deliver large-scale infrastructure projects.

Delayed due to extension of public exhibition period for Open Space, Recreation and Community Facilities Strategy. The Strategy was adopted by Council in August 2019. Implementation will commence in 2019/20.

Goal 3.3 - Everyone, including people with disability, navigates the LGA in safety (DIAP). Accessibility and inclusivity Strategy - 3.3.1. Implement the GRC Disability Inclusion Action Plan (DIAP). Design and construct an accessible toilet with an adult change table at Carss Park. Celebrate International Day of People with Disability.

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1 Year Operational Plan Projects Program/Project

Comment

Goal 3.4 - Everyone has access to a range of active and passive recreation facilities. Open space and recreation Strategy - 3.4.1. Guided by the GRC Open Space and Recreation Strategy, provide contemporary passive and active recreation spaces, aquatic facilities, synthetic fields, community centres and libraries. Prioritise new projects and service changes in response to the GRC Open Space and Recreation Strategy.

Develop innovative funding and delivery models to implement priority projects and recommendations from the GRC Open Space and Recreation Strategy.

Complete Hurstville Central Plaza as community open space.

All civil works at Hurstville Plaza are complete with the exception of Ausgrid commissioning work which has been delayed indefinitely due to Ausgridâ&#x20AC;&#x2122;s live work ban.

Synthetic field at Peakhurst Park

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STATUTORY INFORMATION DISABILITY INCLUSION ACTION PLAN We have summarised activities during 2018/2019 relating to our Disability Inclusion Action Plan under the plan’s four key areas. Building positive attitudes We partnered with community groups to showcase the contribution people with disability make in our community. We supported community groups run by people with disability and for people with disability through our grants programs and with staffing resources. Our community grants program supported 13 service providers, including for epilepsy training in community languages; a sensory sanctuary garden through Learning Links; and the Shepherd Centre’s In the shoes of a deaf child school readiness program. Representatives from more than 30 local businesses attended the Winning Business Expo and learned about accessibility to attract customers. We also built links at the Business After 5 network meeting through our Economic Development team to promote inclusive and accessible businesses. We provided information sessions in partnership with community groups, including the Chinese Disability Support Group, Post School Expo and an NDIS workshops. These sessions give people with disability and their families the opportunity to meet local disability service providers and learn about available services in our area. Georges River Libraries ran the Harmony Day Living Library in March 2019, to build a positive framework for difficult conversations. This event featured the Paralympian swimmer, Ben Austin, who shared his story about his struggle with discrimination due to his disability and his journey. We continued to support Jubilee Arts for Mental Health, an art skills program offered each term for 12 to 14 people with mental illnesses. Participants are selected for paid employment as assistant tutors on each program. Unplugged and Live and Local were two youth music events during NSW Youth Week in April 2019 that encouraged people with disability to perform at Hurstville Plaza. Creating liveable communities We completed an accessibility audit on six of our most regularly used community centres, and recommended

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changes to meet relevant accessibility codes and standards. Upgrade works are scheduled for August 2019. Remaining community centres will be audited by the end of 2019. We developed a mobility map for Hurstville City Centre in consultation with the Access and Inclusion Reference Group. It will be available on our website and in hard copy, including a tactile format. The Reference Group recommended a rolling schedule of mobility maps, with a map for Mortdale completed by October 2019. Fourteen major capital projects completed in 2018/2019 are inclusive and all-abilities accessible, including: - toilet facilities at Carss Park, Oatley Memorial and Pole Depot, Penshurst - all-inclusive playgrounds at Connells Point Reserve, McRaes Park and Meade Park, Allawah - a public adult change room at Carss Bush Park and Charles Pirie Reserve, Kogarah Bay for the all-abilities sporting clubs who play there, following community feedback. Our detailed footpath audit of the LGA’s 417-kilometre footpath network captured compliant and non-compliant kerb cut outs (pram ramps). It identified 301 trip hazards greater than 35mm, all of which were repaired by 30 June 2019. We have allocated civil works funding for disability specific projects. Hurstville Museum and Gallery’s exhibition Keep in Touch created a multisensory experience for visitors. Some content was available via sound and tactile experience; the communication methods of Braille and Auslan were incorporated to be inclusive of the different ways people communicate; and the exhibition opening night was interpreted in Auslan. Tactile tours are available and promoted for temporary and permanent exhibitions and gallery spaces within the Museum and Gallery. Supporting access to meaningful employment Our People and Culture team started to implement a recurrent Disability Awareness – Train the Trainer program for managers and coordinators across the organisation. All staff will undertake disability awareness training in 2019-2020. We worked with Nova Employment, a disability employment agency, and a local high school support unit to offer 21 work experience placements across Council.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

THE YEAR AHEAD Accessible systems, information or processes

- Finalise our Car Parking Strategy

The Access and Inclusion Reference Group meets every two months. It drove the planning and development of the Missed Business Expo for the local business community. Members give Council insights through their lived experiences, and their professional knowledge on accessibility and inclusiveness of accessing local businesses.

- Commence work on an Integrated Transport and Land Use Plan

Council teams, such as Events, Community Development, and the Museum and Gallery teams, have assessed accessibility requirement for events in line with Event Strategy commitments to increase event accessibility for performers and audiences.

- Blackspot funding program for Beverly Hills

- Continue our Capital Works Program, including the Oatley West Childcare Centre - Continue the road re-sheeting program - Undertake the drainage upgrade program - Continue the footpath maintenance program - Implement the Open Space, Recreation and Community Facilities Strategy

We are working to meet the Web Content Accessibility Guidelines WCAG2.0 for our website. As at 30 June 2019, the website has achieved 92.91 per cent accessibility compliance, an increase of 12.5 per cent on the original audited benchmark. Four Council documents, as identified by the Customer Experience team as frequently used, have been translated into Easy English and have been uploaded to our website.

Harmony Day

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PILLAR 4

A DIVERSE AND PRODUCTIVE ECONOMY This pillar is about building upon our economic potential to create sustainable employment opportunities and realise the ambitions of our strategic and town centres. This pillar includes work in: - economic and social development - events coordination - advocacy - marketing and promotion - civil works and maintenance

GOAL 1

Local businesses are supported to help protect jobs and create employment opportunities

GOAL 3

The ambitions for Hurstville and Kogarah as strategic centres are realised. Strategies - Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth. - Collaborate across all levels of government so that the Kogarah health and research hub can grow and attract allied services, increase employment, provide a range of housing types (including affordable housing) and provide excellent transport connections to and within the South and Eastern City districts. - Create an action plan with the business community that markets the LGAâ&#x20AC;&#x2122;s investment opportunities.

Strategies - Primarily target economic development initiatives in Kogarah, Hurstville, Kingsgrove, Peakhurst and Riverwood. - Develop economic programs that target the health, retail, construction, education and financial sectors, small to medium businesses and home-based businesses. - Deliver responsive place-based activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses.

GOAL 2

Outcomes from an Employment Lands Study make sufficient land available for future employment growth Strategies - Develop an Employment Lands Study to preserve employment lands and to protect employment growth and services during land rezoning processes.

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ACHIEVEMENTS ONLINE BUSINESS PORTAL We updated the business section of our website with information on how to start a business, apply for the necessary approvals and learn about the benefits of investing in Georges River LGA. The site includes a link to Service NSW’s Easy to do Business Program, which aims to make it easier for cafes, restaurants and small bars to gain the necessary information and approvals to set up business. Seventy-four Georges River customers have been assisted since the program has been in operation with 23 active customers currently.

PROGRAMMING TO SUPPORT A PRODUCTIVE ECONOMY New programs and markets encourage a strong nighttime economy and activate the Kogarah and Hurstville City Centres. For example, Eat Art Night Markets is a multicultural community event which utilises the public space within the Hurstville Plaza and Kogarah Town Square. Library services provide free access to Lynda.com. This service is an industry leading provider of thousands of interactive online career development tutorials that has a special focus on new media careers like software and web development, design and photography as well as general business skills. Library services provide programs to support key aspects of career and financial planning including programs on job applications, CV workshops and superannuation. The installation of new computers with perpetually up to date software and expanded Wi-Fi internet services in all libraries recognises the community’s technology expectations and the need to stay in touch with online opportunities around education, tax and eGov initiatives.

“SALON BIBLIOTHÈQUE”: THE POP-UP LIBRARY IN HURSTVILLE WESTFIELD During the operation of Salon Bibliothèque in Hurstville Westfield, 1,178 people visited the pop-up library. Our experienced staff processed 94 library membership applications and answered 649 information enquiries. The initiative raised the profile of our library services and received favourable coverage in local media. The activation also received positive responses through social media and from visitors.

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GEORGES RIVER HOME-BASED BUSINESS CONFERENCE The Georges River Home-Based Business Conference on 17 October 2018 was attended by around 50 homebased business operators. Guest speaker was Mr Robert Gerrish, entrepreneur and founder of Flying Solo – Australia’s first online business community. Feedback from attendees at the Conference was positive. A NSW Department of Industry survey of attendees revealed that most were start-ups. The most popular topics for future seminars included marketing and social media, networking, digital business and technology, and financial management.

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COMMUNITY ENGAGEMENT We engaged with the community on the development of the Beverly Hills Masterplan.

GRANTS RECEIVED Funding under the 5 Million Trees for Greater Sydney is detailed in the appendices Table 25: Summary of performance against indicators

2018/2019 Target

2016/2017 Actual

2017/2018 Actual

2018/2019 Actual

24 commercial centres, identified for daily 100% cleaning, cleaned each day

100%

90%

100%

Mean gross assessment times (in days) on DAs, modifications, DA reviews

101.4

<90 days

137 days

142 days

130 days

Percentage of Construction Certificates determined in 21 days

76%

>90%

22.6%

85.7%

62%

Percentage of planning proposals meeting Gateway determination timeframes

85%

>85%

85%

90%

Measure

Baseline

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Progress against 1 Year Operational Plan items

Complete Not started

On track Behind schedule Cancelled Ongoing Carry over On hold

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92%

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3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

CARRY OVER

ON HOLD

The table below highlights how each project in our 3 year Delivery Program is progressing:

Program/Project

Year due

Comment

Goal 4.1 - Local businesses are supported to help protect jobs and create employment opportunities. Economic development Strategy - 4.1.1. Primarily target economic development initiatives in Kogarah, Hurstville, Kingsgrove, Peakhurst and Riverwood. a. Adopt the Economic Development Strategy as supported by local business, Council's Economic Development Advisory Committee and Council.

18/19

b. Implement a program of works in key centres that responds to the Economic Development Strategy.

20/21

The Economic Development Strategy was adopted by Council on 17 December 2018. The following works have been carried out over the past 12 months: 'Kogarah Tunes at Noon', temporary art installation, continuation of Bannerconda system remainder of Forest Road, continued roll out of the signage and branding in centres, installation of additional five planter boxes in Hurstville, pop up park in Hurstville, planning for installation of 'Chill Out Hubs' in Kogarah, Hurstville and Mortdale.

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3 Year Delivery Program Projects Program/Project c. Promote effective economic development initiatives that benefit the LGA.

Year due 20/21

Comment Council has purchased a tool to monitor and make strategic decisions around consumer spend in the LGA.Â The Economic Development Team continues to attend 'Economic Development Master Classes' to provide expert advice to the local business community. Several meetings have occurred with anchor institutions and business owners to understand perceptions and current trends in Hurstville and Kogarah. These insights will be made into actions for the Hurstville and Kogarah Place Strategies and the Kogarah Investment Attraction Strategy. Events held include business breakfast and the 'Business After 5' networking events. Council has also developed a dedicated business page on the Council website which provides fast track advice on setting up and growing a business in Georges River.

d. Regularly review and monitor DA times and implement efficiencies to improve DA turnaround times.

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Process and system improvement is ongoing.Â Some key improvements include team restructures to focus resources, continuation of the DA backlog program, implementation of new Development Advisory Service and website, commencement of eService implementation and new protocols including development advisory and assessment, swimming pools, hoardings and fire safety.

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Program/Project

Year due

Comment

Economic sectors Strategy - 4.1.2. Develop economic programs that target the health, retail, construction, education and financial sectors, small to medium businesses and home based businesses. a. Implement initiatives in key economic sectors in response to the Economic Development Strategy.

20/21

The Kogarah Collaboration Area program has continued to progress with all key stakeholder meetings with State agencies now completed. The Kogarah Investment Attraction Strategy has been workshopped with Council and actions are currently being finalised. The Hurstville Place Strategy has also identified key projects that require priority resources. The sectors being targeted are health, education and finance in Kogarah and commercial, retail and education in Hurstville.Â To support the development of the strategies multiple meetings have been held with health and education executives to align with and support future projects.Â Whilst developing new strategies and partnerships Council has continued to provide expert advice to the local business community through key events such as the 'Business After 5' networking event.

18/19 b. Provide clearer, tailored information for small business on council approvals and regulatory requirements.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Place making Strategy - 4.1.3. Deliver responsive placed-based activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses. a. Deliver programs to improve cleanliness and attractiveness of public spaces and increase nighttime activation in Hurstville CBD.

20/21

The development of the Hurstville Place Strategy is continuing and will outline key programs and projects to activate Hurstville.The established cleaning program for the 24 central business districts, town centres and key shopping districts across the LGA, 365 days per year continued through January - June 2019.

b. Deliver programs in the Kogarah town centre to improve cleanliness, attractiveness and activation.

20/21

Council has completed designs and specifications for the installation of a 'Chill Out Hub' and upgrades to street furniture on Belgrave Street. The new hubs of street furniture will improve attractiveness and reduce the impacts of heat in the area so the community and workers have a place to sit and enjoy. Council continues to work to the budgeted cleansing schedule which involves delivering essential services to our centres. Council is in the process of delivering a Place and Investment Attraction Strategy for Kogarah which will also deliver programs to improve attractiveness, cleanliness and activation. In October 2018, 'Tunes at Noon' was held in Kogarah Town Square. The event included free live music every Friday between 12-3pm. The first two weeks were cancelled due to wet weather.

c. Implement medium and longterm placed-based initiatives across other centres in the LGA.

20/21

d. Measure the community's 20/21 satisfaction of the LGA's key town centres as places.

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The Georges River 2050 Strategy is being developed to provide a long-term aspirational vision for the future of the area. The Strategy outlines medium and long-term initiatives across all centres, and identifies early moves that Council has already begun to implement. A base survey of the community's satisfaction of the LGA's key town centres as places was conducted in 2017. As a result of the survey, place making events were held in Kogarah and Hurstville. A further satisfaction survey will be undertaken in 2020. Most community satisfaction monitoring was conducted as part of the extensive Local Strategic Planning Statement. Over 450 people attended community workshops to share their views for the future of the LGA.

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Program/Project

Year due

Comment

20/21

Council has finalised the Georges River Industrial Land Review. The next phase is the review of land zoned B1, B2, B3, B4 and B6 (ie the business zones). Council on 24 June 2019 endorsed Part 1 Centres Analysis which conducts a stocktake of all 48 commercial centres in the Georges River LGA. The primary purpose of Part 1 is to address immediate inconsistencies and deficiencies of the existing former Hurstville and Kogarah LEPs through a harmonised LEP 2020 and the accompanying DCP. Part 1 of the Strategy does not propose any zoning changes as part of the LEP 2020, but contains LEP recommendations relating to changes in land use permissibility and the minimum nonresidential floor space ratio. Part 2 is being prepared and will provide a comprehensive analysis of the 48 centres through a place-based planning approach. The outcome will include centre-specific objectives, development standards and built form controls/ guidelines, which will inform LEP 2022.

18/19 b. Establish guidelines for assessing rezoning proposals in industrial and urban services land. Goal 4.3 - The ambitions for Hurstville and Kogarah as strategic centres are realised.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Critical infrastructure Strategy - 4.3.1. Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth. a. Prepare a new Section 94 Contributions Plan for the Georges River LGA.

20/21

SGS Planning and Economics were engaged in January 2019 to review Council’s existing development contributions plans, prepare a report on the preferred contributions plans for the new Council and then prepare that plan for Council. Their work so far has involved gathering data and information from other councils. They have examined capital works programs, development and population data for Georges River Council and prepared models to test different contributions scenarios. SGS presented their work to date and options to a Councillor Briefing on 17 June 2019.

b. Lobby the Australian and NSW Governments to address infrastructure gaps.

20/21

Based on the findings of the LEP Health Check, LSPS and Collaboration Area (Kogarah Health and Education Precinct) and other key Council studies, Council has committed to key advocacy programs. These are: •

Increased provision of open space to address shortfalls identified in the Open Space and Recreation Strategy.

•

Mass transit train line between Kogarah and Parramatta to connect health precincts and job centres

•

University presence in the local area to provide skills and job opportunities and economic development opportunities

•

Local government long-term financial sustainability to continue to deliver essential infrastructure for the community.

Conversations have started with State agencies and impacted councils to address these issues. c. Work with the NSW Government and CanterburyBankstown Council on the orderly development of Riverwood as a Planning Precinct.

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On hold, as stated in half yearly report. On 7 June 2018 the Department of Planning and Environment advised that the Riverwood Planning Precinct has been placed on hold until after the State elections in 2019. The elections were held in March 2019. No further update has yet been provided from the Department.

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Program/Project

Year due

Comment

Kogarah health and education precinct Strategy - 4.3.2. Collaborate across all levels of government so that the Kogarah health and research hub can grow and attract allied services, increase employment, provide a range of housing types (including affordable housing) and provide excellent transport connections to and within the South and Eastern City districts. a. Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

20/21

Council continues to work with Bayside Council and State agencies on a Place Strategy for Kogarah to achieve ambitions of becoming a health, education and innovation precinct. All workshops have now been completed.Â The Place Strategy will be delivered in late 2019, providing Council and partners with actions to achieve the ambitions.

Investment opportunities Strategy - 4.3.3. Create an action plan with the business community that markets the LGA's investment opportunities. a. Prepare and implement an action plan to market the LGA's investment opportunities.

20/21

The City Strategy and Innovation Directorate has commenced discussions with universities, South Eastern Sydney Local Health District, local businesses, and anchor institutions such as Westfield and Westpac to market the city and look for investment opportunities.Â The Investment Attraction Strategy and the Place Strategy for Kogarah as well as the Place Strategy for Hurstville will provide a list of projects which will create multiple investment opportunities for the area.

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1 Year Operational Plan Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

CARRY OVER

ON HOLD

The table below highlights how each project in our Operational Plan 2018-2019 is progressing:

Program/Project

Comment

Goal 4.1 - Local businesses are supported to help protect jobs and create employment opportunities. Economic development Strategy - 4.1.1. Primarily target economic development initiatives in Kogarah, Hurstville, Kingsgrove, Peakhurst and Riverwood. Complete the Economic Development Strategy. Promote the benefits of economic development to the community.

Commence work with the NSW Government, adjoining councils, business and community groups to facilitate, coordinate and stimulate economic development opportunities. Economic sectors Strategy - 4.1.2 Develop economic programs that target the health, retail, construction, education and financial sectors, small to medium businesses and home based businesses. Partner with Realise Business to assist start-up and growing businesses in the LGA and promote and facilitate networking opportunities. Develop and present regular information sessions on council development assessment and regulatory requirements and processes for small business. Place making Strategy - 4.1.3. Deliver responsive placed-based activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses. Develop and implement a place-making works program. Prepare shopfront guidelines for Hurstville. Undertake the 'Big Wash' cleaning program in Hurstville CBD. Undertake 'Kogarah Clean' in Kogarah CBD. Undertake family-orientated and centre activation community events in Kogarah CBD. Undertake an annual community town centre satisfaction survey.

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Program/Project

Comment

Goal 4.2 - Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth. Employment lands Strategy - 4.2.1. Develop an Employment Lands Study to preserve employment lands and to protect employment growth and services during land rezoning processes. Complete the Employment Lands Study following a supply and demand assessment. Adopt guidelines for assessing rezoning proposals in industrial and urban services land. Goal 4.3 - The ambitions for Hurstville and Kogarah as strategic centres are realised. Critical infrastructure Strategy - 4.3.1. Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth. Identify critical infrastructure needs arising from the new car parking strategy.

The draft Georges River Council Car Parking Strategy, Councilâ&#x20AC;&#x2122;s position paper on the draft Strategy recommendations and relevant Council reports will be on public exhibition from 24 July 2019 until 25 September 2019. Following exhibition, the draft Strategy will be reported back to Council. Once adopted the critical infrastructure needs will be identified.

Kogarah health and education precinct Strategy - 4.3.2. Collaborate across all levels of government so that the Kogarah Health and Research Hub can grow and attract allied services, increase employment, provide a range of housing types (including affordable housing) and provide excellent transport connections to and within the South and Eastern City districts. Play an active role as processes are established for the Kogarah Health and Research Hub Collaboration Area. Investment opportunities Strategy - 4.3.3. Create an action plan with the business community that markets the LGA's investment opportunities. Begin developing an action plan to market the LGA's investment opportunities.

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STATUTORY INFORMATION

THE YEAR AHEAD

NIL

COMMERCIAL CENTRES STRATEGY We are preparing a Commercial Centres Strategy in two parts to support the staged approach to the new Georges River LEP. Part 1 Centres Analysis was endorsed by Council in June 2019 and was publicly exhibited with the draft Local Strategic Planning Statement. It informs LEP 2020 and its accompanying DCP and consists of a stocktake of all 48 commercial centres in the LGA. It aims to harmonise the planning frameworks that govern the development of these centres. An external consultant conducted a detailed economic analysis that projects the long-term employment floor space demand of all centres in the Commercial Centres Economic Study. This evidence informed the development of a centres hierarchy based on retail floor space in each centre. The hierarchy comprises six classifications as: - two strategic centres - seven local centres - five villages - 10 small villages - 24 neighbourhood centres - one B6 Enterprise Corridor. Part 1 also looked at inconsistencies and deficiencies of the planning framework, harmonised permissible land uses, introduced land uses that will promote employment in the context of emerging economic trends and drivers, and investigated the appropriate mix between employment and residential floor space in mixed use developments. Rezoning criteria guideline was develpped to manage proposals that seek to expand existing centres. Part 2 is being prepared to inform the LEP 2022 (jobs and activation) and the accompanying DCP. Through a place-based planning approach, Part 2 will consider the roles and functions of all 48 commercial centres and provide centre-specific objectives, built form controls and guidelines and the potential expansion of appropriate centres.

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PILLAR 5

A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE This pillar is about improving social cohesion through Council and community-run events that celebrate our history and identity, and infrastructure and services, which support the needs of a diverse community. This pillar includes work in: - event management - children’s services - youth services - aged services - disability services - cultural development - libraries - Museum and Gallery - community facilities and halls management - sports grounds and park bookings - community safety - strategic planning - regulation and compliance

GOAL 2

Affordable and quality housing options are available Strategies - Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes. - Advocate to the NSW Government to include key worker housing for moderate income earners to be included in affordable housing initiatives. - Advocate to the NSW Government to include mandatory affordable housing requirements in our LEPs. - Develop policies that encourage a greater supply of housing diversity and choice. - Council-led development proposals incorporate, where feasible, options that support affordable and diverse housing.

GOAL 3

The community is socially and culturally connected

GOAL 1

We create and support events that celebrate community and cultural identity and benefit the economy Strategies - Initiate, facilitate and support inclusive and accessible events that meet the community’s aspirations and actively connect Council to individuals, community groups and businesses.

Strategies - Develop and implement a Social Plan and a Cultural Strategy that celebrates diversity, promotes the multicultural community, supports innovation and creativity and contributes to the economic success of the area. - Develop, support and promote programs and activities that foster social participation and wellbeing on the diverse community, regardless of age, gender, sexual orientation, cultural or religious background. - Develop an integrated Community Safety Plan to identify the role Council and others can play in helping to make the LGA a safer place. - Provide high quality, affordable and economically viable education and care across our Children’s Services

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GOAL 4

Diverse, vibrant community facilities and spaces are connected, well maintained and accessible Strategies - Expand the role of libraries as welcoming and inclusive spaces with services, collections and programs that inspire and engage with the community. - Collaborate with State agencies, the education sector and neighbouring councils to provide regionallevel community facilities. - Provide a range of affordable and accessible facilities for community-based activities. - Encourage and promote the arts through Councilâ&#x20AC;&#x2122;s cultural facilities including Hurstville Museum and Gallery, Hurstville Entertainment Centre and Carss Park Artistâ&#x20AC;&#x2122;s Cottage.

GOAL 5

The community is safe and healthy Strategies - Conduct our regulatory functions in accordance with legislative requirements. - Manage public space to ensure legislative compliance and promote a safe and healthy environment for the community.

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ACHIEVEMENTS SMART SOCIAL SPACES PROGRAM This program integrates a variety of environmental Internet of Things (IoT) sensors in a wireless network to obtain live user data about public open space and how public furnishings are used. We are focused on street furniture such as those at ChillOUT hubs, IT-enabled spaces that feature solar-powered charging points and environmental sensors to capture urban heat data in three locations.

CULTURAL STRATEGY We exhibited our draft Create Georges River â&#x20AC;&#x201C; Cultural Strategy in June 2019. It sets a clear vision and actions for the next 10 years and suggests ways to strengthen and embed culture and creativity within the life and fabric of place. It recommends actions to improve cultural connectivity, creation, expression and sustainability in order to develop and enrich the promising cultural life of the area.

PINK UP YOUR TOWN We supported the McGrath Foundationâ&#x20AC;&#x2122;s Pink Up Your Town initiative in October 2018, to help raise $11,000 for specialist McGrath breast care nurses.

BAN ON SINGLE USE PLASTICS Following our plastic-free July initiative with Georges Riverkeeper team, we introduced a ban on single-use plastic carry bags and straws at Council-owned venues and facilities and Council-run functions and events. Our staff have researched and reviewed policies and strategies to create a Georges River Council Sustainable Events Management Guideline.

NEW CUSTOMER SERVICE CENTRES The refurbished Customer Service Centres were opened at the Georges River Civic Centre in November 2018 and at Kogarah Library and Service Centre in December 2018. These contemporary and welcoming centres give the community access to quality and responsive services.

Eat/Art Night Markets

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EAT ART NIGHT MARKETS The Eat Art Night Markets at Kogarah Town Square and Hurstville Plaza during autumn featured a range of stalls, including art and crafts, a variety of international cuisine and entertainment.

CELEBRATION OF DIVERSITY – EUROVISION SONG CONTEST LIVE BROADCAST Our inaugural live broadcast of the Eurovision Song Contest was a unique event that promoted inclusion and celebrated diversity in our community. It sold out a week before the event and was attended by 120 people, half of whom lived outside the LGA. We received positive feedback, with many praising the event organisation and the provision of a champagne breakfast and coffee to help with the early rise. SBS filmed the event and interviewed attendees, with a segment broadcast on SBS national news and the SBS website (https://www.sbs.com.au/guide/ video/1524502595854/Eurovision-party-in-Hurstville).

KOGARAH LIBRARY REFURBISHMENT We refreshed the layout and furniture at Kogarah Library to meet the community’s need for expanded collections, better self-service and technology, more collaborative spaces and comfortable social seating. We offset the cost of these changes through a State Library of NSW grant.

LIBRARIES OPENING ON PUBLIC HOLIDAYS Hurstville and Kogarah libraries expanded their hours of operation to remain open during the Australia Day, Easter, Queen’s Birthday and Labour Day public holidays.

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ACHIEVEMENTS CONTINUED

PENSHURST LONG DAY CARE ASSESSMENT AND RATING Penshurst Long Day Care received its first ‘Exceeding Industry Standards Assessment’ under the new quality rating system in 2019. This result was driven by links with the local community and the contribution to a curriculum that embeds sustainability.

PRIDE MONTH CELEBRATIONS We installed a Rainbow Crossing as part of Pride Month in June 2019 on Forest Road in Hurstville, outside the Hurstville Train Station interchange and installed rainbow lighting throughout Hurstville Plaza, Council’s Civic Centre, Hurstville Entertainment Centre and Hurstville Museum and Gallery. Pride Month programming included Living Library talks, Rainbow Storytime sessions in libraries and the launch of the Multicultural LGBTI+ Support Directory in collaboration with Advanced Diversity Services, Kogarah Community Services and St George Youth Services. Social media posts on Pride Month programs were overwhelmingly positive.

HURSTVILLE MUSEUM AND GALLERY EXHIBITION PROGRAM Hurstville Museum and Gallery showcased four major exhibitions in 2018/2019: two touring works from major cultural institutions (Australian Museum and Tasmanian Museum and Art Gallery) and two inhouse curated exhibitions. Transformations: Art of the Scott Sisters (August October 2018) brought to life the exquisite work of Harriet and Helena Scott, transforming nature into art. Keep in touch (October 2018 - January 2019) showcased the development of information and communication services in the St George region. Beyond the bowl (February - April 2019) was the Museum and Gallery’s first fully curated art exhibition, exploring the aesthetics of contemporary ceramics and glass works. Kanalaritja: an unbroken string (May - July 2019) highlighted the intricate art of shell-stringing, one of the Tasmanian community’s most culturally significant and closely guarded traditions.

Pride Month 2019

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ARTIST IN RESIDENCE Our Artist in Residence Program launched in August 2018 is open to local, regional and international artists across a range of art forms and is one of many initiatives to foster creativity. The 15 selected artists develop their artistic skills during their residency at Carss Park Artistâ&#x20AC;&#x2122;s Cottage for up to three months each.

SMOKE FREE AREA TRIAL Kogarah Town Square, Hurstville Memorial Square and Hurstville Central Plaza were part of a smoke free area trial.

INCLUSIVE HOUSING STRATEGY In December 2018 we prepared an Inclusive Housing Strategy and Delivery Program for the LGA. This work aims to: - promote diversity, equity, liveability and sustainability in Georges River LGA - help provide housing options and delivery mechanisms to meet the needs of the very low, low and moderate income households as well as other households in housing stress such as seniors, people with disabilities, students, key workers and the broader residential market. The Stage 1 Report was exhibited as a supporting document with the Local Strategic Planning Statement. The complete report on the Inclusive Housing Strategy will be exhibited along with the Georges River LEP.

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CHALLENGES LEGISLATIVE CHANGES New legislation required changes in processes, procedures, training and technology to deliver several Council services. For example, the definition of Private Swimming Pools was amended in the Public Health Act 2010 to include privately run swimming schools on private properties.

TRANSFER OF RESPONSIBILITY Responsibilities transferred from the NSW Government to councils in several areas, including the inspection of all home-base food business and responsibilities for cooling tower risk management planning.

COMMUNITY ENGAGEMENT We engaged with the community on the development of the Beverly Hills Masterplan.

GRANTS RECEIVED Funding received under the 5 Million Trees for Greater Sydney is detailed in the appendices. Table 26: Summary of performance against indicators

Measure

Baseline

2018/2019 Target

2016/2017 Actual

2017/2018 Actual

2018/2019 Actual

Utilisation of Councilâ&#x20AC;&#x2122;s Childcare Centres

>95%

83.6%

91.85%

82.31%

Number of annual visitors to Museum and Gallery

8,995

12,000

14,083

19,136

18,256

Number of annual visitors to Hurstville Entertainment Centre

107,326

100,000

156,016

169,773

164,687

Number of attendees at council major events

68,000

70,000

55,000

65,000

69,657

Number of library members

73,352

73,000

57,318

69,155

67,865

Percentage of food premises inspected annually

100%

Percentage of school safety zones patrolled annually

New measure

100%

Beyond The Bowl exhibition at the Museum & Gallery

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Progress against 1 Year Operational Plan items Complete 25%

Not started On track Behind schedule

2% 2% 2%

Cancelled Ongoing Carry over On hold

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69%

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3 Year Delivery Program Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

CARRY OVER

ON HOLD

The table below highlights how each project in our 3 year Delivery Program is progressing:

Program/Project

Year due

Comment

Goal 5.1 - We create and support events that celebrate community and cultural identity and benefit the economy. Events Strategy - 5.1.1. Initiate, facilitate and support inclusive and accessible events that meet the community's aspirations and actively connect Council to individuals, community groups and businesses. a. Assess event capacity and opportunities to make the LGA a preferred event destination.

19/20

Council supported and facilitated 386 community events during the year. Council events included the White Ribbon Walk, Magic of Christmas, Australia Day, Lunar New Year, Eurovision Song Contest Screening, Australian Citizenship Ceremonies, Twilight Cinemas, Eat/Art Night Markets, NAIDOC Week events, facility openings and Councillors' Charity Ball. Supported events included community markets, fetes and festivals and community celebrations. All events are assessed for their capacity to provide social, cultural, economic and environmental opportunities for the community. The events survey was conducted at many events and approximately 20 per cent of those surveyed were visitors. This highlights Georges River's capacity to be a preferred event destination. The working group will now be using the survey results to help shape a preferred destination event.

b. Implement an annual Ongoing program of Council-run and Council-supported events.

Council planned, facilitated and supported 386 events during the year. Events including White Ribbon Walk, NAIDOC Week, Citizenship Ceremonies and community festivals allowed Council to connect with community groups and businesses. This helped to foster interest in sponsorship opportunities and participation by having a stall at events.Â Evaluation and debrief sessions will assist in planning the annual program for 2019/20 with new initiatives for more inclusive and accessible events.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

c. Develop an Environmentally Sustainable Events Policy.

19/20

Council is currently researching and reviewing previous Sustainable Event Management policies and strategies of both former Kogarah City Council and former Hurstville City Council in order to create a Georges River Council Sustainable Event Management Guideline. The updated guideline is due for completion in August 2019.Â

d. Build stronger relationships Ongoing with local businesses, industries and State agencies to maximise sponsorship of local events. e. Develop an online event toolkit to help community and commercial groups deliver events. Build community capacity in event planning and delivery.

18/19

Improvements have been implemented from the Sponsorship review with refinements to continue. Options for a dedicated Sponsorship Officer to be considered.

All documentation for event organisers is now located on Council's website. The next step is to allow the event form to be filled out online and integrated for the approval process. This process is currently behind schedule as the project is waiting for the integration of the form to be finalised.

Goal 5.2 - Affordable and quality housing options are available. Affordable housing Strategy - 5.2.1 Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes. a. Develop, as part of a new Housing Strategy, an Affordable Housing Policy and affordable housing target for the LGA.

20/21

Council engaged Hill PDA in December 2018 to prepare the Inclusive Housing Strategy and Delivery Program for the LGA. Council on 24 June 2019 endorsed the findings of the Assessment of Housing Needs (StageÂ 1 Report) of the Inclusive Housing Strategy. The report was exhibited as a supporting document with the Local Strategic Planning Statement. It is anticipated that the complete report on the Inclusive Housing Strategy will be exhibited along with the Georges River LEP.

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Program/Project

Year due

Comment

Housing for key workers Strategy - 5.2.2. Advocate to the NSW Government to include 'key worker' housing for moderate income earners to be included in affordable housing initiatives. a. Work with the NSW Government to extend the application of affordable rental housing initiatives to key workers.

20/21

Council engaged Hill PDA in December 2018 to prepare the Inclusive Housing Strategy and Delivery Program for the Georges River LGA. Council on 24 June 2019 endorsed the findings of the Assessment of Housing Needs (Stage 1 Report) of the Inclusive Housing Strategy. The report was exhibited as a supporting document with the Local Strategic Planning Statement. It is anticipated that the complete report on the Inclusive Housing Strategy will be exhibited along with the Georges River LEP.

Mandatory requirements Strategy - 5.2.3. Advocate to the NSW Government to include mandatory affordable housing requirements in Council LEPs. a. Advocate to the NSW Government to include mandatory affordable housing requirements in the standard instrument LEP.

20/21

Council engaged Hill PDA in December 2018 to prepare the Inclusive Housing Strategy and Delivery Program for the Georges River LGA Council on 24 June 2019 endorsed the findings of the Assessment of Housing Needs (Stage 1 Report) of the Inclusive Housing Strategy. The report was exhibited as a supporting document with the Local Strategic Planning Statement. It is anticipated that the complete report on the Inclusive Housing Strategy will be exhibited along with the Georges River LEP.

Housing diversity and choice Strategy - 5.2.4. Develop policies that encourage a greater supply of housing diversity and choice. a. Incorporate the results of the Housing Strategy into the comprehensive LEP and DCP, and Council's planning guidelines.

20/21

The analysis indicated gaps in housing supply (housing choice and diversification), and gaps between forecast population growth and housing supply (mismatch between small households and small dwellings). It also identified dwelling capacity which will provide a net gain of 12,134 dwellings and dwelling forecast for projected 2036 population of more than 185,000, we need to plan for an additional 14,000 new dwellings.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Council-led development proposals Strategy - 5.2.5. Council-led development proposals incorporate, where feasible, options that support affordable and diverse housing. a. Complete the Planning Proposal for Oatley Aged Care Centre and, if approved, engage an aged care service provider to manage the facility. Investigate the potential to include affordable housing in Council-led developments.

18/19

Cancelled, as stated in half yearly report.

20/21

Existing consultation data has been reviewed as have draft action plans from individual programs within the Community Development Team. Additional feedback is required for the Youth Action Plan, which will be sought in late 2019. Community consultation on the development of a Child and Family Action Plan is currently in place.Â A draft structure has been developed for Council's Social Plan, which will incorporate the theme of 'Think Global, Act Local' and aim to ensure the actions identified for individual programs are aligned to complement one another.

b. Develop and implement a Cultural Strategy to build the LGA's cultural strengths.

20/21

c. Provide a broad and balanced range of cultural activities that are accessible to the local and wider metropolitan communities.

18/19

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The draft 'Create Georges River' Cultural Strategy was approved for public exhibition in June 2019. The Strategy will be on exhibition throughout July 2019.

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Program/Project

Year due

Comment

Ongoing

b. Collaborate across Council and with relevant partners to develop holistic programs for community benefit.

Ongoing

The Community Development Team has continued to work closely with Events and Communications; namely in the delivery of a successful White Ribbon Walk in Q2, but also with the Information Management Team with the implementation of accessibility upgrades to Council's website. Council is currently rated A for website accessibility and will soon be rated AA due to the upgrades.

c. Develop programs for the LGA's aged, youth, multicultural and Indigenous communities.

Ongoing

The GRC Youth Week program ran from 6 -18 April 2019, which included a range of programs including sports, performance, arts, cooking and community projects. The launch event was a competition for young people to develop a community initiative and then pitch this idea for funding to deliver it. The winners of the program included a blanket drive and an online youth magazine, Woke.Â

Council's Community Development Team continue to deliver a bi-annual program signifying special dates and occasions, including Youth Week and Reconciliation Week. Over the course of 2018/19 the team delivered a total of 65 programs for the community, creating many opportunities for connection and a sense of community cohesion.

The Community Development Team hosted a total of 65 events in 2018/19 and was able to attract over 6000 community members to these. Special events throughout the year including Seniors Week, International Day of People with Disability, Harmony Day, NAIDOC Week and Refugee Week. d. Implement Council's Equal Employment Opportunity Policy (EEO).

18/19

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3 Year Delivery Program Projects Program/Project

Year due

Comment

e. Implement the Georges River Council Disability Inclusion Action Plan (DIAP).

20/21

Year two of the implementation of Council's Disability Inclusion Action Plan (DIAP) saw the following programs delivered and upgrades achieved: • Small Business Expo • continued promotion of the Better Business Guide • opening of an adult change facility in Carss Bush Park • funding allocated for grab rails in Lugarno • access upgrades to all Council owned community venues within the LGA • development and delivery of Disability Awareness training to all senior management at Council • continued promotion of our keep footpaths clear campaign • the development of an access map of Hurstville CBD. Council's Access and Inclusion Group continue to meet and provide invaluable feedback and input to Council's plans and priorities in actioning the commitments of our DIAP.

Develop action plans that address the needs of the aged, youth, multicultural and Indigenous communities in the Georges River area.

19/20

Draft plans have been developed with Council reference groups for its Youth, Aged, Multicultural and Aboriginal communities. Additional feedback was sought in Q3 to ensure the actions were relevant. Council's Youth reference group identified missing actions and have requested additional surveying be completed. This will occur in Q1 2019/20. Once these plans are finalised, they will become the structure behind Council's Social Plan, which will feed into the broader Community Strategic Plan.

Community safety planning Strategy - 5.3.3. Develop an integrated Community Safety Plan to identify the role Council and others can play in helping to make the LGA a safer place. a. Develop and implement a Community Safety Plan.

20/21

A Draft Safety Plan has been developed in line with state, national and international standards. This draft plan will be reviewed and finalised in line with other action plans to form part of Council's Social Plan.

b. Increase community safety awareness with business and residents.

Ongoing

Community Development and security infrastructure representatives now meet quarterly with Westfield Security team with more regular meetings as necessary. Westfield Security, Police and Georges work closely to ensure a high level of safety and community engagement are adhered to responding to immediate changes in trends.

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Program/Project

Year due

Comment

c. Work with the Police Area Command to manage Alcohol Free Zones and Alcohol Prohibited Areas.

Ongoing

Council meets with Local Police when new Alcohol Free Zones (AFZ) and Alcohol Prohibited Areas (APA) are proposed or challenged. They are reviewed every four years with the last renewal of all AFZ occurring in Q3.Â The most recent addition to APA was Renown Reserve, which was approved through consultation with the Local Area Command and the community.

Children's services Strategy - 5.3.4. Provide high quality, affordable and economically viable education and care across Council's children's services. a. Implement the 201720 Children's Services Strategic Plan with an emphasis on best practice and family-friendly childcare services.

20/21

Staff working groups have been implemented allowing for consistent updates, reflection and progress on all objectives and provide a platform for collaboration and team cohesion across the centres.Â A central focus has been developing a Reconciliation Action Plan.

b. Investigate the feasibility of a 24-hour childcare centre in the Kogarah health and education precinct and implement if viable.

20/21

Council obtained information from our existing families in a survey to determine their need for 24/7 childcare. The survey was also on Your Say for members of the community to respond. The survey received coverage on ABC Radio and Studio 10. However there was not a large pool of responses and as a result the survey does not provide enough data to determine a need in the community. It does provide scope for further consultation as most respondents required extended hours care. The survey response feedback has been funneled into the Children's Services Model Review to be completed in the 2019/20 financial year.

c. Locate an appropriate site for an occassional childcare service within the Hurstville CBD.

20/21

d. Operate all childcare 20/21 services with contemporary technology.

Occasional Care is open to the community at Hurstville Early Learning. Flyers have been developed promoting the service both in English and Cantonese and it is also promoted on Council's website. Council has had three inquiries for Occasional Care however no one has yet utilised the service. A Technology Plan has been developed and will be rolled out over the next three years. Year 1 of the plan has commenced for this calendar year seeing five of six centres adopting time and attendance, WAN updates across two of six sites, electronic sign in for all centres, enhanced web presence, online newsletters and one centre trialling online programming.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Goal 5.4 - Diverse, vibrant community facilities and spaces are connected, well maintained and accessible. Library services Strategy - 5.4.1. Expand the role of libraries as welcoming and inclusive spaces with services, collections and programs that inspire and engage with the community. a. Implement the 20172020 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

20/21

The implementation of the Library Strategy 2017-2020 is on track and work has continued in improving service delivery across the service. The Library Strategy is in its second year of implementation with all actions for 2018/19 completed as planned.

Community facilities Strategy - 5.4.2. Collaborate with State agencies, the education sector and neighbouring councils to provide regionallevel community facilities. a. Identify regional-level community facilities as part of the development of the Open Space, Recreation and Community Facilities Strategy.

20/21

The Open Space, Recreation and Community Facilities Strategy was adopted by Council in August 2019.

b. Work with the NSW Government to encourage greater provision of adequate crisis accommodation in the LGA.

Ongoing

Following Council endorsement to provide a Council-owned property for use as crisis accommodation for women and children affected by domestic and family violence, a lessee has been selected through an open expression of interest. A transfer of funds has been completed for works to take place regarding building code compliance works.Â Council's Community Safety Officer continues to work closely with the lessee to ensure works are carried out in a timely and efficient manner, and to offer support as required.

Affordable facilities Strategy - 5.4.3. Provide a range of affordable and accessible facilities for community-based activities. a. Review and deliver Council's Venue Hire Grants Program in conjunction with the Grants, Donations and Sponsorship Policy.

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Program/Project

Year due

Comment

Promoting the Arts Strategy - 5.4.4. Encourage and promote the arts through Council's cultural facilities including Hurstville Museum & Gallery, Hurstville Entertainment Centre and Carss Park Artist's Cottage. a. Implement an annual program of community and cultural programs and events.

Ongoing

A Community and Culture directorate-wide calendar of events was produced for the July to December 2019 period, in order to increase community awareness of the events and programs run across the LGA.Â Hurstville Museum & Gallery continued to run a strong program of events and exhibitions, hosting the travelling exhibition, Kanalaritja: An Unbroken String, from the Tasmanian Museum and Art Gallery, and strengthening cultural partnerships with other institutions. The Artist in Residence program received overwhelming positive feedback from the participating artists of the program, with many appreciating the dedicated time for their art practice that the live-in residency provides.Â

Goal 5.5 - The community is safe and healthy. Regulatory functions Strategy - 5.5.1 Conduct Council's regulatory functions in accordance with legislative requirements. a. Ensure Council continues to liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes.

Ongoing

b. Continue to implement the food premises inspection program.

18/19

c. Continue to implement Council's public health programs.

Ongoing

d. Develop and implement boarding house, asbestos and development site compliance programs.

18/19

Staff within the Environment, Health and Regulatory Services section receive legislation updates from various sources including emails advising of changes to legislation from relevant State agencies, consultant solicitors and Council's inhouse legal team.

Regulated System Inspection Program - 39 per cent completed delays due to contractor delays, Skin Penetration Premises Inspection Program - 100 per cent completed, Public Swimming Pool and Spa Pool Inspection Program 100 per cent completed

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Compliance of public space Strategy - 5.5.2. Manage public spaces to ensure legislative compliance and promote a safe and healthy environment for the community. a. Develop and implement compliance management programs.

Ongoing

All programs scheduled for 2018/19 completed or on track.

b. Develop and implement a 20/21 parking education program.

Each of the 40 schools within the LGA are patrolled at least twice per quarter which has resulted in a total of 708 fines being issued to drives for parking related offences within school zones over the year.Â Community education continues via Councils website and the distribution of 'designed for purpose' flyers to improve the knowledge of specific parking rules such as school zones and clearway parking.

c. Develop and implement an animal management education program.

Council continues to engage with the community via face to face discussions regarding responsible pet ownership at high use 'off-leash' areas and via improvements to Council's website.

20/21

The commencement of the Companion Animal Administration Officer position will see an increase in the number of companion animals registered across the LGA and improvements in the accuracy of data contained within the Companion Animals Register which will assist with the rehoming of lost animals.

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1 Year Operational Plan Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

CARRY OVER

ON HOLD

The table below highlights how each project in our Operational Plan 2018-2019 is progressing:

Program/Project

Comment

Goal 5.1 - We create and support events that celebrate community and cultural identity and benefit the economy. Events Strategy - 5.1.1. Initiate, facilitate and support inclusive and accessible events that meet the community's aspirations and actively connect Council to individuals, community groups and businesses. Conduct a location/venue audit of the LGA and map existing event activity and infrastructure. Evaluate event value to the LGA, investigate a destination event for the LGA and review the events process.

Council collected event data and surveyed event participants of the LGA in 2018/19. The information attempted to capture all events run by Council, events supported by Council but run by the community and events run independently of Council. Event surveys were collected from all three event examples in order to inform Council of a destination event focus. The project team for the destination event re-convened in 2019 and continues to progress its event planning. Events processes were also independently reviewed within the period via an Event Service Delivery Review and a self assessment undertaken by staff.

Engage sponsorship expertise to review and revamp event sponsorship.

A business case for a Sponsorship Officer will be presented to Council's Executive in late 2019. The 2019/20 Sponsorship prospectus has been launched and recommendations from the review incorporated so that all sponsorship options are showcased in one publication.

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1 Year Operational Plan Projects Program/Project

Comment

Goal 5.2 - Affordable and quality housing options are available. Affordable housing Strategy - 5.2.1. Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes. Prepare an Affordable Rental Housing Policy.

Council engaged Hill PDA in December 2018 to prepare the Inclusive Housing Strategy and Delivery Program for the Georges River LGA. Council endorsed the findings of the Assessment of Housing Needs (Stage1 Report) of the Inclusive Housing Strategy on 24 June 2019. The report was exhibited as a supporting document with the Local Strategic Planning Statement. It is anticipated that the complete report on the Inclusive Housing Strategy will be exhibited along with the Georges River LEP.

Housing for key workers Strategy - 5.2.2. Advocate to the NSW Government to include 'key worker' housing for moderate income earners to be included in affordable housing initiatives. Use the new Housing Strategy to inform NSW Government advocacy that includes key worker housing in affordable housing initiatives.

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Program/Project

Comment

Mandatory requirements Strategy - 5.2.3. Advocate to the NSW Government to include mandatory affordable housing requirements in Council LEPs. Based on the findings of the Affordable Housing Strategy, approach the NSW Department of Planning and Environment to include mandatory affordable housing in State Environmental Planning Policy No.70 Affordable Housing (Revised Schemes).

The Inclusive Housing Strategy has not been finalised. Council endorsed the findings of the Assessment of Housing Needs (Stage 1 Report) of the Inclusive Housing Strategy on 24 June 2019.

Housing diversity and choice Strategy - 5.2.4. Develop policies that encourage a greater supply of housing diversity and choice. Include initiatives to encourage greater housing diversity and choice in the comprehensive LEP and DCP and planning guidelines.

Carried over, as stated in half yearly report.

Council-led development proposals Strategy - 5.2.5. Council-led development proposals incorporate, where feasible, options that support affordable and diverse housing. Complete the Planning Proposal for Oatley Aged Care Centre.

Cancelled, as stated in half yearly report.

Goal 5.3 - The community is socially and culturally connected. Social and cultural plans Strategy - 5.3.1. Develop and implement a Social Plan and a Cultural Strategy that celebrates diversity, promotes the multicultural community, supports innovation and creativity and contributes to the economic success of the area. Conduct community consultation to inform a draft Social Plan and draft Cultural Strategy. Demonstrate continuous improvement through a community engagement feedback process. Incorporate Social Plan and Cultural Strategy objectives in preparation for Council's events including Australia Day, Harmony Day, Chinese New Year, Pride Month and NAIDOC week celebrations.

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1 Year Operational Plan Projects Program/Project

Comment

Social participation and community wellbeing Strategy - 5.3.2. Develop, support and promote programs and activities that foster social participation and wellbeing of the diverse community, regardless of age, gender, sexual orientation, cultural or religious background. Develop and sustain community partnerships that result in improved social participation programs. Undertake community analysis and consultation to better understand the needs and aspirations of the community. Develop a calendar of cultural development programs and events that increase opportunities for social participation. Develop a directory of free and low-cost services for seniors.

An annual program of free and low cost seniors' activities is available on Council's website. A Seniors' Directory will be launched during Seniors' Week 2020.

Implement and support a minimum of ten programs and activities that contribute towards the wellbeing of Council residents. Develop accessibility maps for key town centres in the LGA. Community safety planning Strategy - 5.3.3. Develop an integrated Community Safety Plan to identify the role Council and others can play in helping to make the LGA a safer place. Review and assess the impact of CCTV cameras across the LGA. Facilitate meetings with the community and Local Area Command to address community safety issues. Re-establish Alcohol Free Zones and Alcohol Prohibited Areas in the LGA.

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Program/Project

Comment

Children's services Strategy - 5.3.4. Provide high quality, affordable and economically viable education and care across Council's children's services. Relocate the Hurstville Early Learning Centre to new premises.

Carried over, as stated in half yearly report.

Establish a 40-place long day-care centre within the LGA close to transport and business within the LGA.

Carried over, as stated in half yearly report.

Establish a 23-place occassional care service within the LGA.

Carried over, as stated in half yearly report.

Improve the quality of childcare digital services. Integrate Council's Children's Services Strategy into each service's Quality Improvement Plan. Conduct community and customer consultation to establish the need for, and interest in, establishing a 24/7 childcare service. Goal 5.4 - Diverse, vibrant community facilities and spaces are connected, well maintained and accessible. Library services Strategy - 5.4.1. Expand the role of libraries as welcoming and inclusive spaces with services, collections and programs that inspire and engage with the community. Research and evaluate contemporary library service delivery models. Consult with the community and library staff and consider the findings of the Open Space and Recreation Strategy, to address issues within the library service delivery model. Develop a Technology and Digital Access Plan.

Develop a responsive collection development practice that encourages strong community participation. Develop and implement an Information Services Plan.

Engage with the community to promote, inform, showcase and receive feedback on library services.

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1 Year Operational Plan Projects Program/Project

Comment

Community facilities Strategy - 5.4.2. Collaborate with State agencies, the education sector and neighbouring councils to provide regional-level community facilities. Work with SSROC to advocate for regional-level community facilities.

Quarterly meetings held with the SSROC Community, Culture and Recreation Network. The Open Space, Recreation and Community Facilities Strategy was adopted by Council in August 2019. Implementation of further projects involving SSROC will commence in 2019/20.

Liaise with the Office of Sport and NSW Department of Education to investigate regional-level community facilities. Work with the NSW Government to facilitate an increase in crisis accommodation in the LGA for women and children who are at risk of, or experiencing, homelessness as a result of domestic violence.

Lessee has been identified, works are underway at identified property. Lease and MOU have been drafted and will be finalised by September 2019.

Affordable facilities Strategy - 5.4.3. Provide a range of affordable and accessible facilities for community-based activities. Deliver and promote the annual Venue Hire Grants Program for subsidised usage of Council facilities for programs and activities that benefit the community. Promoting the Arts Strategy - 5.4.4. Encourage and promote the arts through Council's cultural facilities including Hurstville Museum & Gallery, Hurstville Entertainment Centre and Carss Park Artist's Cottage. Develop and deliver the Georges River Area Prize, Artist in Residence Program and Discovery Festival.

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Program/Project

Comment

Goal 5.5 - The community is safe and healthy. Regulatory functions Strategy - 5.5.1. Conduct Council's regulatory functions in accordance with legislative requirements. Implement the Food Premises Inspection Program.

Develop and implement a Regulated Systems Program. Implement the Public Pool and Spa Inspection Program.

Regulated System Inspection Program - no inspections were conducted during the quarter due to contactor being unable to complete inspections for medical reasons resulting in 39 per cent of inspections being conducted over the financial year. Public Swimming Pool and Spa Pool Inspection Program - 100 per cent of the total number of public swimming pools and spa pools were inspected for the financial year.

Implement the Mortuaries' Inspection Program.

Develop and implement a Boarding House Compliance Program. Develop and implement an Asbestos Education Program. Develop a program to manage development site condition compliance. Compliance of public space Strategy - 5.5.2. Manage public spaces to ensure legislative compliance and promote a safe and healthy environment for the community. Develop and implement a School Safety and Education Program. Implement the footways' use approvals system. Ensure compliance with removal of illegal rubbish by the dumper.

When dumped rubbish is reported, Council's Waste Field Officers commence investigating the incident within one working day. In 2018/19 there were 1,329 cases of illegal dumping reported. Following investigations by Council, only 22 per cent of material was removed by the dumper. This resulted in issuance of 165 penalty notices, 15 clean up notices and five warnings. Following this action 100 per cent of rubbish was removed by the dumper.

Develop and implement an animal management education program that includes promotion of increased registrations.

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STATUTORY INFORMATION COMPLIANCE WITH COMPANION ANIMALS ACT AND REGULATION The following section details our statement on activities relating to enforcing and ensuring compliance with the Companion Animals Act and Regulation (C 217(1) (f)). Table 27: Lodgement of pound data returns with the Department of Local Government

COUNCIL SEIZURE ACTIVITY

Cats

Dogs

Total

Seized

497

290

787

Returned to owner

Transferred to Council’s Facility

497

290

787

ANIMALS IN AND ARRIVING AT COUNCIL’S FACILITY

Cats

Dogs

Total

Animals in Council’s facility

From seizures

497

290

787

Dumped

ANIMAL LEAVING COUNCIL’S FACILITY

Cats

Dogs

Total

Released to owners

275

297

Euthanised

198

211

Sold

268

305

Released to organisation to re-home

Died at Council facility

Stolen from Council facility

Escaped from Council facility

COUNCIL ANIMAL CARE FACILITY ACTIVITY

Table 28: Lodgement of data relating to dog attacks with the Department of Local Government

Status

Incidents entered

Attacking dogs

Victims (human and animal)

Commenced

Finalised

Under investigation

Total

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FUNDING OF COMPANION ANIMAL MANAGEMENT ACTIVITIES

COMPLIANCE WITH NSW CARERS (RECOGNITION) ACT 2010

We invested $257,515 on two companion animal management contracts with St George Animal Rescue, which impounds companion animals on behalf of Council and the impounding facility, Sydney Dogs and Cats Home. Our regulatory functions are conducted by our rangers who also perform a range of other public safety functions. Consequently, direct costs attributable to companion animal management regulatory functions cannot be provided, although are estimated at approximately $219,000.

Our Community Development team facilitates and supports programs for seniors, people with disability, people with mental illness and other members of the community who may be cared for by carers. The team complies with the Carers (Recognition) Act 2010 and associated Guidelines and adhere to the principles contained therein.

COMPANION ANIMAL COMMUNITY EDUCATION PROGRAMS

Details of inspections are recorded below.

We provides general information relating to legislative requirements and responsible pet ownership through community newsletters, our website and social media. We also provide a free microchipping service to low income and disadvantaged members of the community to assist with animal identification. Our rangers also educate the community at various leash-free areas as part of their regular patrols.

INSPECTION OF PRIVATE SWIMMING POOLS Table 29: Inspection of private swimming pools

Requirement

Inspections

Notes

Number of inspections of tourist and visitor accommodation.

N/A

There are no swimming pools located within tourist and visitor accommodation within the Georges River Local Government Area.

Number of inspections of premises with more than two dwellings.

There were 4 applications received within 2018/2019.

SEEKING ALTERNATIVES TO EUTHANASIA Our contracted animal shelter operated by Sydney Dogs and Cats Home works with approved rescue organisations to expand options available to rehome unclaimed animals. Sydney Dogs and Cats Home maintains a website with details of all impounded animals to assist in returning or re-homing impounded animals.

OFF-LEASH AREAS Dog owners have access to nine off-leash dog parks in the LGA, where dogs can run, exercise and socialise leash-free with other dogs and visitors. All include fenced and unfenced areas and are open all year round. They are located in: - Arrowsmith Park, Hurstville - Carss Bush Park, Carss Park - Gannons Park, Peakhurst

34 Number of inspections resulting in issuance of a certificate of compliance under S22D of the Swimming Pools Act 1992. Number of inspections resulting in issuance of a certificate of noncompliance under cl21 of the Swimming Pools Regulation 2008.

34 inspections undertaken by Council resulted in issuance of a certificate of compliance. 18 inspections undertaken by Council resulted in issuance of a certificate of noncompliance.

- H.V. Evatt Park, Lugarno - Hogben Park, Kogarah - Kogarah Park, Carlton - Moore Park, Hurstville Grove - Moore Reserve, Hurstville Grove - Riverwood Park, Riverwood.

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THE YEAR AHEAD OATLEY WEST CHILDCARE CENTRE In early 2020, the Childrenâ&#x20AC;&#x2122;s Services team will open the new, purpose-built long day care centre in Oatley West. It will cater for 49 children between six weeks until school age and focus on high quality care, sustainable practices, community links and technology.

DESTINATION EVENT In accordance with Georges River Councilâ&#x20AC;&#x2122;s Events Strategy 2018-2020, we are consulting with the community to determine a destination event to complement the suite of major events and focus on the aspirations and interests of the Georges River community.

MEDIA LAB AT HURSTVILLE LIBRARY We will enhance Hurstville Library and Service Centre with three new multipurpose spaces for programming and a range of new and creative technologies.

LIBRARY OF THINGS The Library of Things at Hurstville and Kogarah Libraries will continue to expand its popular collection of unorthodox items to support self-paced learning and meet community demand. It encourages immersive learning experiences for all ages and includes telescopes, microscopes, robotics and virtual reality equipment.

LIBRARY MODEL REVIEW Following independent review and consultation with the community, we will publish a Library Strategy 2021-2025, which will aim for an agile, sustainable and customercentric service.

OPEN SPACE, RECREATION AND COMMUNITY FACILITIES STRATEGY The Open Space, Recreation and Community Facilities Strategy 2019-2036 provides high-level direction for community centres, libraries, open space, sport and recreation facilities as well as athletics and aquatic facilities. Following the public exhibition of the document, the strategy was presented to Council for adoption in August 2019.

CULTURAL STRATEGY The Create Georges River Cultural Strategy 2019-2029 will be finalised in late 2019. It will guide the development of a culturally rich community and present a framework Lunar New Year 2019

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to harness the cultural richness of the LGA over the next 10 years. Communication, sustainability and access will be key areas of focus to better connect people with each other, plan for green spaces and the public domain, and give more people access to sites of cultural production.

SOCIAL PLAN In conjunction with the Create Georges River Cultural Strategy, we will develop a Social Plan that celebrates diversity, promotes the multicultural community, supports innovation and creativity and contributes to the local economy. The Plan will use asset-based community development principles to identify, support and build the community’s social strengths.

SAFETY AUDIT OF PUBLIC SPACES To improve public safety and contribute to a Community Safety Plan, we will undertake a Safety Audit of public spaces in collaboration with the St George Police Area Command and local service providers.

PUBLIC ART POLICY The Create Georges River Cultural Strategy recommends a Public Art Policy to plan for the acquisition, assessment, development and management of public art in the LGA. Community consultation for will commence in early 2020.

COMMUNITY PROPERTY STRATEGY We are reviewing our portfolio of community properties, including community centres, Girl Guides and Scout halls, baby health centres and sporting buildings to optimise service delivery and best meet community expectations. We will review and update our Community Lease Policy and develop a Community Property Strategy for the ongoing management of Council’s community properties. The Strategy will investigate opportunities through shared space, partnerships and other service delivery models.

AFTER-HOURS SERVICE REVIEW We are reviewing our after-hours phone service to make the customer experience consistent across all channels. The review will focus on the information supplied by the after-hours provider to optimise quality and responsiveness to customer enquiries.

CHILDREN’S SERVICES MODEL REVIEW A review of our Children’s Services business unit will identify and assess the operational strengths and weaknesses of the unit’s seven services to optimise the economic use of our resources and inform future 185 provision of quality children’s services.

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PILLAR 6

LEADERSHIP AND TRANSPARENCY This pillar is about fostering a culture of professionalism, transparency, accountability and financial responsibility where the community is actively listened to and a part of the decision making process. This pillar includes work in: - financial management - integrated planning and reporting - property and asset management - governance - procurement - risk management - internal audit - customer service - communications - community engagement - human resources - information management - administration and records - executive services

GOAL 1

The community is involved and listened to Strategies - Actively implement the Community Engagement Policy and Strategy, providing a consistent and bestpractice approach to engagement across all Council functions. - Use online, social media and other communication channels, including Your Say. - Publicly and regularly report on our performance against strategic, financial and operational plans.

GOAL 2

Open, informed and transparent decision-making supports the interests of the community Strategies - Make all reports to Council meetings public wherever possible under the Local Government Act 1993 or provide open and closed reports where necessary. - Undertake effective risk management to provide greater certainty and security over the management of Council resources and services. - Ensure procurement policies and practice demonstrate best-practice in probity assurance and legislative compliance. - Provide timely access to Council information, in accordance with legislation, policy, public interest considerations, proactive disclosure and the respect for individual privacy. - Use the Audit, Risk and Improvement Committee to independently advise Council on good governance, audit matters, business improvement and risk management controls. - Ensure compliance with Section 232(1) of the Local Government Act 1993 and processes adopted in Council policies.

GOAL 3

Leadership focuses on innovation and improving the customer experience Strategies - Meet customer service commitments that aim to make it easy to do business with Council and create systems and a culture that support positive customer experiences. - Demonstrate a culture of continuous improvement and effective governance throughout Council services. - Increase the status, influence, reputation and brand of Council and the LGA through a greater focus on innovation and advocacy.

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GOAL 4

Councilâ&#x20AC;&#x2122;s assets and resources are managed responsibly and with accountability Strategies - Implement asset management plans to maintain infrastructure assets in a safe and functional standard, meeting current and future community needs. - Maintain a sustainably strong financial position, balanced with demand for essential services and new projects, and having regard for Section 8B(d) (ii) of the Local Government Act 1993 (the current generation funds the cost of its services). - Actively manage our property portfolio to maximise returns on investment in community assets and programs.

GOAL 5

The workforce is capable, resilient and diverse Strategies - Implement leading people practices to create a high performing, capable and resilient workforce.

GOAL 6

Council has a regional approach to service delivery and facilities Strategies - Plan for regional-level services and facilities and share information across State agencies and neighbouring councils.

Netstrata Jubilee Stadium

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ACHIEVEMENTS COUNCILLOR WARD OPEN DAYS The 2018/2019 Councillor Ward Open Days attracted 42 people over five events to meet with Councillors and senior staff on any topic in each of the Cityâ&#x20AC;&#x2122;s five Wards.

COMMUNITY ENGAGEMENT STRATEGY Our Community Engagement Strategy commits us to strong and positive relationships with the local community. In early 2019 we extended our online engagement capability to include geolocation mapping interaction and commenced customer service pop-ups to allow the community to transact, notify and engage with Council in the places where people spend time.

INTERNAL INNOVATION AND DIGITAL CAPABILITY Our internal innovation and digital capability improvements will culminate in the release of our Innovation Strategy. Our Digital Resource Strategy was adopted to inspire and support process improvement and digital transformation. Digital projects include the DA pre-lodgement booking service, Omni-channel contact centre technology with web-chat capability, and roll out of the new online Customer Request Management System.

INTERNAL AUDIT Our new Internal Audit role supports our Audit, Risk and Improvement Committee to oversee audits of development assessment, procurement, section 7.11 and 7.12 income and other areas. Our investment in Internal Audit increased from $40,000 in 2015/2016 to $280,000 in 2018/2019. Internal improvement taskforces include cash handling and bonds management.

WORK HEALTH AND SAFETY PROGRAMS We increased resourcing for work health and safety programs with targeted education and interventions resulting in a reduction in lost time injuries claims of almost 40 per cent, at the lowest rate of all 157 councils that participate in the Local Government Performance Excellence Program (5.6 days/100 employees compared to the average 26.5 days). We realigned our Work Health and Safe Operating Model to enhance a safety culture and position for future self-insurance compliance. We extended employee involvement through projects such as our Work Health and Safety Innovation Grants that invite employees to propose projects to improve safety at work. Initiatives in 2018/2019 include lone worker devices, LED headlamps for night work, mapped roof anchor points, telescopic sampling rods and hydraulic change tables.

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WORKFORCE INNOVATIONS We implement leading people practices to create a high performing, capable and resilient workforce. Our innovations in 2018/2019 include: - Shine Bright Recognition and Rewards Program that rewards volunteering opportunities, charity donations and environmental support - a Wellbeing and Belonging Policy that includes domestic violence support - learning and development programs including the River Run conference - five distinct leadership courses attended by 210 staff - employee-driven Design Thinking co-creation opportunities â&#x20AC;&#x201C; theory to create innovation. - a new internal Diversity and Inclusion Committee - a new onboarding program including welcome champions, which has resulted in a low staff turnover rate of 8.1 per cent in 2018/2019 (NSW average is 21.2 per cent).

FINANCIAL SUSTAINABILITY WORKING GROUP

Our Financial Sustainability Working Group enables Council staff and Councillors to work on matters that may include entrepreneurial activities, enhancement and expansion of Councilâ&#x20AC;&#x2122;s commercial property portfolio, refining service delivery models and the rating structure. This approach is facilitated by better knowledge of staff to more effectively manage Council funds and plan for long-term resource management and sustainability through in-house staff training.

IMPROVEMENT PROGRAMS Improvement programs for active grant acquisition and developer contributions have reviewed calculations and strategy to generate income for community facilities that align to existing strategies. As a result, our grants income increased by 35 per cent on the previous year and Section 7.11 and Section 7/12 contributions are more effectively allocated to priorities.

SYDNEY FC Sydney Football Club (FC) played eight A League games and three Asian Champions League Games in the 2018/2019 season at our Netstrata Jubilee Stadium. In addition, the team played a home semifinal at the stadium. In the 2019/2020 season Sydney FC will play 10 A League games and three Asian Champions League games at the venue.

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CHALLENGES KOGARAH WAR MEMORIAL POOL Following the closure of Kogarah War Memorial Pool, we held a community information session to explain the next steps for the pool and the site, attended by approximately 170 people. Community members found the session useful and better understood our decision to close the pool. As yet, no decision has been made regarding the future of the facility and the site. We are finalising strategic studies and reports to make an informed decision. This work will continue into 2020. This includes a geotechnical and contamination study to determine the levels of subsidence and contamination at the site. We will continue to keep the community informed in relation to the Kogarah War Memorial Pool site and the provision of aquatic facilities in the local area.

MAJOR EVENTS ADVISORY COMMITTEE Following media coverage of the role of the Major Events Advisory Committee in the cancellation of a media sponsor during the 2018 Lunar New Year event, Council resolved to dissolve this Committee in April 2019 after deeming the Committee had not complied with its Terms of Reference. Strategic matters related to Council-run events are reported to the Community and Culture Committee.

AUSGRID LIVE WORK BAN In April 2019, following the death of a line worker, Ausgrid issued a ‘live work ban’ notice to all Ausgrid Accredited Services Providers (ASPs) for works associated with the Ausgrid network. As at 30 June 2019, this ban is still in place causing major delays on progress of key infrastructure projects including Hurstville Plaza, streetscape upgrade works along Forest Road, Hurstville and construction of the Oatley West Childcare Centre.

FORMER OATLEY BOWLING CLUB SITE Many in the community are opposed to the sale of the former Oatley Bowling Club site for seniors’ housing. There are also concerns in relation to threatened species adjacent to the site. After investigation by external consultants and subsequent reports, Council resolved in December 2018 not to proceed with a Planning Proposal to rezone the site for seniors’ housing, and instead resolved that the site be retained as open space, with

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the possibility of developing the site into a community garden. In March 2019, Member for Oatley Mark Coure MP pledged $900,000 to transform the site into an intergenerational community hub, with both active and passive recreation activities. The site may include a skate zone, BMX bike track and adventure play areas.

PECUNIARY INTERESTS An Information Privacy Commission’s guideline has come into effect requiring Councillor and Designated Person Returns to be made publicly available and free of charge on a council’s website, consistent with the mandatory proactive release provisions of the Government Information (Public Access) Act 2009 and Regulations. Previously, returns of all Councillors and Designated Persons could only be viewed at Council offices or Councillors could voluntarily request for their Returns to be published on Council’s website. For staff and Councillors who submitted a privacy request under Section 739 of the Local Government Act 1993, and the request approved, place of living address will be redacted from both the online version and any other version accessible to the public, prior to the Return being published. We also actively participate in the Resilience Ambassadors Program where we engage in Resilient Sydney initiatives and advocate for key actions at local government level.

COMMUNITY ENGAGEMENT We engaged with the community through the development of the Beverly Hills Masterplan.

GRANTS RECEIVED Funding received under 5 Million Trees for Greater Sydney is detailed in the appendices

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Table 30: Summary of performance against indicators

Measure

Baseline

2018/2019 Target

2016/2017 Actual

2017/2018 Actual

2018/2019 Actual

Annual net litigation costs managed to $1.5m budget

$843,000

<$1,500,000

$534,577

$1,175,078

$983,113

Percentage of legal cases determined in accordance with councilâ&#x20AC;&#x2122;s corporate and strategic objectives including successful prosecutions (convictions) and/or fines for major environmental offences, including tree breaches

100%

>75%

100%

Attempted resolution of Class 1 merit appeals by way of alternative dispute resolution such as s34 conciliation and wherever possible and appropriate

100%

Percentage of satisfied Your Say Georges River Panel members with engagement on Council projects

New measure

>75%

N/A

62%

Council decisions made at meetings closed to the public

<25%

10.9%

2.52%

Increased interaction with council meetings including average number of speakers, public attendees and uptake of live streaming of Council Meetings and Committees of Council

7 speakers, 42 attendees, 15 live streams

>2 speakers >10 attendees 50 live streams

4 speakers 15 attendees

Percentage of customer requests completed within agreed times

64%

80%

44%

61%

71%

Percentage of correspondence responded to within 14 days

82%

>80%

67%

85%

87%

Percentage of complaints completed within agreed times

67%

90%

13%

86%

91%

Percentage compliance with statutory and legislative reporting requirements (OLG Compliance Calendar)

100%

Percentage of customers satisfied with the overall experience with their customer requests to Council

78.7%

80%

66%

76%

81%

Customer satisfaction with face to face interaction at the Customer Service Centre

New measure

80%

N/A

80%

7 speakers 42 attendees 15 live streams

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Measure

Baseline

2018/2019 Target

2016/2017 Actual

2017/2018 Actual

2018/2019 Actual

Actual year-to-date income is no more than 5% under the year-to-date approved budget

8% under budget

<5% under budget

26.6% above budget

1.8% above budget

5% above budget

Actual year-to-date expenditure is no more than 5% over the year-to-date approved budget

12% under budget

<5% over budget

7.7% above budget

4.5% below budget

2.76%

Investment portfolio returns for the past 12 months exceeding industry benchmark as disclosed by CPG

3.39% - 1.64% above benchmark

Benchmark exceeded

3.41%1.59% above performance index

2.91%1.13% above performance index

2.76%

Percentage outstanding rates, annual charges, interest and extra charges

2.7%

<5%

3.1%

3.2%

King Georges Road, Hurstville

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Progress against 1 Year Operational Plan items

Complete Not started

16%

On track Behind schedule Cancelled Ongoing Carry over On hold

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3 Year Delivery Program Projects COMPLETE NOT STARTED ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

The table below highlights how each project in our 3 year Delivery Program is progressing:

Program/Project

Year due

Comment

Goal 6.1 - The community is involved and listened to. Community consultation Strategy - 6.1.1. Actively implement the GRC Community Engagement Policy and Strategy, providing a consistent and best-practice approach to engagement across all Council functions.

a. Review performance indicators and data

Ongoing

b. Embed Council's Engagement Strategy

19/20

Council's Engagement Strategy has been drafted and is going to the July 2019 Council meeting for endorsement to go on public exhibition. Following adoption, training will be provided to all relevant Council staff.

c. Develop and build a brand and identity

19/20

Council has commenced advocacy and partnerships to draw attention to key issues impacting city working, and to create a brand and identity across greater Sydney. This advocacy program has already gained the support of other Councils and key lobby groups.Â A Reputation Strategy will be delivered late 2019 which will further develop our brand and identity as a LGA and an influential organisation.Â

with internal and external stakeholders to ensure data contributes to continuous improvement.

as an overarching process for all Council engagement activity.

for the LGA.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Engagement mechanisms Strategy - 6.1.2. Use of online, social media and other communication channels, including Your Say Georges River.

a. Increase the range of community

Ongoing

Community engagement activities are hosted on Councilâ&#x20AC;&#x2122;s Your Say website which is directly linked to the Council website. A wide range of activities covering a broad spectrum of Council business were offered during the year including but not limited to, focus groups, online surveys, idea sharing and polls.

b. Broaden the range of Council and

Ongoing

A wide range of projects were available for feedback on the Your Say site in 2018/19, including projects on planning and development, park and playground upgrades, childcare provisions, community events, and development of key Council policies and strategies.

engagement activities on Council's website.

community issues referred for feedback to Council's Your Say Georges River Panel.

Some of the most popular projects for the year included the Local Strategic Planning Statement, 24/7 childcare provisions, Beverly Hills Town Centre Masterplan and the Open Space, Recreation and Community Facilities Strategy. The Your Say site had a total of 12,800 visits in 2018/19.

c. Develop a comprehensive

communication plan for Council's projects, programs and initiatives.

Ongoing

The Communications Team develops comprehensive communication plans as required. In 2018/19, 49 communication plans were developed and implemented and 252 media releases issued.Â

Performance reporting Strategy - 6.1.3. Publicly and regularly report on performance against strategic, financial and operational plans.

a. Comply with all requirements of

Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

198

Ongoing

A leading, people-focused organisation delivering outstanding results for our community and city.

All Integrated Planning and Reporting requirements for the 2018/2019 year have been met including publishing an End Of Year Report, Half Yearly Report, Annual Report and producing the Delivery Program, Resourcing Strategy and Operational Plan.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Program/Project

Year due

Comment

b. Develop an Annual Community

18/19

The first Annual Community Consultation report will be developed in 2019/20. A Your Say satisfaction survey was run in January 2019 and closed in March 2019 with 89 responses received. The satisfaction survey is a key element of the Annual Community Consultation Progress Report. The Community Engagement Completion forms will also be utilised to provide information for the Consultation Progress Report.

c. Advocate to the Office of Local

20/21

Council has commenced its advocacy program which has involved gaining support from key state government agencies, other Councils and lobby groups.

Consultation Progress report.

Government for timely benchmarking across councils.

More advocacy work needs to be done directly with the Office of Local Government based on the 2018 Performance Excellence Program results.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

a. Investigate the feasibility of 'Meet Your Ward Councillors' sessions

18/19

The Community Open Day Program - Meet Your Ward Councillor was established to provide the opportunity for the community to engage with their Councillors. Five open days were held during 2018/19, one in each Council ward. Open days provided members of the community with an opportunity to either make an appointment to talk to their ward councillor on a specific issue or simply drop in to catch up on projects that were occurring within the ward.

Risk management Strategy - 6.2.2. Undertake effective risk management to provide greater certainty and security over the management of Council resources and services.

a. Annually review Council's enterprise and Ongoing operational risks.

b. Continue Fraud and Corruption

18/19

c. Comply with laws, codes, policies and

18/19

Prevention Programs.

procedures.

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A report on strategic risks was tabled at the 20 May 2019 Audit Risk and Improvement Committee meeting. Enterprise and operational risks have been finalised and embedded into Council's reporting system. Enterprise and operational risk training and reporting training completed. A Councillor workshop on risk and insurance was held on 20 May 2019. An independent risk and audit maturity assessment benchmarking report was completed in June 2019.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Program/Project

Year due

Comment

Procurement Strategy - 6.2.3. Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance.

a. Continuously improve procurement

Ongoing

b. Register all contracts as per Council's

18/19

policy and practice through the Local Government Procurement Program.

Procurement Policy.

Finalised an independent procurement audit report and recommendations approved by Council's Executive on 7 May 2019 and referred to Audit Risk and Improvement Committee on 20 May 2019. An external Project Manager was appointed to facilitate the implementation of the procurement audit recommendations. Finalised legal review of Council's procurement and contracts suite of documents.Â

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Timely provision of information Strategy - 6.2.4. Provide timely access to Council information, in accordance with legislation, policy, public interest considerations, proactive disclosure and the respect for individual privacy.

a. Maintain online public registers as

Ongoing

Disclosure log of access applicatons, register of government contracts and register of gifts and benefits updated regularly and published on Council's website. Disclosure of interest return template forms have been updated in line with the new Model Code of Conduct (adopted by Council in May 2019) and the annual return process commenced in August 2019.Â

b. Maintain online records of Council

Ongoing

All reports that are considered by Council are available on Council's website, including minutes to ensure that decisions made by Council are open and transparent and accessible to the community. Additionally, registers are available on Council's website which contain details of expenses which are reimbursed to Councillors in accordance with the Mayor and Councillors Expenses and Facilities Policy and funds that have been voted by Council in accordance with the Councillor Ward Discretionary Fund Policy.

c. Report annually to the Office of Local

Ongoing

All reports that are considered by Council are available on Council's website, including minutes to ensure that decisions made by Council are open and transparent and accessible to the community.

required under the Government Information (Public Access) Act 2009 (GIPA) including contracts, gifts and benefits and Councillor disclosures of interest returns (Section 449 of the LG Act).

and Committee papers and minutes, donations and sponsorships, and Councillor expenses.

Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters.

Additionally, registers are available on Council's website which contain details of expenses which are reimbursed to Councillors in accordance with the Mayor and Councillors Expenses and Facilities Policy and funds that have been voted by Council in accordance with the Councillor Ward Discretionary Fund Policy. A revised Public Interest Disclosure Policy has been drafted and referred to the NSW Ombudsman's Office and Office of Local Government for feedback. PID training for disclosure officers has been scheduled for August 2019.

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Program/Project

Year due

Comment

Audit responsibilities Strategy - 6.2.5. Use the Audit, Risk and Improvement Committee to independently advice Council on good governance, audit matters, business improvement and risk management controls.

a. Support the Audit, Risk and

Ongoing

The Audit, Risk and Improvement Committee has had its five scheduled meetings throughout the year as follows: 6 August, 24 October (special financial statements) and 29 October 2018, 18 February and 20 May 2019.

b. Prepare and implement a three-year

20/21

The three year Audit Plan has been divided into annual Audit Programs. The 2018/19 Audit Program met scheduled target as follows:

Improvement Committee to fulfil its responsibilities under the LG Act.

risk-based Audit Plan.

• completion of footpaths and asphalt audit and development assessments using the ICAC DA Internal Audit Control tool audit • completion of the Section 7.11 and 7.12 developer contributions income audit • completion of the procurement, accounts receivable, accounts payable audits and RMS DRIVES compliance audit • completion on an unscheduled audit for Section 94 contribution income of the former Kogarah Council • commencement of the debt management and recovery audit and voluntary planning contributions audit The Audit Program for 2018/19 has been completed within the overall Audit Plan 20182021.

c. Work with the Office of Local

Government to clarify risk management and business improvement functions and guidelines under Section 23A of the LG Act.

19/20

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Councillor role Strategy - 6.2.6. Ensure compliance with Section 232(1) of the Local Government Act and processes adopted in Council policies.

a. Implement a Councillor training program

to improve decision making, facilitate better communication with the local community and assist Councillors to acquire and maintain the skills needed to perform their role.

18/19

It is anticipated that draft Professional Development Strategy will be completed by October 2019. Although a formal strategy has yet to be adopted, Councillors were offered professional development opportunities throughout the 2018/19 financial year. Councillors were encouraged to attend a minimum of 12 hours of professional development throughout the year.

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Program/Project

Year due

Comment

a. Expand online services and payment

18/19

The request for quote for the self-service kiosks was completed and installation is being finalised. The scoping and implementation date of the self-service kiosks has been extended to ensure the kiosks integrate with Council’s systems. Council's mobile phone application was introduced and promoted. Public Wi-Fi was expanded in areas where approvals were finalised and in areas where the benefits could reach many visitors to the locations.

b. Increase automation of processes to

19/20

Digital services introduced in 2018/19 include:

options, including mobile applications, public Wi-Fi and self-service kiosks.

increase efficiencies.

• omni channel contact centre providing visibility on wait times • planning and rate certificates available for self service • online grant management system • centrally managed digital signage • online report an issue service • self-service kiosks at library branches • expansion of public Wi-Fi to Kogarah, Riverwood, Kogarah Library Forecourt, Beverly Hills, Hurstville Plaza and Palm Court • consolidated map of Georges River for the Georges Riverkeeper website • online booking system for pre-lodgement services • live streaming all council and committee meetings through Dragon TV.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

c. Improve the DA lodgement processes

20/21

New Development Advisory Services have been implemented in addition to the release of a new website for the pre-DA service. This includes an ability to make an online booking to come in and talk to Duty Planners, a new DA form with a matrix outlining what detail is required to be submitted and a new DA guide which provides specific information on what detail each report or plan is required to include. Additional services including industry and resident development nights have been undertaken and will continue in 2019/20.

d. Improve consistency and reliability of

20/21

Council's phone call abandonment rate in the first half of 2018/19 was approximately 8 per cent. Following the completion of the CX Transformation Projects new technology and procedures were implemented with the abandonment rate reducing to approximately 4 per cent. Improved reporting methods and a reporting dashboard have allowed visibility and ensured that staff work with the new technology and procedures. Training of staff has been integral in ensuring that all customer contact channels are utilised and consistent service is provided.Â

and pre-lodgement advice, including new NSW Department of Planning and Environment guidelines.

service across all customer contact channels.

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Program/Project

Year due

Comment

Continuous improvement Strategy - 6.3.2. Demonstrate a culture of continuous improvement and effective governance throughout Council services.

a. Advocate a comprehensive performance 20/21

The 2018 performance results completed during the year were presented to Council's Executive Team in Q4. The City Strategy and Innovation Directorate will investigate if any advocacy campaigns should be pursued.Â

b. Establish Council's reputation as a

19/20

Council has developed its advocacy program focusing on open space, new transport linkages across Greater Sydney, university presence in the local area and local government long-term financial sustainability to continue to deliver essential infrastructure for the community. Conversations have started with key partners including State agencies to address these issues.Â Council also continues to be involved in innovation and smart cities initiatives and networks which promote the cities reputation as innovation and a positive leader of change.

c. Implement a Digital Innovation Strategy

19/20

Council is developing an Innovation Strategy which will help drive improvement to customer service, service delivery and performance improvement. The Strategy will be delivered late 2019 and will present a range of actions for implementation.

program for all Councils with OLG, in partnership with LG Professionals.

leading local government organisation.

to provide a strategic approach to improvements to customer service, service delivery and performance improvement.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Strategy and Innovation Strategy - 6.3.3. Increase the status, influence, reputation and brand of GRC and its LGA through a greater focus on innovaton and advocacy.

a. Prepare a 30-Year City Vision and City

19/20

The Georges River 2050 Vision has been prepared and will be ready for Council adoption in the 2019/20 financial year. The development of a Reputation Strategy to build on the Georges River 2050 Vision will be delivered late 2019.

b. Maximise the economic potential of the

19/20

Council and the Greater Sydney Commission continue to collaborate to deliver a Place Strategy for Kogarah which will focus on productivity, livability, sustainability and accessibility. To complement this work an Investment Attraction Strategy is being developed and will be sent to Council in the 2019/20 financial year.

c. Create a unique identity for Hurstville

19/20

The Hurstville Heart of the City Strategy will be ready for Council in the 2019/20 financial year. As a way to engage the community in the Strategy Council turned Palm Court Car Park (Hurstville) into a pop-up park for the June long weekend to provide the community with additional open space. The Strategy will focus on economic, cultural and infrastructure improvements.

d. Commence implementation of a

19/20

The Innovation Strategy is being developed. The Strategy will outline key projects to create an innovative organisation and help enable an innovative city. Council continues to deliver innovative technology to support the public domain and future master planning. The current Smart Cities project will deliver three 'Chill Out Hubs' to help combat urban heat island effect and add to Council's smart street furniture. Council has also adopted the City Possible MasterCard MOU which allows Council to work with research and industry partners to find solutions to city problems.

Reputation Strategy, incorporating a strong, well-communicated external presence and brand.

Kogarah Health and Research Hub.

CBD through innovative economic, cultural and infrastructure improvement projects.

Smart City Strategy to leverage digital innovation opportunities.

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Program/Project

Year due

Comment

e. Develop an advocacy strategy that

19/20

The City Strategy and Innovation Directorate has prepared an Advocacy Plan aligned to key Council strategies. The current focus includes key transport infrastructure for the City, increased open space, education opportunities including an university presence, and long term financial sustainability.

f. Commence implementation of the

19/20

The development of 'Chill Out Hubs' in Hurstville, Kogarah and Mortdale in partnership with UNSW and Street Furniture Australia is continuing with the hubs to be installed in October 2019. Council continues to collaborate on projects funded under the 5 Million Trees grant. Place strategies for Hurstville and Kogarah identify the need for greening and open space in centres. Key actions from these strategies will be implemented over the coming years.

g. Complete the program of service

19/20

Two major service delivery reviews were completed in the last year, communications and customer service. The events service delivery review data capture and analysis was completed in June 2019. A report with recommendations for improvements to strategies, business processes and staff learning and developed is currently being finalised. The library services model review is underway with the first phase of community and staff consultation completed. Consultation with Councillors occurred in August 2019. Further consultation and engagement opportunities are also in development. Other reviews include building certification and efficiency reviews in the areas of environment, sustainability and waste, and development assessment.

identifies how GRC can influence government policy and secure government investment in the LGA.

Cool Places: Urban Oasis project in Riverwood and Other Priority Town Centres.

delivery reviews commenced after the establishment of GRC.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Goal 6.4- Council's assets and resources are managed responsibly and with accountability Asset management Strategy - 6.4.1. Implement asset management plans to maintain infrastructure assets in a safe and functional standard, meeting current and future community needs.

a. Consult with the community about the

19/20

Survey questions to be incorporated into council-wide â&#x20AC;&#x2DC;Satisfaction and Wellbeing Surveyâ&#x20AC;&#x2122; scheduled for early 2020.

b. Implement the GRC Depot Masterplan

20/21

Masterplan and feasibility study have not been endorsed by Council resulting in works being moved to 2019/20, if approved.

service standards for Council assets, including asset maintenance funding in the context of Council's overall budget imperatives, and use this to inform a review of asset ownership and maintenance standards.

including closure of the Carlton Depot and the Hurstville Road quarry depot site.

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Program/Project

Year due

Comment

a. Continually align the Long-Term

Financial Plan with the context of Council and Integrated Planning and Reporting documents.

Ongoing

2018/19 Long-Term Financial Plan has been completed and published on Council's website. A new Long-Term Financial Plan will be prepared during the 2019/20 budget process. The focus will be service costs by service category to ensure sustainable operations.

b. Develop a rating structure for the LGA by 20/21

Council will be seeking a Special Rate Variation (SRV) to increase its rate income. This is to accommodate the expiring former Hustville Council SRV, which will have a negative $2.2 million impact on Council's operating income. Work on the SRV submission is 60 per cent completed with community engagement to commence in October 2019. Council needs the SRV to ensure financial sustainability and maintain assets and resources. Four of the six planned Councillor briefings on the rate structure have been completed.

c. Continue to review financial policies and

The Purchase Card Policy has been reviewed and adopted by Council's Executive. Training across Council will take place in September 2019. The Cash Handling, Debt Management and Hardship and Pensioner Rate draft policies are scheduled to go to the Executive for review in September 2019.

June 2020.

processes to ensure integrity of controls, efficiency of service and quality financial data, to reduce risk, deliver quality information for business decisions and improve service delivery.

Ongoing

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3 Year Delivery Program Projects Program/Project

Year due

Comment

Property management Strategy - 6.4.3. Actively manage Council's property portfolio to maximise returns on investment in community assets and programs.

a. Plan for and implement a purchasing

19/20

A purchasing program has been developed based on identified criteria within Council's LEPs and subsequent to the Land Acquisition Act, 1991. Implementation of the purchasing program will commence in August 2019.

b. Complete Planning Proposals for the

20/21

The Planning Proposal for the Hurstville Civic Precinct has been reviewed by the Local Planning Panel. The proposal has merit and following a review by Council's strategic planning unit, it is anticipated that the matter will be reported to Council in the coming months seeking endorsement to send the matter to Gateway for determination.The planning proposal for the Treacy Street car park is on hold pending completion of the city wide strategies for affordable housing and parking.

c. Give community groups and individuals

19/20

program for property requiring compulsory acquisition in the comprehensive LEP.

Treacy Street residential development and the Hurstville Civic Centre precinct.

the opportunity to utilise community land and buildings, while alleviating some of the financial burden on Council.

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Program/Project

Year due

d. Progress all statutory property matters in Ongoing a timely manner.

Comment In a difficult commercial property market, Council's property portfolio has maintained occupancy rates in excess of the KPI of 90 per cent with the current occupancy level being 97 per cent. There are currently no rental arrears reported.

a. Implement the GRC Workforce Plan.

20/21

Workforce Strategy adopted by Council in June 2018. The Strategy consists of 46 actions, 26 (57 per cent) of which have been completed – 15 (33 per cent) in progress or on track and four yet to commence.

b. Implement Performance Excellence

20/21

Council's learning program, Ready Set Grow, launched this year and priorities have been determined by Council's Executive based on current staff resourcing and allocated budgets. The learning and development program has commenced with 32 courses scheduled and approximately 500 staff booked in to attend.

and People Capability Strategies and Programs.

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3 Year Delivery Program Projects Program/Project

Year due

Comment

c. Implement a Workplace Health and

20/21

Introduction of a new injury management and recover at work framework aligned with compliance requirements and current internal processes, consisting of five key elements including an overarching policy, procedural guidelines, dedicated Recover at Work Business Partners, communication and education programs and online self-service support tools. Review and realignment of Council’s Work Health and Safety Strategy and implementation plan.

Safety System to support a well and safe workplace.

Goal 6.6 - Council has a regional-approach to service delivery and facilities. Regional planning Strategy - 6.6.1. Plan for regional-level services and facilities and share information across State agencies and neighbouring councils.

a. Develop long-term regional plans with

19/20

Council has established its advocacy program and identified key partners. City Strategy and Innovation continues to work with State agencies and other councils to plan for the future. Examples include shared and joint use of school facilities; the Kogarah Collaboration Area process to develop a Place Strategy; new mass transit links and partnerships with impacted councils; and the 2050 vision, which will also identify transformational projects which will be investigated further in the coming years.

b. Develop an engagement program for

19/20

Council has established its advocacy program and identified key partners. City Strategy and Innovation continues to work with State agencies and other councils to plan for the future. Examples include shared and joint use of school facilities; the Kogarah Collaboration Area process to develop a Place Strategy; new mass transit links and partnerships with impacted Councils; and the 2050 vision, which will also identify transformational projects which will be investigated further in the coming years.

c. Work with State agencies to identify

19/20

Council has established its advocacy program and identified key partners. City Strategy and Innovation continues to work with State agencies and other councils to plan for the future. Examples include shared and joint use of school facilities; the Kogarah Collaboration Area process to develop a Place Strategy; new mass transit links and partnerships with impacted Councils; and the 2050 vision, which will also identify transformational projects which will be investigated further in the coming years.

neighbouring councils to facilitate major projects with long-term delivery timeframes.

services and facilities where regional collaboration would assist in their delivery, including those identified in the GRC Open Space and Recreation Strategy.

funding opportunities across all tiers of government.

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1 Year Operational Plan Projects COMPLETE

NOT STARTED

ON TRACK

BEHIND SCHEDULE

CANCELLED

ONGOING

CARRY OVER

ON HOLD

The table below highlights how each project in our Operational Plan 2018-2019 is progressing:

Program/Project

Comment

Consult with internal and external stakeholders on key performance indicators. Engagement mechanisms Strategy - 6.1.2. Use of online, social media and other communication channels, including Your Say Georges River. Explore the potential for Council open days with the community. Engage Council's Your Say Georges River Panel and tools on: *The annual Historical Markers' Program to create awareness of the history, heritage and cultural identity of the Georges River area *The development of the Canopy Enhancement Program *The Beverly Hills Master Plan *Other major projects where Council is seeking community engagement." Performance reporting Strategy - 6.1.3. Publicly and regularly report on performance against strategic, financial and operational plans. Report to Council twice a year on progress against the adopted Delivery Program and Operational Plan.

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1 Year Operational Plan Projects Program/Project

Comment

Goal 6.2- Open, informed and transparent decision-making supports the interests of the community. Transparent communication Strategy - 6.2.1. Make all reports to Council Meetings public wherever possible under the Local Government Act 1993 or provide open and closed reports where necessary. Report quarterly to Council on progress against outstanding Council resolutions. Regularly review adherence to the Local Government Act 1993 (LG Act) and Code of Meeting Practice in relation to confidential reports.

Council adopted a revised Code of Meeting Practice at its meeting on 27 May 2019. Council has taken active measures to minimise the number of reports being categorised as confidential, to ensure the highest level of transparency.

Provide fact sheets at each Council meeting to inform the community on the reasons for confidential Council reports.

A draft fact sheet has been prepared. Work is required for this fact sheet to be finalised and readily available for the public at each Committee and Council meeting.

Risk management Strategy - 6.2.2. Undertake effective risk management to provide greater certainty and security over the management of Council resources and services. Identify priority risk management activities including related claims issues. Minimise or maintain operational and enterprise risks to an acceptable level by monitoring action plans in risk register. Report quarterly to Council's Audit Risk and Improvement Committee on progress with implementing audit plans.

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Finalised independent procurement audit report and recommendations referred to Audit Risk and Improvement Committee on 20 May 2019. Procurement audit update scheduled for the next quarter.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Program/Project

Comment

Review policy framework across the suite of governance-related documents.

The Code of Conduct and procedures for the administration of the Code of Conduct was adopted by Council on 27 May 2019. Review of information guide is complete and will be referred to Council's Executive in the next quarter for endorsement. The Access to Information Policy and Privacy Management Plan together with Fraud and Corruption Control Policy and Enterprise Risk Management Policy have been targeted for response to OLG Circular 19-13 regarding development of template policies. A revised Public Interest Disclosure Policy has been drafted and referred to the NSW Ombudsman's Office and Office of Local Government for feedback. PID training for disclosure officers has been scheduled for August 2019.

Update policy register and include review dates.

Procurement Strategy - 6.2.3. Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance. Ensure procurement activity conforms with legislation and Council policy. Make procurement information and processes accessible via the Council intranet in conjunction with staff training. Monitor contracts by evaluating the contracts register and report annually. Timely provision of information Strategy - 6.2.4. Provide timely access to Council information, in accordance with legislation, policy, public interest considerations, proactive disclosure and the respect for individual privacy. Process and determine formal GIPA requests.

All formal access applications were processed within statutory timeframes. Total of 29 formal applications received with five withdrawn and 21 determined.

Regularly review proactive release of Council information to ensure availability online.

Council's website is the central reference point for the proactive release of information in accordance with the Access to Information Policy and Information Guide. This includes Council policies, meeting agendas and minutes, donations and sponsorships and Councillor expenses. Council officers regularly review access requests, relevant legislation and Office of Local Government and Information Privacy Commission website; and council-held information with a view to proactively release information.

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1 Year Operational Plan Projects Program/Project

Comment

Audit responsibilities Strategy - 6.2.5. Use the Audit, Risk and Improvement Committee to independently advise Council on good governance, audit matters, business improvement and risk management controls. Ensure the Audit, Risk and Improvement Committee is run according to the Counciladopted charter, including quarterly meetings.

The Audit, Risk and Improvement Committee held five scheduled meetings throughout the year: 6 August, 24 October (special financial statements) and 29 October 2018, 18 February and 20 May 2019.

Recruit for the outgoing member of the Audit, Risk and Improvement Committee. Implement a one-year Audit Program aligned to the Audit Plan and timetable endorsed by the Audit, Risk and Improvement Committee. Implement any mandatory internal audit guidelines issued by the OLG.

Office of Local Government has not issued any mandatory guidelines for Internal Audit or Audit, Risk and Improvement Committees in 2018/19. Such guidelines are expected to be issued in 2019/20.

Councillor role Strategy - 6.2.6. Ensure compliance with Section 232(1) of the Local Government Act and processes adopted in Council policies. Implement a program of open days to improve community engagement. Ensure Councillors have access to a minimum of 12 hours skills' development training each year.

11 out of 15 Councillors have completed more than 12 hours professional development in the 2018/19 year. 2019/20 will offer more promotion to Councillors of this minimum requirement. This promotion will occur throughout the year. It is anticipated that the draft Professional Development Strategy will be completed by October 2019. Councillors were encouraged to attend a minimum of 12 hours of professional development throughout the year.

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Program/Project

Comment

Goal 6.3 - Leadership focuses on innovation and improving the customer experience. Customer service Strategy - 6.3.1. Meet customer service commitments that aim to make it easy to do business with Council and create systems and a culture that support positive customer experiences. Improve internal reporting to reflect customer response times and officer accountability. Develop a harmonised customer request management system. Increase online services.

Review and improve the website to enable more self service. Implement Council's customer feedback and complaints management framework. Build customer service training into the GRC Learning and Development Plan. Upgrade contact centre technology and expand customer contact channels to include webchat and call back options. Continuous improvement Strategy - 6.3.2 Demonstrate a culture of continuous improvement and effective governance throughout Council services. Enhance quarterly reporting processes to better review service delivery performance. Implement a consistent project management methodology with overarching reporting for consistency and service delivery.

Carried over, as stated in half yearly report.

Develop a Digitial Innovation Strategy.

Discussion paper endorsed by Council's Executive Team and consultant currently being appointed.

Work with the University of NSW to implement the innovative smart street furniture project in Olds Park, Mortdale and Memorial Square, Hurstville.

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1 Year Operational Plan Projects Program/Project

Comment

Strategy and Innovation Strategy - 6.3.3. Increase the status, influence, reputation and brand of GRC and its LGA through a greater focus on innovaton and advocacy. Prepare a 30-year City Vision and City Reputation Strategy.

The Reputation Strategy will be completed late 2019. The 30-year City Vision has been workshopped with Council and is in draft.

Refocus communication efforts to include messages that build the LGA's brand and reputation. Commence implementation of programs that stimulate investment in the Kogarah Health and Research Hub Commence programs that transform the economic and cultural potential of Hurstville CBD. Goal 6.4- Council's assets and resources are managed responsibly and with accountability Asset management Strategy - 6.4.1. Implement asset management plans to maintain infrastructure assets in a safe and functional standard, meeting current and future community needs. Develop a funding strategy to consolidate the GRC depot sites in accordance with the GRC Depot Masterplan.

A Council report will be presented in September 2019 with further work required in conjunction with Finance to confirm the funding strategy.

Financial strength Strategy - 6.4.2. Maintain a sustainably strong financial position, balanced with demand for essential services and new projects, and having regard for Section 8B(d) (ii) of the Local Government Act (the current generation funds the cost of its services). Refine the Long-Term Financial Plan to incorporate proposed new projects and programs and to facilitate financially sustainable decisions. Incorporate the review of Council's Asset Management Plan (6.4.1.a), including asset life, depreciation and maintenance costs, into Council's Long-Term Financial Plan. Review Council's Investment Strategy and procedures and appoint an investment advisor. Continue to improve management reporting to increase access to relevant financial information by senior management. Refine critical financial processes through clear documentation of policies, procedures and training.

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Program/Project

Comment

Property management Strategy - 6.4.3. Actively manage Council's property portfolio to maximise returns on investment in community assets and programs. Redevelop Sans Souci Bathers' Pavilion to provide commercial leasing opportunity.

Project was on hold pending outcome of legal action. Project recommenced mid May 2019 with a new estimated completion date for development approval being March 2020.

Collaborate across Council to identify business needs requiring property acquisition.

Review of land acquisition maps with strategic planning unit and infrastructure and assets has commenced, to confirm existing and future properties required for open space purposes.

Progress Planning Proposals for planned Council developments. Implement leasing management system.

System in place. Data currently being populated

Implement Outdoor Dining and Footway Trading application management system.

System in place. Data currently being populated

Goal 6.5 - The workforce is inspiring, diverse and engaged. Workforce planning and performance Strategy - 6.5.1. Implement leading people practices to create a high performing capable and resilient workforce. Evaluate Work, Health and Safety (WH&S) processes, systems and procedures and implement effective controls to manage WH&S risks. Implement results of safety system audit. Conduct first year Safety Culture survey. Maintain a framework to reduce the number of lost time injuries (LTI) days per year.

Councilâ&#x20AC;&#x2122;s new injury management and recover at work framework is aligned with SIRA/legislative/AS/NZ4801 Safety Management Systems requirements in preparation for future compliance auditing and self-insurance modelling. The framework outlines Councilâ&#x20AC;&#x2122;s commitment to early injury intervention, effective employee claim support and recover at work philosophies. It consists of five key elements including an overarching policy, procedural guidelines, dedicated Recover at Work Business Partners, communication and education programs and online selfservice support tools.

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1 Year Operational Plan Projects Program/Project

Comment

Develop and implement the first phase of a Performance Excellence Program including a review of the current skill and performance review system and procedure. Deliver an annual all-staff conference focused on our mission, values and regulatory training. Develop and implement a Reward and Recognition Program. Establish the Wellness and Belonging Program with a focus on the ageing workforce. Goal 6.6 - Council has a regional approach to service delivery and facilities. Regional planning Strategy - 6.6.1. Plan for regional-level services and facilities and share information across State agencies and neighbouring councils. Assist delivery of major infrastructure projects that impact the LGA and the region and commence discussions with adjoining councils to identify projects of regional significance. Establish a Council Business Unit to progress the future of the LGA, including through regional partnerships.

Council staff members Tom MacRae, Beth MacRae and Catherine Thompson at River Run

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STATUTORY INFORMATION RATES AND CHARGES WRITTEN OFF The table below notes rates and charges written of in the 2018/2019 year. . Table 31: A

Description

Legislation

Amount ($)

1 Mandatory Pensioner Rebate - Rates and Domestic Waste Section 575/577 of Charges Local Government Act 1993 (LG Act)

1,845,201.02

Georges River Council Voluntary Pensioner Rebate - Rates and Domestic Waste Charges

Section 582 of the LG Act

533,436.11

Rateable to Non Rateable

Section 555/556 of the LG Act

13,088.27

General abandonments

Section 567 of the LG Act and section 131 of the local government regulations

427.65

Postponed Rates

Section 595 of the LG Act

2,073.20

Postponed Rates Interest Charges

Section 595 of the LG Act

669.78

TOTAL

$2,394,896.03

Mandatory Pensioner Rebate - Rates and Domestic Waste Charges

1,845,201.02

Council Reimbursed Pensioner Subsidy

1,014,860.56

Net Cost of Mandatory Rebate to Council

830,340.46

SPECIAL RATE VARIATION EXPENDITURE During the period ending 30 June 2019, a Special Rate Variation (SRV) was in place. It was approved prior to the amalgamation. In 2006, the Minister for Local Government determined that Hurstville City Council could increase its general income for 2006/2007 is 9.95 per cent above that for 2005/2006. The approval included a SRV of 6.35 per cent applicable for 15 years. This SRV was applied to the infrastructure maintenance and renewal program, Infrastructure Plus. Total Infrastructure Plus income is $24,656,024 and expenditure to 2018/2019 is $24,325,122. An amount of $330,902 was unspent and transferred to a reserve for expenditure in the following year.

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Table 32

Programs and Expenditure

Road Re-sheet

600,000

Parks

503,992

Footpath maintenance

236,744

Buildings

886,901

Kerb and gutter

80,000

Town Centre upgrades

TOTAL

2,307,637

CAPITAL EXPENDITURE Our Capital Works projects are included in our Financial Statements. Table 33: Contracts Awarded over $150,000 (inclusive of GST) From 1 July 2018 – 30 June 2019

No.

Nature of Service

Name of Contractor

Total Amount Payable (Incl. GST)

Payment Type

T18/005 – Development of Georges River Foreshore Access and Improvement Plan

EMM Consulting Pty Ltd

$229,817.50

Contract

T18/016 - Forest Road Hurstville - Footpath Upgrade - Stage 2

KK Consultants Pty Ltd trading as KK Civil Engineering

$988,872.50

Contract

T17/049 – Provision of Overland Flow Risk Management Study and Plan for Hurstville, Mortdale and Peakhurst Wards

WMA Water Pty Ltd

$154,202.40

Contract

T18/024 - Manufacture and Installation of Georges River Council Branded Signage

Cunneen Signs

$273,427.00

Contract

T18/010 – Forest Road Twin Connect Pty Ltd Hurstville – Upgrade Stage 2

$627,022.00

Contract

T18/019 – Construction of Stormwater Drainage Infrastructure

$536,085.00

Contract

KK Consultants Pty Ltd trading as KK Civil Engineering

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No.

Nature of Service

Name of Contractor

Total Amount Payable (Incl. GST)

Payment Type

T17/031 – Construction of Peakhurst Park Amenities Building

Sullivans Construction (Aust.) Pty Ltd

$1,183,102.10

Contract

T18/007 – Hydraulic Services

JJ Coleman Plumbing Pty Ltd (primary)

$492,010.59

3 years Contract

Watertight Group Pty Ltd (Secondary)

Schedule of Rates

Contract

No. 1 Plumbing Pty Ltd (Secondary)

Schedule of Rates

Contract

T17/048 - Cromdale Street, Mortdale – Drainage Culvert

Antoun Civil Engineering

$1,799,138.11

Contract

T18/017 – Stormwater Pipe Relining Works

Insituform Pacific Pty Ltd

$217,801.12

Contract

T17/034 – Refurbishment of Amenities and Construction of Adult Change Facility at Carss Park

Sullivans Construction (Aust.) Pty Ltd

$411,291.10

Contract

Jag Building and T18/027 – Construction of New Amenities at Riverwood Bricklaying Pty Ltd Park

$320,463.00

Contract

T18/018 – Building Upgrade and Modification Works at Beverly Hills Park Sports Amenities Building

Sullivans Construction (Aust.) Pty Ltd

$958,405.80

Contract

T18/009 – Lift Services

Kone Australia Ltd

$649,550.00

5 years Contract

T17/043 - Design and Construction of Myles Dunphy Reserve Boardwalk

Fleetwood Urban Pty Ltd

$469,010.30

Contract

T18/026 - Construction of New Sports Amenities at Claydon Reserve

Jag Building and Bricklaying Pty Ltd

$1,023,671.00

Contract

Q18/335 - Design and Construction of Meade Park Nature Based Inclusive Adventure Playground

Moduplay Group P/L

$659,780.00

LGP308-3

T18/041 – Design, Construction and Installation of Drainage and Irrigation at Oatley Park Oval

Neverstop Irrigation Pty Ltd

$216,673.99

Contract

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No.

Nature of Service

Name of Contractor

Total Amount Payable (Incl. GST)

Payment Type

T18/025 - Design and Polytan Asia Pacific Construction of Peakhurst Pty Ltd Park Synthetic Football Field 5

$1,566,330.70

Contract

T18/038 - Dame Marry Gilmore Road, Oatley Construction Of Parking Zones

State Civil Pty Ltd

$173,621.80

Contract

Q18/492 - TRIM Records Management System Licences and Maintenance

Entco Pty Ltd

$189,048.20

LGP108-3

Q18/213 – 2018/19 Playground Equipment various locations

Moduplay Group Pty Ltd

$257,438.50

LGP308-3

Creative Recreation Solution Pty Ltd

$219,702.91

Q18/445 - 2018/19 Re-sheeting Program

Downer EDI Works Pty Ltd

$3,036,878.67

LGP 213-2

T18/008 – Electrical Services

Stowe Australia Pty Ltd (Primary)

$102,045.79

2.5 years Contract

Aus Spark Electrics Pty Ltd (Secondary)

Schedule of Rates

Harnleigh Pty Ltd (Secondary) CBD Mechanical Electrical Pty Ltd (Secondary) 25

T18/050 - Design and Construction of the Kempt Field Inclusive Adventure Playground and Bike Training Circuit

ModuplayGroup Pty Ltd

$1,499,336.30

Contract

T18/028 - Carss Bush Park Foreshore Construction

Total Earth Care Pty Ltd

$2,702,481.10

Contract

T18/032 - Design and Installation of Staged Drainage, Irrigation and Resurfacing of Gannons Park

Renworx Pty Ltd

$3,743,548.60

Contract

Q18/468 – Preparation of Development Contribution Plans – Section 7.11 and Section 7.12 Plans

SGS Economics and Planning

$219,995.60

GRC Contract

T18/057 - EOI - Jubilee Stadium Naming Rights

Network Strata Services Pty Limited

$267,300.00

3 years Contract Revenue

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No.

Nature of Service

Name of Contractor

T18/055 - Construction of the Charles Pirie Reserve Inclusive Sports Amenities Building and Adjoining Carpark

Lanskey Constructions $1,375,639.00 Pty Ltd

Contract

T18/053 - Construction of the Harold Fraser Oval Community Pavilion

Lanskey Constructions $2,403,800.00 Pty Ltd

Contract

T18/054 - Construction of Poulton Park Synthetic Football Fields

Polytan Asia Pacific Pty Ltd

$2,366,732.35

Contract

T18/044 – Security Services

Ultimate Security Pty Ltd

$760,230.90

3 year Contract

T18/061 – Advertising Signs

QMS Ltd

$1,716,000.00

5 years Contract Revenue

T18/046 - Montgomery Street Kogarah Streetscape Upgrade

Ezy Pave Pty Ltd

$490,633.88

Contract

Q19/060 - Harmonisation and Review of Georges River DCPS - Stage 2

SJB Planning

$232,089.00

GRC Contract

T18/060 - Construction of the New Oatley West Childcare Centre at 66 Mulga Road Oatley

Lanskey Constructions $4,092,000.00 Pty Ltd

Contract

T18/062 – Construction of Poulton Park Synthetic Football Fields

Sullivans Constructions

Contract

T18/030 - Construction of the Gannons Park Water Quality Improvement and Stormwater Harvesting Stage 2

Civil Constructions Pty $3,288,027.60 Ltd

Contract

Q18/548 - ChillOUT: Smart Social Spaces Creating Connected Green Places

Department of Industry, Innovation and Science

$319,200.00

GM Exempt

Q19/041 - 2018/19 Road Re-sheeting Program Stage 2

Downer EDI Works Pty Ltd

$301,563.57

LGP213-2

T16/020 - Panel of PreQualified Planning and Urban Design Consultants

Panel of 47consultants $1,575,529.10

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Total Amount Payable (Incl. GST)

$494,367.50

Payment Type

3 years Contract

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

No.

Nature of Service

Name of Contractor

Total Amount Payable (Incl. GST)

Payment Type

T18/014 - Georges River Council Preferred Suppliers – Civil Construction Works

Panel of 6 Contractors

$345,457.50

3-years Contract

T18/015, T10/805, T2017-09 Suez, Veolia, TIC (soft Waste Services landing

$17,793,231.00

5 years Contract T18/015 Parts A, B and C and other contracts

INFORMATION REQUESTS UNDER GIPA GIPA Annual Report In accordance with section 125 of the Government Information (Public Access) Act 2009 (GIPA), we are required to prepare an annual report of our compliance with obligations under the Act. Schedule 2 of the Act outlines the annual reporting requirements for capturing statistical information and is to be used as the framework for this report. During the reporting period, we received 29 formal access applications under GIPA Regulation 2009 Clause 7(b). This includes withdrawn applications but not invalid applications. One application was withdrawn by the applicant. During the reporting period, we refused one formal access application under Schedule 1 Information – GIPA Regulation 2009 – Clause 7(c).

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PUBLIC INTEREST DISCLOSURES The following information fulfils our statutory reporting requirements as stipulated by the Public Interest Disclosures Act 1994. There were four public interest disclosures made to Council in 2018/2019, as detailed below. Made by public official performing their day-to-day functions

Under a statutory or other legal obligation

All other PIDs

Number of public officials who made public interest disclosures to Council

Number of public interest disclosures received by your Council

Of the public interest disclosures received, how many were primarily about: Corrupt conduct

Maladministration

Serious and substantial waste

Government information contravention

Number of public interest disclosures received since 1 July 2018 that have been finalised in this reporting period

Have you established an internal reporting policy?

Yes

Has the head of Council met their staff awareness obligations?

Yes

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LEGAL PROCEEDINGS COST Amounts incurred by Council in relation to legal proceedings taken by or against Council (including amounts, costs and expenses paid or received by way of out-of-court settlements, other than those the terms of which are not to be disclosed) and a summary of the state of progress of each legal proceeding and (if it has been finalised) the result follows. Table 35: Legal costs 2018/2019 (excluding staff time)

Rates Debt Recovery Costs

16,981

Development and Building

1,279,605

Proceedings and Advice Environmental, Regulatory, Waste and Compliance

295,600

Proceedings and Advice Property

348,824

Relates to property Acquisitions, Lease Arrangements and Strategic Property (individual cases not disclosed) Governance

14,175

Advice Other Legal Costs

107,038

Related to general legal costs not covered in the above (including HR, Executive Services and Project Delivery) Total

2,062,224

Legal Costs Recovered Rates

-223,881

Development and Building

-732,008

Environmental, Regulatory, Waste and Compliance

-11,938

Other

-156,284

Total

-1,124,111

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Table 36: State of progress pursuant to clause 217 (1) (a3) Local Government (General) Regulation 2005

Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Regent Land P/L ATF Regent Land Unit Trust Proceedings No. 2017/21508370 – 78 Regent Street, Kogarah

Class 1 Appeal against deemed refusal of DA 2017/111 for the demolition of existing buildings over eight lots (five properties), amalgamation of the lots and development of an 11 storey residential flat building with 127 apartments and 145 car parking spaces.

Matter listed for hearing on 5 and 6 July 2018. Amended plans provided. Appeal upheld. S8.15(3) costs paid in the amount of $26,191.

Completed

Applicant: No. 1 Victoria Dragons P/L Proceedings No. 2017/21711811 Stanley Street and 28 – 36 Victoria Street, Kogarah

Class 1 Appeal against deemed refusal of DA2017/110/1 for demolition of existing buildings and construction of a residential flat building comprising 96 residential dwellings over three levels of basement parking.

Matter listed for hearing on 24 and 25 October 2018. Amended plans provided. S34 Agreement entered into. S8.15(3) costs to be paid in the amount of $88,000.

Completed

Applicant: Palmerston Dragon No. 1 Pty Limited Proceedings No. 2017/2171052 – 10 Palmerston Street, Kogarah

Class 1 Appeal against deemed refusal of DA2017/112/1 for demolition of existing buildings and construction of a residential flat building comprising 67 residential dwellings over two levels of basement parking.

Matter listed for hearing on 20 and 21 September 2018. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $84,000.

Completed

Applicant: GCK Investments Pty Limited Proceedings No. 2017/23590941 – 47 Princes Highway, Kogarah

Class 1 Appeal against refusal of DA183/2016 for the demolition of existing buildings and construction of a 10 storey mixed use development consisting of ground floor commercial tenancy and 51 residential apartments over basement car parking.

Matter listed for hearing on 28 and 29 August 2018. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $16,000.

Completed

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Marion McDowell and Associates Proceedings No. 294745 of 201758 and 60 Blackshaw Ave, Mortdale

Class 1 Appeal against refusal of Building Certificate Application No. 149D2016/0038 lodged on 21 September 2016 and refused on 20 September 2017.

Matter listed for contested hearing on 2 March 2018. Following this, Applicant ordered to carry out structural rectification works and completed storm water works. Outstanding Building Information Certificate matters for 58 Blackshaw Avenue finalised through Council’s building team. Note: 60 Blackshaw Ave recently sold and new owner has, following receipt of a Notice from Council, demolished the dangerous structure.

Completed

Applicant: One Funds Management ATF Kingsgrove Property Trust Proceedings No. 2017/3097126 The Crescent, Kingsgrove

Class 1 Appeal against actual refusal of DA2017/0151 for construction of new off-street entry to premises along Vanessa Street, Kingsgrove.

Matter listed for hearing on 13 and 14 September 2018. Appeal dismissed. S8.15(3) costs paid in the amount of $3,140.

Completed

Applicant: Stellar Hurstville Pty Limited Proceedings No. 2017/3703242 – 10 Woniora Road, Hurstville

Class 1 Appeal against deemed refusal of DA262/2016 for demolition of existing buildings and ancillary structures and construction of a new mixed use commercial residential building comprising three basement levels containing car parking and storage, ground floor commercial and basement parking and 12 residential apartment levels containing 112 apartments.

Matter was set down for hearing on 11 – 13 February 2019. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $40,000.

Completed

Applicant: Vortex Property Group Pty Limited Proceedings No. 2017/3770462 – 4 Gladstone and 10 Victor Street, Kogarah

Class 1 Appeal against Council’s deemed refusal of DA 2017/0519 for demolition of existing structures and construction of 11 storey residential flat building containing 38 units with basement car parking at 2 – 4 Gladstone Street and 10 Victor Street, Kogarah.

Matter was listed for hearing on 4, 5 and 6 March 2019. Appeal upheld.

Completed

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Cash Warwick Pty Limited Proceedings No. 2017/384934832 – 836 King Georges Road and 51 Connells Point Road, South Hurstville

Class 1 Appeal against Council’s deemed refusal of modification application no. MOD2017/0169 seeking to modify development consent structures and construction of a part 5, part 7 storey residential flat building containing 67 units to provide for internal reconfigurations and addition of a storey to building B at 832-836 King Georges Road and 51 Connells Point Road, South Hurstville.

Matter was listed for S34 Conference on 25 June 2018. Amended plans provided. S34 Agreement entered into on 18 December 2018.

Completed

Applicant: Tribeca Property Developers Pty Limited Proceedings No. 2017/38511035 – 37 Empress Street, Hurstville

Class 1 Appeal against Council’s deemed refusal of DA 2017/0496 lodged on 20 October 2017 for the demolition of existing structures and construction of a four (4) storey residential flat building comprising of 15 units with partially below ground basement car parking at 35 – 37 Empress Street, Hurstville.

Matter was listed for S34 Conference on 29 May 2018. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $6,000.

Completed

Applicant: Touma Property Developments Proceedings No. 2018/384205 – 9 John Street, Kogarah Bay

Class 1 Appeal against Council’s deemed refusal of DA 2017/0663 for demolition of existing structures and construction of a six storey residential flat building with 44 units with associated two levels of basement parking.

S34 Conference listed on 30 July 2018. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $9,000.

Completed

Applicant: 80 Penshurst Street Pty Limited ATF 80 Penshurst Street Trust Proceedings No. 2018/8410480 Penshurst Street, Penshurst

Class 1 Appeal against Council’s deemed refusal of Modification Application MOD2018/0007 to modify Development Consent 2016/0363 to add an additional unit on level 4, modifications that increase floor space to units on level 3, reduction of floor space for ground floor retail and addition of a substation.

Matter listed for hearing on 18 and 19 October 2018. Amended plans provided. S34 Agreement entered into.

Completed

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Al Abrahim Proceedings No. 2018/1147211 – 3 John Street, Kogarah Bay

Class 1 Appeal against deemed refusal of DA2017/0218 to grant development consent to the Applicant for the demolition of existing structures and construction of a seven storey residential flat building compromising 25 residential apartments and basement parking.

S34 Conference listed on 22 March 2019. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $12,000.

Completed

Applicant: Daoud and Daoud Developments Pty Limited Proceedings No. 2018/117099 and2018/11722925 Koorabel, 25A Koorabel and 25B Koorabel Street, Lugarno

Appeal against Local Court judgment regarding appeals against six PINs issued for carrying out development not in accordance with development consent.

Defendant found guilty of 2 offences of carrying out development without consent. Judgment handed down on 16 March 2018 with penalty of $30,400 and costs of $12,000 (total $42,400) ordered. Appeals lodged in the Land and Environment Court. Defendant discontinued proceedings and ordered to pay costs.

Completed

Applicant: Nelson Architecture Pty Limited Proceedings No. 2018/12198022 Vaudan Street, Kogarah Bay

Class 1 Appeal against deemed refusal of Development Application DA2017/0571 for the demolition of existing house, driveways and parking areas at 22 Vaudan Street, Kogarah Bay.

S34AA Conference listed on 8 November 2018. Appeal upheld.

Completed

Applicant: Ezra 1 Pty Limited Proceedings No. 2018/14086010 – 12 Mimosa Street, Oatley

Class 1 Appeal against deemed refusal of Development Application DA2018/0071 for demolition of existing structures and construction of basement car park and eight attached units to be used as seniors living housing and other ancillary works.

Completed Matter listed for hearing on 3 to 5 June 2019. Appeal dismissed. Council’s costs to be paid.

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Carlton Investments No 1 Pty Limited Proceedings No. 2018/140963313 – 323 Princes Highway, Carlton

Class 1 Appeal against deemed refusal of DA2018/0102 for demolition of existing structures and construction of a part five, part six storey mixed use development with three levels of basement car parking.

S34 Conference listed on 26 April 2019. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $35,000.

Completed

Applicant: 95 Regent Street Kogarah Pty Limited Proceedings No. 2018/14094371 – 97 Regent Street, Kogarah

Class 1 Appeal against deemed refusal of DA2017/0438 for demolition of existing structures and construction of a part 12, part 13 storey residential flat building development with three levels of basement car parking.

S34 Conference listed on 2 May 2019. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $30,000.

Completed

Applicant: CAAE Consulting Pty Limited Proceedings No. 2018/16809912 John Street, Kogarah Bay

Class 1 Appeal against deemed refusal of DA2017/0595 for demolition of existing structures and construction of attached one and two storey dual occupancy with pools to each dwelling and Torrens title subdivision.

Matter listed for hearing on 4 and 5 December 2018. Applicant discontinued proceedings prior to hearing. Costs paid of $3,000.

Completed

Applicant: Icon Construction Group Pty Limited Proceedings No. 2018/16791022 – 26 Montgomery Street, Kogarah

Class 1 Appeal against deemed refusal of Development Application DA2018/0138 for partial demolition of existing buildings, restoration of existing heritage listed terraces and construction of a 12 storey plus rooftop, mixed use development consisting of 27 residential units, commercial retail floor area and basement car parking.

S34 Conference listed on 3 December 2018. Amended plans provided. S34 Agreement entered into. S8.15(3) costs paid in the amount of $12,000.

Completed

Applicant: Franco and Susan Bonamici Proceedings No. 2018/20855244 Mulga Road, Oatley

Class 1 Appeal against order to remove unauthorised paving dated 8 June 2018.

S34 Conference listed on 11 January 2019. S34 Agreement entered into.

Completed

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Lateral Estate Pty Limited Proceedings No. 2018/20127536 Bunyala Street, Blakehurst

Class 1 Appeal against deemed refusal of DA2017/0649 for the demolition of existing structures, tree removal, excavation, shoring, piling works and the construction of a residential flat development comprising 49 apartments, basement car parking and landscape works.

S34 Conference listed on 21 February 2019. S34 Agreement entered into. S8.15(3) costs paid in the amount of $13,000.

Completed

Applicant: C A Camperdown Pty Limited Proceedings No. 2018/2136402 â&#x20AC;&#x201C; 4 Allen Street and 42 â&#x20AC;&#x201C; 44 Connells Point Road, South Hurstville

Class 1 Appeal against deemed refusal of DA2017/0421 for the construction of an 8 storey mixed use building containing 64 residential units and two retail/ commercial tenancies and four levels of car parking. DA includes part of Council land (public car park).

S34 Conference listed on 20 December 2018. S34 Agreement entered into. S8.15(3) costs paid in the amount of $18,000.

Completed

Applicant: Oscar Picciau and Xianyong Zhang Proceedings No. 2018/24671344 Caloola Crescent, Beverly Hills

Class 1 Appeal against refusal of DA2018/0081 for demolition of existing buildings and construction of a new two storey dual occupancy including outbuildings, front fences and swimming pools.

S34AA Conference listed on 7 and 8 March 2019. Appeal upheld.

Completed

Applicant: Chris Thomas Proceedings No. 2019/662241 Pitt Street, Mortdale

Class 1 Appeal against deemed refusal to modify Development Consent Number MOD2018/0102 so as to extend trading hours on Sunday nights from 2am the next day to 5am the next day for a 12 month trial period.

Matter listed for first directions hearing on 28 March 2019. Modification approval issued and matter discontinued.

Completed

Applicant: Zeina Masri Proceedings No. 2018/28144710 Renn Street, Kogarah Bay

Class 1 Appeal against deemed refusal of DA2017/0662 for the construction of a two storey dwelling house with a basement pool, front fence and cabana.

S34AA Conference listed on 11 and 12 April 2019. Appeal upheld.

Completed

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Applicant: Rod Zoabi T/A ZTA Architects Proceedings No. 2018/2347037 Wharf Road, Kogarah Bay

Class 1 Appeal against refusal of DA2017/0024 for demolition of existing structures and construction of three storey attached dual occupancy premises with swimming pools and outbuildings and subdivision of land.

S34AA Conference listed Completed on 13 and 14 March 2019. Appeal upheld.

Applicant: Riverwood Development Company Pty Limited Proceedings No. 2018/244694279 â&#x20AC;&#x201C; 281 Belmore Road, Riverwood

Class 1 Appeal against refusal of DA2016/0219 for demolition of existing structures and construction of a mixed use development.

S34 Conference listed on 4 March 2019. S34 Agreement entered into. S8.15(3) costs paid in the amount of $20,000.

Completed

Applicant: Borina Pty Limited Proceedings No. 2018/296586513 Princes Highway, Blakehurst

Class 1 Appeal against deemed refusal of DA2018/303 for the demolition of the existing motel and improvements and the erection of a residential flat building development comprising 42 two-bed units and one one-bed unit over two levels of basement parking (77 cars).

S34 Conference listed on 29 April 2019. S34 Agreement entered into. S8.15(3) costs paid in the amount of $9,000.

Completed

Applicant: Australian Fitness Management Pty Limited Proceedings No. 2018/319985125 Boundary Road, Peakhurst

Class 1 Appeal against deemed refusal of DA2018/0129 for the fitout and use as a fitness studio (recreation facility indoor) opening 24 hours, 7 days and associated signage.

S34 Conference listed on 20 May 2019. Amended plans provided. S34 Agreement entered into.

Completed

Applicant: Chung Kei Ng Proceedings No. 2018/223668158 Connells Point Road, Connells Point

Class 1 Appeal against LPP refusal of DA2017/0286 for alterations and additions to a dwelling, construction of a new building to rear and change of use into a childcare centre.

Matter was listed for hearing on 15 and 16 August 2019. Applicant discontinued proceedings prior to the hearing date.

Completed

Applicant: Marilyn Kidd Proceedings No. 2018/21445170 Kyle Parade, Kyle Bay

Class 1 Appeal against deemed refusal of DA2017/0625 for subdivision into two allotments and demolition of carport structure.

Matter was listed for hearing on 17 and 18 June 2019. Appeal dismissed.

Completed

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Completed/not completed

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Lateral Estate Pty Limited Proceedings No. 2018/26097132 â&#x20AC;&#x201C; 38 Montgomery Street, Kogarah

Class 1 Appeal against deemed refusal of DA2018/0139 for the demolition of existing structures and construction of a 12/13 storey mixed use development comprising a residential flat building with 74 apartments over ground floor retail, basement car parking and landscaping.

Matter listed for hearing on 29 to 31 July and 1 August 2019.

Not completed

Applicant: Zeinab Hammoud Proceedings No. 2019/193210244 Connells Point Road, Connells Point

Class 2 Appeal regarding an Emergency Order 21 of the Local Government Act 1993 issued by the Respondent against the Applicant.

Matter listed for hearing on 16 January 2020.

Not completed

Applicant: Habib HamadeLocal Court Proceedings244 Connells Point Road, Connells Point

Local Court prosecution Matter listed for plea/ regarding failure to answer Notice mention on 24 September to Provide Information. 2019.

Applicant: Al Abrahim Proceedings No. 2018/317003505 â&#x20AC;&#x201C; 507 Rocky Point Road, Sans Souci

Class 1 Appeal against deemed refusal of DA 2018/0252 for the demolition of existing dwellings and ancillary structures and the construction of mixed use development over basement parking.

Matter listed for hearing on 20 and 21 January 2020.

Not completed

Applicant: Peter Thanos Proceedings No. 2018/36361831 and 31A Regent Street, Kogarah

Class 1 Appeal against deemed refusal of DA2018/0214 for the demolition of existing building and construction of a 16 room new generation boarding house comprising one ground floor commercial tenancy and a car park for five vehicles and four motorcycle spaces.

S34 Conference listed on 23 July 2019.

Not completed

Applicant: Adouni and Raad Pty Limited Proceedings No. 2018/369087143145 Rocky Point Road, Beverley Park

S34 Conference listed on Class 1 Appeal against deemed 31 July 2019. refusal of DA2018/0429 for the demolition of existing building and the construction of a residential flat building, basement car parking, landscaping and associated works.

Not completed

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Best Build NSW Pty Limited Proceedings No. 2018/3933493 Gray Street, Kogarah

Class 1 Appeal against deemed refusal of DA2018/0201 for the demolition of existing building and the construction of a 6 storey boarding house comprising 44 rooms including site manager room over basement car parking.

S34 Conference listed on 28 August 2019.

Not completed

Applicant: Futuristic Design Pty Limited Proceedings No. 2018/390589301 Kingsgrove Road, Kingsgrove

Class 1 Appeal against refusal of DA2017/0487 for the demolition of all structures and construction of a two-storey childcare centre for 47 children and basement car parking.

S34 Conference listed on 19 August 2019.

Not completed

Applicant: Erdogan Kasif Proceedings No. 2019/00975322 Empress Street, Hurstville

S34 Conference listed on Class 1 Appeal against deemed refusal of DA2018/0441 for partial 13 September 2019. demolition of existing structures and construction of a residential flat building containing six apartments with basement car parking.

Not completed

Applicant: Kosta Kostantopoulos Proceedings No. 2019/7080360 Park Street, Peakhurst

S34 Conference listed on Class 1 Appeal against deemed 1 November 2019. refusal of DA2018/0414 to demolish the existing building and erect a centre-based childcare facility.

Not completed

Applicant: Touma Carlton Pty Limited Proceedings No. 2019/150524253 â&#x20AC;&#x201C; 255 Princes Highway, Carlton

Class 1 Appeal against deemed refusal of DA2019/0116 for demolition of existing structures and construction of a six storey mixed use development.

S34 Conference listed on 30 January 2020.

Not completed

Applicant: A V Jennings SPV No 19 Pty Limited Proceedings No. 2019/1521302 â&#x20AC;&#x201C; 10 Palmerston St, Kogarah

S34 Conference listed on Class 1 Appeal against 1 November 2019. modification of Court granted consent on 20 September 2018 approving DA9/2017/112/1 subject to conditions, for the construction of a residential flat building comprising 51 units and six serviced apartments over three levels of basement parking for 63 cars. Modification is seeking construction of a mixed use building containing a ground floor retail shop and 11 residential floors comprising a total of 55 units and deletion of s7.13 contributions.

Not completed

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Maged Zaki Proceedings No. 2019/187513200 Hurstville Road, Oatley

Class 1 Appeal against refusal of DA 2018/0267 for alterations and additions to the existing two storey commercial building to facilitate a change of use to a centre-based childcare facility, external façade beautification works and landscaping.

S34 Conference listed on 21 January 2020.

Not completed

Applicant: Christopher Thomas Proceedings No. 2019/19184129 Penshurst Street, Penshurst

Class 1 Appeal Deemed refusal of DA2019/0160 for the partial demolition of the Penshurst Hotel and construction of a car park.

S34 Conference listed on 31 January 2020.

Not completed

Applicant: Telado Pty Limited Proceedings No. 2017/299079296 Forest Road and Diment Way, Hurstville

Applicant seeks s88K order for property rights in perpetuity over Council land known as Central Plaza. Applicant sought order for mediation which was refused by Court.

Evidence filed. Applicant’s Completed modification application to delete conditions requiring easements approved by SSPP. Matter discontinued. Applicant paid Council’s costs of $145,084.57.

Applicant: Samoan Church Proceedings No. 2019/43432977 Forest Road, Lugarno

Proceedings seeking leave to appeal Land and Environment Court decision of 12 December 2018.

Not Completed Applicant has sought leave to appeal against consent orders agreed in December. The issue of whether leave should be granted to appeal was listed for 31 May 2019 and was refused. We are currently seeking payment of Council’s costs.

Applicant: Christina King Local Court Proceedings 7 Isaac Street, Peakhurst

Local Court prosecution for no PCA signage erection and site fence down on ground.

Matter is listed on 24 September 2018 for hearing. Matter withdrawn for lack of evidence, no order as to costs.

Applicant: Mende Dimovski Local Court Proceedings 6 Loch Maree Crescent, Connells Point

Local Court prosecution for two offences of development without consent involving failure to display sign and storage of building materials on public road.

Completed Defendant pleaded not guilty. Matter fixed for hearing on 26 September 2018. Court found Mr Dimovski guilty and issued fines of $6,300 and $2,000 costs.

Completed

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Robert Stojanovski and Steven Stojanovski Proceedings No. 2018/9973934 Milsop and 47 Jersey Avenue, Mortdale

Class 4 proceedings commenced for unauthorised erection of structures and slabs, including habitation of structure at the premises.

Not Completed Respondent failed to comply with Court Orders dated 21 August 2018 requiring demolition of unauthorised structure. Contempt proceedings were listed for hearing on 15 April 2019. Sentencing hearing listed for 6 August 2019.

Petre Dimovski Local Court Proceedings 8 Kimberley Road, Hurstville

Local Court prosecution for unlawful tree removal.

Guilty plea entered and conviction recorded. On 5 December 2018, Magistrate Bartley fined the defendant $10,800 together with $10,000 Prosecutor’s costs.

Completed

Applicant: Jiongyao Lin and L Z Infinity Pty Limited Local Court Proceedings Shops 5 and 6, 309 Forest Road, Hurstville

Local Court prosecution for multiple breaches of the Food Act. Defendant has closed business and is unable to be located. Application for substituted service made.

Matter listed for a sentencing hearing on 4 July 2019.

Not Completed

Applicant: Nikolaos and Marianna Sykalos Proceedings No. 2018/215935220 – 226 Princes Highway, Kogarah Bay

Supreme Court appeal seeking transfer of ownership of public car park on corner of Princes Highway and Park Road to the plaintiffs as adjoining land owners allegedly pursuant to an historic Deed.

Completed Matter listed for formal mediation on 25 February 2019 before Mr Ian Cullinan. Proceedings have now been discontinued with an order to pay Council’s costs as agreed or assessed.

Applicant: Gavin McLennan Local Court Proceedings 24 Ballantyne Road, Mortdale

Local Court prosecution for development without consent – no sign erected showing PCA.

Matter listed for hearing on 19 October 2018. A Section 10 was recorded and the defendant was ordered to pay Council’s costs of $1500.

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Completed/not completed

Completed

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: W K Strong Pty Limited Proceedings No. 2018/227315, 2018/227316, 2018/227361 and 2018/227363 Applicant: Khaled Awada Proceedings No. 2018/227336111 Gungah Bay Road, Oatley

Class 5 appeals in relation to lopping and injuring trees and development not in accordance with development consent at 111 Gungah Bay Road, Oatley.

Completed Councilâ&#x20AC;&#x2122;s evidence in chief filed. W K Strong Pty Limited and Awada entered guilty pleas. The Defendants, W K Strong Pty Limited and Mr Khaled Awada, pleaded guilty to 5 offences. The Court found all offences proven, although did not impose a conviction against Mr Awada. The Court imposed penalties totalling $95,000.00 and awarded Council costs, as agreed or as assessed.

Applicant: Danny Noumeir Local Court Proceedings 20 Torrens Street, Blakehurst

Local Court prosecution for offences of development without consent involving non-compliant signage, non-compliant sediment and erosion controls, required documentation not being supplied to Council and a possible pollution incident with materials being tracked off the site.

Completed Matter was listed for hearing on 20 November 2018. On that occasion, defendant pleaded guilty to two PINs however Court found defendant guilty in relation to all three PINs.Defendant was ordered to pay $1,000 fine and $1,980 in costs with a 12 month bond.

Applicant: SAF Developments Pty Limited Local Court Proceedings 50 Queens Road, Connells Point

Local Court prosecution for development without consent involving unauthorised road closures, materials being stored on the road reserve area, defective/non-compliant sediment and erosion controls, defective non- compliant signage, defective tree protection facilities and allowing materials to enter the storm water system.

Not Completed Defendant has pleaded guilty to 4 offences. Matter fixed for hearing on sentence 14 June 2019 and has been listed for judgment on 25 October 2019.

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Austyle Projects Pty Limited Local Court Proceedings 46 Terry Street, Blakehurst

Local Court prosecution for offences of development without consent involving unauthorised road closures, materials being stored on the road/footpath reserve area and non-compliant signage.

Matter was listed in the Local Court for contested hearing on 1 February 2019. Defendant entered a late guilty plea and was ultimately fined $30,000 for DA breaches, $800.00 for the Roads Regulation contraventions and Council was awarded $3,000 in costs. Total amount payable by the Defendant is $33,800. Defendant appealed to the Land and Environment Court and later discontinued these proceedings.

Completed

Applicant: The Owners – Strata Plan 63227 Proceedings No. 2018/28254939 – 41 Park Road, Hurstville

Class 4 Appeal in relation to compliance with fire safety rules.

Orders made and works completed. Costs in the amount of $20,000 paid.

Completed

Applicant: East Quarter – to recover VPA funds Proceedings No. 2018/311231 East Quarter – 93 Forest Road, Hurstville

Class 4 proceedings commenced for non-payment of contributions under a Voluntary Planning Agreement for Stage 3 of East Quarter site.

Partial payments made in Completed October and December 2018. Respondent has agreed to Consent Orders to pay Council’s costs and finalise payment of all outstanding monies and obligations by 31 March 2019.

Applicant: WVB Constructions Pty Limited Local Court Proceedings 7 Elwin Street, Peakhurst

Local Court prosecution for construction out of hours.

Matter listed for hearing on 16 November 2018. Defendant was found guilty and ordered to pay fine of $5,250 and costs of $1,980.

Completed

Applicant: Cane Krstevski Local Court Proceedings 41 Lansdowne Parade, Oatley

Local Court prosecution for failure to display signage as required by Clause 46 of a development consent.

Matter listed for hearing on 27 November 2018. Defendant was given a Section 10 bond.

Completed

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Completed/not completed

Applicant: Ahmad Hijazi Local Court Proceedings 18 Riversdale Avenue, Connells Point

Local Court prosecution for development carried out not in accordance with consent.

Matter listed for mention on 6 August 2019.

Not completed

Applicant: Ross Mitchell Local Court ProceedingsParking matter

Local Court prosecution in relation to a parking matter.

Matter listed for plea or mention on 21 February 2019. The Defendant entered a guilty plea and sought a Section 10 which was granted by the Magistrate.

Completed

Applicant: Wen Yang Proceedings No. 2019/980693/438 Forest Road, Hurstville

Class 1 Appeal in relation to failure of the owner to comply with a Brothel Closure Order dated 29 March 2019 to cease the use of the premises.

Matter listed for first directions on 24 July 2019.

Not Completed

Applicant: Wen Yang Proceedings No. 2019/980693/438 Forest Road, Hurstville

Class 4 proceedings to cease use Matter listed for directions of premises as a brothel. on 15 November 2019.

Not Completed

Applicant: Stephen Ivanov Local Court Proceedings Unregistered dog

Local Court prosecution for companion animal not registered.

Matter listed for a contested hearing on 26 and 29 July 2019.

Not Completed

Applicant: Raw Constructions Pty Limited Local Court Proceedings Pollute waters

Local Court prosecution for pollution of water.

Completed Matter listed for hearing on 23 April 2019. The Defendant was fine $4,500 and ordered to pay $1,000 costs.

Applicant: Christina Jamieson Complaint to the Anti-Discrimination Board of New South Wales

Complaint against Hurstville Aquatic and Leisure Centre

Matter resolved following conciliation.

Applicant: Fusion NSW Pty Limited Local Court Proceedings 27 â&#x20AC;&#x201C; 29 Andover Street, Carlton

Local Court prosecution for development not in accordance with consent.

Completed Matter listed for sentencing on 6 June 2019. The Defendant was fined $20,000 and ordered to pay $500 costs.

Applicant: Samantha Micallef Local Court Proceedings 14 Myers Street, Sans Souci

Local Court appeal against Councilâ&#x20AC;&#x2122;s dangerous dog declaration.

Matter withdrawn on legal technicality.

Completed

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Applicant/Proceedings Number/ Property Address

Description of Matter

Status at 30/6/2019

Applicant: Michael Conis Local Court Proceedings Bunyala Street, Carss Park

Local Court prosecution for depositing litter from vehicle.

Completed. Matter listed for first mention on 13 June 2019. The Defendant agreed to pay the fine and the offence was withdrawn.

Applicant: Alan Frederick Goddard Proceedings No. 2018/366019297 Rocky Point Road, Sans Souci

Class 4 proceedings commenced for hoarding at property.

Matter listed for an on-site Not completed mediation on 1 August 2019 and hearing on 2 and 3 September 2019.Prepared for: Georges River Council

THE YEAR AHEAD PENSHURST PARK MASTERPLAN STAGE 2 We prepared designs for Stage 2 of the Penshurst Park Sporting Hub in 2018/2019 and issued these for tender in September 2019. Stage 2 will include construction of a youth centre, grandstand, amenities building, playground, synthetic sports field and car park upgrades. We expect work to commence in early 2020 and for them to take 18 months.

POULTON PARK SYNTHETIC FIELDS The design and construction of Poulton Park Synthetic Fields began in 2018/2019 and will be completed in February 2020. The $2.4 million project is funded by the NSW Governmentâ&#x20AC;&#x2122;s Stronger Community Fund and our Domestic Waste Reserve as the former tip site required remediation.

SMART CITIES ROUND 2 We will open three ChillOut hubs in the Mortdale, Belgrave Street, Kogarah and Timothy Reserve, Hurstville. These are part funded under a Commonwealth Funded Smart Cities and Suburbs Grant and our Place Making Program. These hubs will include street art and greenery.

CITY REPUTATION STRATEGY Our City Reputation Strategy, due in early 2020, will help to create a brand and identity for Georges River and identify its unique value proposition, which will be used to promote and encourage investment.

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Completed/not completed

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

ChillOUT

Chill Out Hub - Artists impression

Smart Social Spaces

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A leading, people-focused organisation delivering outstanding results for our community and city.

GEORGES RIVER COUNCIL ANNUAL GEORGES RIVER COUNCIL ANNUALREPORT REPORT 2018/2019 2017/2018

CHAPTER 7

FINANCES

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Georges River Council ANNUAL FINANCIAL STATEMENTS for the year ended 30 June 2019

A leading, people-focused organisation delivering outstanding results for our community and city.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

GENERAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2019

A leading, people-focused organisation delivering outstanding results for our community and city.

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Georges River Council

Financial Statements 2019

General Purpose Financial Statements for the year ended 30 June 2019 §MainTOC§

Contents

Page

1. Understanding Council's Financial Statements

2. Statement by Councillors & Management

3. Primary Financial Statements: 5 6 7 8 9

Income Statement Statement of Comprehensive Income Statement of Financial Position Statement of Changes in Equity Statement of Cash Flows

4. Notes to the Financial Statements

5. Independent Auditor’s Reports: 73

On the Financial Statements (Sect 417 [2])

Overview Georges River Council is constituted under the Local Government Act 1993 (NSW) and has its principal place of business at: Corner MacMahon and Dora Streets Hurstville NSW 2220 Council’s guiding principles are detailed in Chapter 3 of the LGA and includes: • • • • •

principles principles principles principles principles

applying to the exercise of functions generally by council, to be applied when making decisions, of community participation, of sound financial management, and for strategic planning relating to the development of an integrated planning and reporting framework.

A description of the nature of Council’s operations and its principal activities are provided in Note 2(b). Through the use of the internet, we have ensured that our reporting is timely, complete and available at minimum cost. All press releases, financial statements and other information are publicly available on our website: www.georgesriver.nsw.gov.au

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

Financial Statements 2019

General Purpose Financial Statements for the year ended 30 June 2019

Understanding Council's Financial Statements §Note/Subtotal§ §Subnote§

Introduction Each year, individual Local Governments across NSW are required to present a set of audited financial statements to their council and community. What you will find in the Statements The financial statements set out the financial performance, financial position and cash flows of Council for the financial year ended 30 June 2019. The format of the financial statements is standard across all NSW Councils and complies with both the accounting and reporting requirements of Australian Accounting Standards and requirements as set down by the Office of Local Government. About the Councillor/Management Statement The financial statements must be certified by senior staff as ‘presenting fairly’ the Council’s financial results for the year and are required to be adopted by Council – ensuring both responsibility for and ownership of the financial statements. About the Primary Financial Statements The financial statements incorporate five "primary" financial statements: 1. The Income Statement Summarises Council's financial performance for the year, listing all income and expenses. This statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred. 2. The Statement of Comprehensive Income Primarily records changes in the fair value of Council's infrastructure, property, plant and equipment. 3. The Statement of Financial Position A 30 June snapshot of Council's financial position indicating its assets, liabilities and “net wealth”. 4. The Statement of Changes in Equity The overall change for the year (in dollars) of Council's "net wealth". 5. The Statement of Cash Flows Indicates where Council's cash came from and where it was spent. This statement also displays Council's original adopted budget to provide a comparison between what was projected and what actually occurred. About the Notes to the Financial Statements The Notes to the Financial Statements provide greater detail and additional information on the five primary financial statements. About the Auditor's Reports Council’s financial statements are required to be audited by the NSW Audit Office. In NSW the auditor provides 2 audit reports: 1. an opinion on whether the financial statements present fairly the Council’s financial performance and position, and 2. their observations on the conduct of the audit, including commentary on the Council’s financial performance and financial position. Who uses the Financial Statements? The financial statements are publicly available documents and must be presented at a Council meeting between seven days and five weeks after the date of the audit report. The public can make submissions to Council up to seven days subsequent to the public presentation of the financial statements. Council is required to forward an audited set of financial statements to the Office of Local Government. Page 3 of 73

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Financial Statements 2019

Georges River Council General Purpose Financial Statements for the year ended 30 June 2019

Statement by Councillors and Management made pursuant to Section 413(2)(c) of the Local Government Act 1993 (NSW) (as amended) The attached General Purpose Financial Statements have been prepared in accordance with:

the Local Government Act 1993 (NSW) (as amended) and the regulations made thereunder, the Australian Accounting Standards and other pronouncements of the Australian Accounting Standards Board the Local Government Code of Accounting Practice and Financial Reporting. To the best of our knowledge and belief, these statements:

present fairly the Council's operating result and financial position for the year accord with Council's accounting and other records. We are not aware of any matter that would render these statements false or misleading in any way. Signed in accordance with a resolution of Council made on 23 September 2019.

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23 September 2019

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Councillor 23 September 2019

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David Tuxford General Manager 23 September 2019

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Responsible Accounting Officer

23 September 2019

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Income Statement

for the year ended 30 June 2019 §Statement§

Original unaudited budget 2019

93,439 14,606 5,626 9,042 8,132 14,613 1,052 –

146,510 58,730 96 42,976 19,481 21,346 –

142,629 3,881

3,881 3,881

(10,732) (1)

Actual 2019

Actual 2018 1

93,795 14,654 5,891 11,899 10,141 36,304

90,314 14,797 6,466 8,668 8,433 23,128

550 –

681 1,455

173,234

153,942

Total expenses from continuing operations

56,508 74 42,454 19,557 21,363 243

54,722 90 39,332 18,434 19,005 –

140,199

131,583

Operating result from continuing operations

33,035

22,359

33,035

22,359

Net operating result attributable to council

33,035

22,359

Net operating result for the year before grants and contributions provided for capital purposes

(3,269)

(769)

$ '000

Notes

Income from continuing operations Revenue:

Rates and annual charges User charges and fees Interest and investment revenue Other revenues Grants and contributions provided for operating purposes Grants and contributions provided for capital purposes

3a 3b 3c 3d 3e,3f 3e,3f

Other income:

Net gains from the disposal of assets Fair value increment on investment properties

5 10

Total income from continuing operations Expenses from continuing operations

Employee benefits and on-costs Borrowing costs Materials and contracts Depreciation and amortisation Other expenses Fair value decrement on investment properties

4a 4b 4c 4d 4e 10

Net operating result for the year

The Council has not restated comparatives when initially applying AASB 9. The comparative information has been prepared under AASB 139 Financial Instruments: Recognition and Measurement

The above Income Statement should be read in conjunction with the accompanying notes.

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Financial Statements 2019

Georges River Council Statement of Comprehensive Income for the year ended 30 June 2019 ยงNote/Subtotalยง ยงSubnoteยง

$ '000

2019

Notes

Net operating result for the year (as per Income Statement)

2018

33,035

22,359

80,617

10,519

80,617

10,519

80,617

10,519

113,652

32,878

113,652

32,878

Other comprehensive income:

Amounts which will not be reclassified subsequently to the operating result Gain (loss) on revaluation of IPP&E Total items which will not be reclassified subsequently to the operating result

Total other comprehensive income for the period

Total comprehensive income for the year Total comprehensive income attributable to Council (1)

The Council has not restated comparatives when initially applying AASB 9. The comparative information has been prepared under AASB 139 Financial Instruments: Recognition and Measurement

The above Statement of Comprehensive Income should be read in conjunction with the accompanying notes.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Statement of Financial Position as at 30 June 2019 ยงStatementยง

$ '000

ASSETS Current assets

Cash and cash equivalent assets Investments Receivables Inventories Other

Notes

2019

2018

18,211 108,502 10,169 155 455

16,509 107,988 11,273 126 514

137,492

136,410

Total non-current assets

40,000 1,366,709 17,660 1,362

57,541 1,234,259 17,800 1,839

1,425,731

1,311,439

TOTAL ASSETS

1,563,223

1,447,849

23,492 596 500 14,262

22,072 358 500 13,668

38,850

36,598

1,125 431

1,625 461

1,556

2,086

40,406

38,684

1,522,817

1,409,165

1,419,106 103,711

1,386,071 23,094

1,522,817

1,409,165

1,522,817

1,409,165

6(a) 6(b) 7 8a 8b

Total current assets Non-current assets

Investments Infrastructure, property, plant and equipment Investment property Intangible assets

LIABILITIES Current liabilities

Payables Income received in advance Borrowings Provisions

6(b) 9 10a 11

12 12 12 13

Total current liabilities Non-current liabilities Borrowings Provisions

12 13

Total non-current liabilities TOTAL LIABILITIES

Net assets EQUITY

Accumulated surplus Revaluation reserves

14a 14a

Council equity interest

Total equity (1)

The Council has not restated comparatives when initially applying AASB 9. The comparative information has been prepared under AASB 139 Financial Instruments: Recognition and Measurement

The above Statement of Financial Position should be read in conjunction with the accompanying notes.

Page 7 of 73

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258 9

Notes

1,419,106

103,711

80,617

33,035

80,617

–

23,094

–

33,035

1,386,071

2019 IPP&E Accumulated revaluation reserve surplus

1,522,817

113,652

80,617

33,035

1,409,165

Total equity

1,386,071

22,359

–

22,359

1,363,712

23,094

10,519

–

12,575

2018 1 IPP&E Accumulated revaluation reserve surplus

1,409,165

32,878

10,519

22,359

1,376,287

Total equity

Financial Statements 2019

Page 8 of 73

The Council has not restated comparatives when initially applying AASB 9. The comparative information has been prepared under AASB 139 Financial Instruments: Recognition and Measurement

The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.

(1)

Equity – balance at end of the reporting period

Total comprehensive income

– Gain (loss) on revaluation of IPP&E Other comprehensive income

Other comprehensive income

Net operating result for the year

Opening balance

$ '000

§Note/Subtotal§ §Subnote§

for the year ended 30 June 2019

Statement of Changes in Equity

Georges River Council

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Statement of Cash Flows for the year ended 30 June 2019 §Statement§

Original unaudited budget 2019

93,126 14,605 5,626 22,608 – 8,950 (59,470) (41,609) (96) – (21,423)

22,317

– 1,052 – – (28,142) –

(27,090)

(500)

(500) (5,273) 25,000

19,727 157,528

177,255

Actual 2019

Actual 2018

Rates and annual charges User charges and fees Investment and interest revenue received Grants and contributions Bonds, deposits and retention amounts received Other

93,684 13,538 5,669 46,936 2,286 12,026

89,381 15,622 5,529 32,365 2,546 16,679

Employee benefits and on-costs Materials and contracts Borrowing costs Bonds, deposits and retention amounts refunded Other

(57,741) (43,418) (74) – (21,198)

(53,298) (43,665) (90) (938) (21,240)

51,708

42,891

65,839 3,504

47,519 1,288

(48,500) (103) (70,266) 20

(64,553) – (35,948) –

(49,506)

(51,694)

$ '000

Notes

Cash flows from operating activities Receipts

Payments

Net cash provided (or used in) operating activities

15b

Cash flows from investing activities Receipts

Sale of investment securities Sale of infrastructure, property, plant and equipment

Payments Purchase Purchase Purchase Purchase

of of of of

investment securities investment property infrastructure, property, plant and equipment intangible assets

Net cash provided (or used in) investing activities Cash flows from financing activities Payments Repayment of borrowings and advances

Net cash flow provided (used in) financing activities

(500)

Net increase/(decrease) in cash and cash equivalents

1,702

(9,303)

16,509

25,812

18,211

16,509

148,502

165,529

Plus: cash and cash equivalents – beginning of year

Cash and cash equivalents – end of the year Additional Information: plus: Investments on hand – end of year

15a 15a

6(b)

Total cash, cash equivalents and investments

166,713

182,038

The above Statement of Cash Flows should be read in conjunction with the accompanying notes.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Contents of the Notes accompanying the Financial Statements §NotesTable§

Note

Details

Page

Basis of preparation

2(a) 2(b)

Council functions/activities – financial information Council functions/activities – component descriptions

Income from continuing operations

4 5

Expenses from continuing operations Gains or losses from the disposal, replacement and de-recognition of assets

23 27

6(a)

Cash and cash equivalent assets

6(b)

Investments

6(c)

Restricted cash, cash equivalents and investments – details

28 30

Receivables

Inventories and other assets

Infrastructure, property, plant and equipment

Investment property

Intangible assets

Payables and borrowings

Provisions

Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors

Statement of cash flows – additional information

Commitments

Contingencies and other assets/liabilities not recognised

Financial risk management

Material budget variations

Fair Value Measurement

Related Party Transactions

Statement of developer contributions

23(a)

Statement of performance measures – consolidated results

Additional Council disclosures (unaudited) 23(b)

Statement of performance measures – consolidated results (graphs)

Council information and contact details

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 1. Basis of preparation §Note/Subtotal§ §Subnote§

These financial statements were authorised for issue by Council on 23 September 2019. Council has the power to amend and reissue these financial statements. The principal accounting policies adopted in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

Basis of preparation

These general purpose financial statements have been prepared in accordance with Australian Accounting Standards and Australian Accounting Interpretations, the Local Government Act 1993 (NSW) and Regulations, and the Local Government Code of Accounting Practice and Financial Reporting. Council is a not for-profit entity. The financial statements are presented in Australian dollars and are rounded to the nearest thousand dollars. Unless otherwise indicated, all amounts disclosed in the financial statements are actual amounts. Specific budgetary amounts have been included for comparative analysis (to actuals) in the following reports and notes: • • •

Income statement Statement of cash flows Note 19 – Material budget variations

and are clearly marked.

(a)

New and amended standards adopted by Council

During the year, Council adopted all standards which were mandatorily effective for the first time at 30 June 2019. Those newly adopted standards which had an impact on reported position, performance and/or disclosures have been discussed in Note 14.

(b) Historical cost convention These financial statements have been prepared under the historical cost convention, as modified by the revaluation of certain financial assets and liabilities and certain classes of infrastructure, property, plant and equipment and investment property.

(c)

Significant accounting estimates and judgements

The preparation of financial statements requires the use of certain critical accounting estimates. It also requires management to exercise its judgement in the process of applying the Council's accounting policies. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that may have a financial impact on the Council and that are believed to be reasonable under the circumstances. Critical accounting estimates and assumptions Council makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The estimates and assumptions that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next financial year include: (i) estimated fair values of investment properties – refer Note 10; (ii) estimated fair values of infrastructure, property, plant and equipment – refer Note 9; (iii) employee benefit provisions – refer Note 13. Significant judgements in applying the council's accounting policies (i) Impairment of receivables

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 1. Basis of preparation (continued) Council has made a significant judgement about the impairment of a number of its receivables – refer Note 7.

Monies and other assets received by Council (a) The Consolidated Fund In accordance with the provisions of Section 409(1) of the Local Government Act 1993 (NSW), all money and property received by Council is held in the Council’s Consolidated Fund unless it is required to be held in the Council’s Trust Fund. Cash and other assets of the following entities have been included as part of the Consolidated Fund: ◾

General purpose operations

Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of associated GST, unless the GST incurred is not recoverable from the taxation authority. In this case it is recognised as part of the cost of acquisition of the asset or as part of the expense. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to the taxation authority is included with other receivables or payables in the Statement of Financial Position. Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities that are recoverable from, or payable to, the taxation authority are presented as operating cash flows.

New accounting standards and interpretations issued not yet effective New accounting standards and interpretations issued but not yet effective Certain new accounting standards and interpretations have been published that are not mandatory for 30 June 2019 reporting periods (and which have not been adopted early by Council). As at the date of authorisation of these financial statements, Council does not consider that any of those standards are likely to have a material impact on the Council's future financial statements, financial position, financial performance or cash flows. AASB 16 Leases AASB 16 will result (for YE 19/20 and beyond) in almost all operating leases being recognised on the balance sheet by Council (alongside existing finance leases) with the distinction between operating and finance leases removed. Under the new standard, a financial liability (ie. a lease liability) and an asset (ie. a right to use the leased item) will be recognised for nearly all arrangements where Council commits itself to paying a rental fee for the use of a specific asset. The only exceptions are short-term and low-value leases which are exempt from the accounting (but not disclosure) requirements of AASB 16 - Leases. Council staff have reviewed all of the council’s existing operating leasing arrangements that are in place as of 30/6/2019 and have determined that only the office equipment leases fall within the scope of the standard. The majority of office equipment leases are low-value leases that carry fair values of less than $5,000 each and are therefore exempt under the low-value exemption. It is therefore believed that the provision of this standard will apply to only the items outside the low-value threshold. The value of the assets affected by this change is not material and hence Council does not expect any significant impact in the financial statements. Council’s activities as a lessor are not material and hence Council does not expect any significant impact on the financial statements. However, some additional disclosures will be required from next year.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 1. Basis of preparation (continued)

AASB 15 Revenue from Contracts with Customers and associated amending standards. AASB15 introduces a five-step process for revenue recognition, with the core principle of the new standard being for entities to recognise revenue to depict the transfer of goods or services to customers in amounts that reflect the consideration (that is, payment) to which the entity expects to be entitled in exchange for those goods or services. Accounting policy changes will arise in the timing of revenue recognition, treatment of contracts costs and contracts which contain a financing element. Council has assessed each revenue stream but particular impact is expected for grant income and rates which are paid before the commencement of the rating period. The changes in revenue recognition requirements in AASB15 may cause changes to the timing and amount of revenue recorded in the financial statements as well as additional disclosures. AASB15 will not have a material impact on the financial statements of Council as the existing contractual arrangements do not meet the “sufficiently specific” criteria in AASB15. AASB 1058 Income of NFP Entities AASB 1058 supersedes all the income recognition requirements relating to councils, previously in AASB 1004 Contributions. Under AASB 1058 the future timing of income recognition will depend on whether the transaction gives rise to a liability or other performance obligation (a promise to transfer a good or service) related to an asset (such as cash or another asset) received by an entity. Upon initial recognition of the asset, this standard requires council to consider whether any other financial statement elements (called ‘related amounts’) should be recognised in accordance with the applicable accounting standard, such as: (a) contributions by owners (b) revenue, or a contract liability arising from a contract with a customer (c) a lease liability (d) a financial instrument, or (e) a provision. If the transaction is a transfer of a financial asset to enable council to acquire or construct a recognisable non-financial asset to be controlled by council (i.e. an in-substance acquisition of a non-financial asset), the council recognises a liability for the excess of the fair value of the transfer over any related amounts recognised. Council will then recognise income as it satisfies its obligations under the transfer similarly to income recognition in relation to performance obligations under AASB 15. If the transaction does not enable council to acquire or construct a recognisable non-financial asset to be controlled by council, then any excess of the initial carrying amount of the recognised asset over the related amounts is recognised as income. The specific impacts of AASB1058 for Council are expected to be in relation to capital grants and contributions. Council will recognise a liability for the cash or other financial assets received. Income will be recognised when (or as) the obligations under the transfers are satisfied. For any isolated instances where the receipt of a grant satisfies the stringent requirements of AASB1058, Council will record the amount received in excess of the fair value of the asset as a liability and recognise that portion as income during the period of construction of the asset.

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263

264

Total functions and activities

A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE QUALITY, WELL PLANNED DEVELOPMENT A DIVERSE AND PRODUCTIVE ECONOMY A PROTECTED ENVIRONMENT AND GREEN OPEN SPACES LEADERSHIP AND TRANSPARENCY ACTIVE AND ACCESSIBLE PLACES AND SPACES

Functions or activities

$ '000

§Note/Subtotal§ §Subnote§

24,474 29,314 71,923 10,442

32,409

34,530

74,122 16,695

153,939

3,902

3,454

173,234

13,884

12,024

Income from continuing operations 2019 2018

140,199

44,411 24,860

34,227

5,523

7,471

23,707

131,580

44,708 22,053

32,264

3,871

6,164

22,520

Expenses from continuing operations 2019 2018

33,035

29,711 (8,165)

303

26,886

(4,017)

(11,683)

22,359

27,215 (11,611)

(2,950)

20,603

(2,262)

(8,636)

Operating result from continuing operations 2019 2018

21,951

5,438 6,199

6,192

780

–

3,342

11,999

4,892 2,322

2,505

–

2,275

Grants included in income from continuing operations 2019 2018

Income, expenses and assets have been directly attributed to the following functions or activities. Details of those functions or activities are provided in Note 2(b).

Note 2(a). Council functions/activities – financial information

for the year ended 30 June 2019

Notes to the Financial Statements

Georges River Council

1,563,223

30,813 1,298,588

104,990

37,834

80,901

10,097

1,447,849

38,833 1,173,294

95,521

56,256

75,641

8,304

Total assets held (current and non-current) 2019 2018

Financial Statements 2019 WWW.GEORGESRIVER.NSW.GOV. AU

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 2(b). Council functions/activities - component descriptions §Note/Subtotal§ §Subnote§

Details relating to the Council’s functions/activities as reported in Note 2(a) are as follows:

A HARMONIOUS AND PROUD COMMUNITY WITH STRONG SOCIAL SERVICES AND INFRASTRUCTURE • • • • •

We create and support events that celebrate community and cultural identity and benefit the economy. Affordable and quality housing options are available. The community is socially and culturally connected. Diverse, vibrant community facilities and spaces are connected, well maintained and accessible. The community is safe and healthy.

QUALITY, WELL PLANNED DEVELOPMENT • • •

Sustainable development delivers better amenity and liveability of the community and the environment. The community helps to plan the LGA’s future. Council-led development and assets provide quality, long-term benefits to everyone.

A DIVERSE AND PRODUCTIVE ECONOMY • • •

Local businesses are supported to help protect jobs and create employment opportunities. Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth. The ambitions for Hurstville and Kogarah as strategic centres are realised.

A PROTECTED ENVIRONMENT AND GREEN OPEN SPACES • • • •

Council’s environmentally sustainable practices inspire everyone to protect and nurture the natural environment. The LGA’s waterways are healthy and accessible. Everyone has access to beautiful parks and open spaces. Local heritage is protected and promoted.

LEADERSHIP AND TRANSPARENCY • • • • • •

The community is involved and listened to. Open, informed and transparent decision-making supports the interests of the community. Leadership focuses on innovation and improving the customer experience. Council’s assets and resources are managed responsibly and with accountability. The workforce is inspiring, diverse and engaged. Council has a regional-approach to service delivery and facilities.

ACTIVE AND ACCESSIBLE PLACES AND SPACES • • • •

The LGA has a range of transport options to connect people, goods and businesses. Roads, footpaths and cycleways are safe, accessible and free of congestion. Everyone, including people with disability, navigates the LGA in safety. Everyone has access to a range of active and passive recreation facilities.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 3. Income from continuing operations §Note/Subtotal§ §Subnote§

$ '000

2019

2018

56,997 9,629 (1,680)

55,433 9,492 (1,751)

64,946

63,174

(a) Rates and annual charges Ordinary rates

Residential Business Less: pensioner rebates

Rates levied to ratepayers Pensioner rate subsidies received

Total ordinary rates

714

710

65,660

63,884

Special rates

Town improvement

Rates levied to ratepayers

648

617

648

617

Total special rates

648

617

24,917 1,178 1,704 90 (698)

23,325 1,170 1,635 88 (700)

27,191

25,518

Annual charges (pursuant to s.496, s.496A, s.496B, s.501 & s.611)

Domestic waste management services Stormwater management services Waste management services (non-domestic) Section 611 charges Less: pensioner rebates

Annual charges levied

Pensioner subsidies received: – Domestic waste management

Total annual charges

TOTAL RATES AND ANNUAL CHARGES

296

295

27,487

25,813

93,795

90,314

Council has used 2016 year valuations provided by the NSW Valuer General in calculating its rates.

Accounting policy for rates and charges

Rates and annual charges are recognised as revenue when the Council obtains control over the assets comprising these receipts. Pensioner rebates relate to reductions in rates and certain annual charges for eligible pensioners’ place of residence in the local government council area that are not subsidised by the NSW Government. Pensioner rate subsidies are received from the NSW Government to provide a contribution towards the pensioner rebates. Control over assets acquired from rates and annual charges is obtained at the commencement of the rating year as it is an enforceable debt linked to the rateable property or, where earlier, upon receipt of the rates.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 3. Income from continuing operations (continued) §Note/Subtotal§

$ '000

2019

2018

(b) User charges and fees Specific user charges (per s.502 - specific 'actual use' charges)

Waste management services (non-domestic)

(i) Fees and charges – statutory and regulatory functions (per s.608) Planning and building regulation Regulatory fees Section 10.7 certificates (EP&A Act) Section 603 certificates Total fees and charges – statutory/regulatory

3,561 508 294 150 4,513

4,320 546 350 172 5,388

(ii) Fees and charges – other (incl. general user charges (per s.608)) Child care Leaseback fees – Council vehicles Leisure centre Restoration charges Community services Golf course Library Parks income Public halls Tennis courts Other - Jubilee oval ticket sales Other Total fees and charges – other

2,302 493 1,806 1,494 1 705 70 684 798 107 1,274 336 10,070

3,817 488 1,729 912 6 650 86 577 680 108 139 136 9,328

14,654

14,797

Total specific user charges

Other user charges and fees

TOTAL USER CHARGES AND FEES Accounting policy for user charges and fees

User charges and fees are recognised as revenue when the service has been provided.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 3. Income from continuing operations (continued) §Note/Subtotal§

$ '000

2019

2018

182 5,336

200 5,880

(c) Interest and investment revenue (including losses) Interest on financial assets measured at amortised cost – Overdue rates and annual charges (incl. special purpose rates) – Cash and investments Fair value adjustments – Movements in investments at fair value through profit and loss

TOTAL INTEREST AND INVESTMENT REVENUE

373

386

5,891

6,466

129 2,486

200 2,743

1,824 338 587 64 – 2

2,220 – 556 70 36 3

461

638

5,891

6,466

Interest revenue is attributable to:

Unrestricted investments/financial assets: Overdue rates and annual charges (general fund) General Council cash and investments Restricted investments/funds – external: Development contributions – Section 7.11 – Section 7.4 VPAs Domestic waste management operations Other externally restricted assets Town Improvement Rates Other externally restricted assets LIRS Jubilee Park Other externally restricted assets Stormwater Management Restricted investments/funds – internal: Internally restricted assets

Total interest and investment revenue

Accounting policy for interest and investment revenue

Interest income is recognised using the effective interest rate at the date that interest is earned.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 3. Income from continuing operations (continued) §Note/Subtotal§

$ '000

Notes

2019

2018

1,821 2,825 2 545 4,135 224 900 402 270 166 609

1,712 2,318 – 476 2,445 53 351 87 454 171 601

11,899

8,668

(d) Other revenues Rental income – investment property Rental income – other council properties Ex gratia rates Fines Fines – parking Legal fees recovery – rates and charges (extra charges) Legal fees recovery – other Commissions and agency fees Insurance claims recoveries Sponsorships Other

TOTAL OTHER REVENUE

Accounting policy for other revenue

Council recognises revenue when the amount of revenue can be reliably measured, it is probable that future economic benefits will flow to the Council and specific criteria have been met for each of the Council’s activities as described below. Council bases its estimates on historical results, taking into consideration the type of customer, the type of transaction and the specifics of each arrangement. Fine income is recognised as revenue when payment is received from the Office of State Revenue or the fine recipient. Rental income is accounted for on a straight-line basis over the lease term. Miscellaneous sales are recognised when physical possession has transferred to the customer which is deemed to be the point of transfer of risks and rewards. Other revenue is recorded when the payment is due, the value of the payment is notified, or the payment is received, whichever occurs first.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 3. Income from continuing operations (continued) §Note/Subtotal§

$ '000

Operating 2019

Operating 2018

Capital 2019

Capital 2018

2,236

2,044

–

(e) Grants General purpose (untied)

Current year allocation Financial assistance Payment in advance - future year allocation Financial assistance

Total general purpose Specific purpose

Child care Environmental programs Library LIRS subsidy Street lighting Transport (roads to recovery) Transport (other roads and bridges funding) Waste management Parks Stronger communities fund Community services Other

Total specific purpose

Total grants Grant revenue is attributable to: – Commonwealth funding – State funding – Other funding

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2,320

2,131

–

4,556

4,175

–

2,794 – 289 81 335 – 17 155 191 – 44 1,076

1,596 – 277 93 328 1,000 – 152 – – 121 73

– 75 81 – – – 81 – 1,304 9,500 110 250

– 932 101 – – – 210 – 1,787 – 146 5

4,982

3,640

11,401

3,181

9,538

7,815

11,401

3,181

2,961 6,577 –

6,735 1,080 –

375 10,602 424

1,110 2,071 –

9,538

7,815

11,401

3,181

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 3. Income from continuing operations (continued) §Note/Subtotal§

Operating 2019

Operating 2018

Capital 2019

Capital 2018

– –

– 32

6,888 8,766

4,670 13,673

–

15,654

18,343

–

15,654

18,343

Total other contributions – cash

– 476 127 – – –

– 466 91 – 29 –

18 851 16 8,114 – 250

29 1,253 38 – – 284

603

586

9,249

1,604

Total other contributions

603

586

9,249

1,604

603

618

24,903

19,947

10,141

8,433

36,304

23,128

$ '000

Notes

(f) Contributions Developer contributions: (s7.4 & s7.11 - EP&A Act, s64 of the LGA): Cash contributions S 7.4 – contributions using planning agreements S 7.11 – contributions towards amenities/services

Total developer contributions – cash Total developer contributions

Other contributions:

Cash contributions Kerb and gutter RMS contributions (regional roads, block grant) Other Developer constructed assets Contributions to legal and consultant fees Parks – contribution by sporting club

Total contributions TOTAL GRANTS AND CONTRIBUTIONS Accounting policy for grants and contributions

Control over grants and contributions is normally obtained upon their receipt (or acquittal) and is valued at the fair value of the granted or contributed asset at the date of transfer. Where grants or contributions recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner, or used over a particular period, and those conditions were un-discharged at reporting date, the unused grant or contribution is disclosed below. Council has obligations to provide facilities from contribution revenues levied on developers under the provisions of sections 7.4, 7.11 and 7.12 of the Environmental Planning and Assessment Act 1979. While Council generally incorporates these amounts as part of a Development Consents Order, such developer contributions are only recognised as income upon receipt by Council, due to the possibility that individual development consents may not be acted upon by the applicant and, accordingly, would not be payable to Council. Developer contributions may only be expended for the purposes for which the contributions were required, but the Council may apply contributions according to the priorities established in work schedules A liability is recognised in respect of revenue that is reciprocal in nature to the extent that the requisite service has not been provided at reporting date. The developer constructed asset of $8.1m in 2018/19 was a contribution of land in lieu of a cash VPA contribution. Australis Asset Advisory Group performed an independent valuation of the land as at 30 June 2019.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 3. Income from continuing operations (continued) §Note/Subtotal§

$ '000

2019

2018

(g) Unspent grants and contributions Certain grants and contributions are obtained by Council on condition that they be spent in a specified manner: Operating grants

Unexpended at the close of the previous reporting period Add: operating grants recognised in the current period but not yet spent Add: operating grants received for the provision of goods and services in a future period Less: operating grants recognised in a previous reporting period now spent

Unexpended and held as restricted assets (operating grants) Capital grants

Unexpended at the close of the previous reporting period Add: capital grants recognised in the current period but not yet spent Add: capital grants received for the provision of goods and services in a future period Less: capital grants recognised in a previous reporting period now spent

Unexpended and held as restricted assets (capital grants) Contributions

Unexpended at the close of the previous reporting period Add: contributions recognised in the current period but not yet spent Less: contributions recognised in a previous reporting period now spent

Unexpended and held as restricted assets (contributions) (1)

(1)

670 625 –

853 126 –

(374)

(309)

921

670

2,844 81 –

923 269 1,815

(2,128)

(163)

797

2,844

70,400 17,379 (12,117)

58,328 20,869 (8,797)

75,662

70,400

Council has adjusted the 2018 amount to include Section 7.4 contributions of $4.9m that were not disclosed in Note 3(g) in the General Purpose Financial Statements for the year ended 30 June 2018.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 4. Expenses from continuing operations §Note/Subtotal§ §Subnote§

$ '000

2019

2018

Total employee costs

45,043 164 413 5,552 4,076 1,019 766 94 668 –

41,915 1,055 355 5,539 3,748 1,067 1,472 237 463 53

57,795

55,904

Less: capitalised costs

(1,287)

(1,182)

56,508

54,722

567

565

(a) Employee benefits and on-costs Salaries and wages Employee termination costs (where material – other than vested leave paid) Travel expenses Employee leave entitlements (ELE) Superannuation Superannuation – defined benefit plans Workers’ compensation insurance Fringe benefit tax (FBT) Training costs (other than salaries and wages) Other

TOTAL EMPLOYEE COSTS EXPENSED Number of ‘full-time equivalent’ employees (FTE) at year end

Accounting policy for employee benefits and on-costs

Employee benefit expenses are recorded when the service has been provided by the employee. Retirement benefit obligations All employees of the Council are entitled to benefits on retirement, disability or death. Council contributes to various defined benefit plans and defined contribution plans on behalf of its employees. Superannuation plans Contributions to defined contribution plans are recognised as an expense as they become payable. Prepaid contributions are recognised as an asset to the extent that a cash refund or a reduction in the future payments is available. Council participates in a defined benefit plan under the Local Government Superannuation Scheme, however, sufficient information to account for the plan as a defined benefit is not available and therefore Council accounts for its obligations to defined benefit plans on the same basis as its obligations to defined contribution plans, i.e. as an expense when it becomes payable – refer to Note 17 for more information.

(b) Borrowing costs §Subnote§

(i) Interest bearing liability costs Interest on loans

Total interest bearing liability costs expensed

TOTAL BORROWING COSTS EXPENSED

Accounting policy for borrowing costs

Borrowing costs incurred for the construction of any qualifying asset are capitalised during the period of time that is required to complete and prepare the asset for its intended use or sale. Other borrowing costs are expensed.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 4. Expenses from continuing operations (continued) §Note/Subtotal§

$ '000

2019

2018

1,991 20,179 8,913 4,421 113

2,317 19,242 7,490 3,934 117

592 1,472

528 750

222 2,529 1,284 165 573

135 2,658 1,259 578 324

42,454

39,332

42,454

39,332

(c) Materials and contracts Raw materials and consumables Contractor and consultancy costs – waste services Contractor and consultancy costs – contractors (various services) Contractor and consultancy costs – consultancy costs Auditors remuneration 2 Legal expenses: – Legal expenses: planning and development – Legal expenses: other Operating leases: – Operating lease rentals: minimum lease payments 1 IT expenses Motor vehicle expenses Other maintenance of assets Other

Total materials and contracts

TOTAL MATERIALS AND CONTRACTS Accounting policy for operating leases

Leases in which a significant portion of the risks and rewards of ownership are not transferred to Council as lessee are classified as operating leases. Payments made under operating leases (net of any incentives received from the lessor) are charged to the income statement on a straight-line basis over the period of the lease.

1. Operating lease payments are attributable to: Computers Other

109 113

83 52

222

135

2. Auditor remuneration

During the year, the following fees were incurred for services provided by the auditor of Council, related practices and non-related audit firms

Auditors of the Council - NSW Auditor-General: (i) Audit and other assurance services Audit and review of financial statements

Remuneration for audit and other assurance services

113

115

113

115

Total Auditor-General remuneration

113

115

Remuneration for audit and other assurance services

–

Total remuneration of non NSW Auditor-General audit firms

–

113

117

Non NSW Auditor-General audit firms (i) Audit and other assurance services Audit and review of financial statements

Total Auditor remuneration

274

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 4. Expenses from continuing operations (continued) §Note/Subtotal§

$ '000

Notes

2019

2018

2,255 497 278

2,345 365 251

2,112 2,351 383 6,033 973 1,196 2,609

2,069 2,317 374 5,996 942 508 2,425

399 14 457

355 14 473

19,557

18,434

19,557

18,434

19,557

18,434

(d) Depreciation, amortisation and impairment of intangible assets and IPP&E Depreciation and amortisation

Plant and equipment Office equipment Furniture and fittings Infrastructure: – Buildings – non-specialised – Buildings – specialised – Other structures – Roads – Footpaths – Stormwater drainage – Other open space/recreational assets Other assets: – Library books – Other Intangible assets

Total gross depreciation and amortisation costs

Total depreciation and amortisation costs

TOTAL DEPRECIATION, AMORTISATION AND IMPAIRMENT / REVALUATION DECREMENT FOR INTANGIBLES AND IPP&E

Accounting policy for depreciation, amortisation and impairment expenses of intangibles and IPP&E Depreciation and amortisation

Depreciation and amortisation are calculated using the straight line method to allocate their cost, net of their residual values, over their estimated useful lives. Useful lives are included in Note 9 for IPPE assets and Note 11 for intangible assets.

Impairment of non-financial assets

Intangible assets that have an indefinite useful life, or are not yet available for use, are tested annually for impairment, or more frequently if events or changes in circumstances indicate that they might be impaired. Other assets that do not meet the criteria above are tested for impairment whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. An impairment loss is recognised for the amount by which the asset’s carrying amount exceeds its recoverable amount. The recoverable amount is the higher of an asset’s fair value less costs to sell and value in use. For the purposes of assessing impairment, assets are grouped at the lowest levels for which there are separately identifiable cash inflows that are largely independent of the cash inflows from other assets or groups of assets (cash-generating units). Non-financial assets that suffered an impairment are reviewed for possible reversal of the impairment at each reporting date. Impairment losses for revalued assets are firstly offset against the amount in the revaluation surplus for the class of asset, with only the excess to be recognised in the Income Statement.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 4. Expenses from continuing operations (continued) §Note/Subtotal§

$ '000

2019

2018

266 248 20

215 87 80

407 2,114 20 65 467 13 998 – 1,607 1,170 186 415 2,447 429 253 298 1,023 1,007 1,129 6,000 578 82 121

289 2,099 7 118 346 17 933 623 1,354 1,670 92 345 2,144 311 282 272 725 970 1,069 4,068 395 242 252

21,363

19,005

(e) Other expenses Advertising Bad and doubtful debts Bank charges Contributions/levies to other levels of government – Department of planning levy – Emergency services levy (includes FRNSW, SES, and RFS levies) – Other contributions/levies Councillor expenses – mayoral fee/administrator fee Councillor expenses – councillors’ fees Councillors’ expenses (incl. mayor) – other (excluding fees above) Donations, contributions and assistance to other organisations (Section 356) Election expenses Electricity and heating Insurance Postage Printing and stationery Street lighting Telephone and communications Valuation fees Catering food and beverage Commission charges Exhibitions, festivals and events Property expenses – utilities Property expenses – other Memberships and subscriptions Other recruitment and staff well being Other

Total other expenses

TOTAL OTHER EXPENSES

21,363

19,005

Accounting policy for other expenses

Other expenses are recorded on an accruals basis as the Council receives the goods or services.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 5. Gains or losses from the disposal, replacement and de-recognition of assets §Note/Subtotal§ §Subnote§

$ '000

Plant and equipment

Proceeds from disposal – plant and equipment Less: carrying amount of plant and equipment assets sold/written off

Net gain/(loss) on disposal

Infrastructure

Less: carrying amount of infrastructure assets sold/written off

Net gain/(loss) on disposal

Investments

Proceeds from disposal/redemptions/maturities – investments Less: carrying amount of investments sold/redeemed/matured

Net gain/(loss) on disposal

Office Equipment

Proceeds from disposal – Office equipment Less: carrying amount of Office equipment assets sold/written off

Net gain/(loss) on disposal

Library Collection

Proceeds from disposal – Library collection Less: carrying amount of Library collection assets sold/written off

Net gain/(loss) on disposal

Land

Proceeds from disposal – Land Less: carrying amount of Land assets sold/written off

Net gain/(loss) on disposal

NET GAIN/(LOSS) ON DISPOSAL OF ASSETS

Notes

2019

2018

1,699 (1,020)

1,273 (806)

679

467

–

(639)

–

(639)

65,839 (65,900)

47,519 (47,519)

(61)

–

– (8)

15 (3)

(8)

– (65)

– (51)

(65)

(51)

5 –

1,800 (908)

892

550

681

Accounting policy for disposal of assets

Gains and losses on disposals are determined by comparing proceeds with carrying amount. These are included in the Income Statement. The gain or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer and the asset is de-recognised.

Note 6(a). Cash and cash equivalent assets §Note§

§Subnote§

$ '000

Cash and cash equivalents Cash on hand and at bank Cash-equivalent assets – Deposits at call

Total cash and cash equivalents

2019

2018

8,019

7,544

10,192

8,965

18,211

16,509

Accounting policy for cash and cash equivalents

For Statement of Cash Flow presentation purposes, cash and cash equivalents include: cash on hand; deposits held at call with financial institutions; other short-term, highly liquid investments with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value; and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities on the Statement of Financial Position.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 6(b). Investments (continued) Financial assets through profit or loss

All financial assets not classified as measured at amortised cost as described above are measured at fair value through profit or loss. Net gains or losses, including any interest or dividend income, are recognised in profit or loss. Council’s financial assets measured at fair value through profit or loss comprise investments in Floating Rate Notes (FRNs) and Negotiable Certificate of Deposits (NCDs) in the Statement of Financial Position.

Accounting policy under AASB 139 – applicable for 2018 comparatives only Classification

Council classifies its financial assets in the following categories: financial assets at fair value through profit or loss; loans and receivables; held-to-maturity investments; and available-for-sale financial assets. The classification depends on the purpose for which the investments were acquired. Management determines the classification of its investments at initial recognition and, in the case of assets classified as held-to-maturity, re-evaluates this designation at each reporting date. Financial Statements 2019

Georges River Council

Notes to the Financial Statements for the year ended 30 June 2019

Note 6(b). Investments

2019 Current

$ '000

2019 Non-current

2018 Current

2018 Non-current

Investments

a. ‘Financial assets at fair value through profit and loss’ – ‘Held for trading’ b. ‘Financial assets at amortised cost’ / ‘held to maturity’ (2018)

57,461 51,041

– 40,000

73,488 34,500

Total Investments

108,502

40,000

107,988

TOTAL CASH ASSETS, CASH EQUIVALENTS AND INVESTMENTS

126,713

40,000

124,497

Financial assets at fair value through the profit and loss Managed funds Floating Rate Notes (with maturities > 3 months)

Total

6,301 51,160

57,461

Financial assets at amortised cost / held to maturity (2018) Long term deposits

Total

– –

–

5,565 67,923

73,488

51,041

40,000

34,500

51,041

40,000

34,500

– 57,541

57,541 57,541

– –

–

57,541

Accounting policy for investments

Accounting policy under AASB 9 – applicable from 1 July 2018

Financial instruments are recognised initially on the date that the Council becomes party to the contractual provisions of the instrument.

On initial recognition, all financial instruments are measured at fair value plus transaction costs (except for instruments measured at fair value through profit or loss where transaction costs are expensed as incurred).

Financial assets

All recognised financial assets are subsequently measured in their entirety at either amortised cost or fair value, depending on the classification of the financial assets.

Classification

On initial recognition, Council classifies its financial assets into the following categories – those measured at: • amortised cost • fair value through profit and loss (FVTPL) Financial assets are not reclassified subsequent to their initial recognition.

Amortised cost

Assets measured at amortised cost are financial assets where: • the business model is to hold assets to collect contractual cash flows, and • the contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest on the principal amount outstanding.

Council’s financial assets measured at amortised cost comprise trade and other receivables and cash and cash equivalents in the Statement of Financial Position.

Subsequent to initial recognition, these assets are carried at amortised cost using the effective interest rate method less provision for impairment. Interest income, impairment and gains or loss on de-recognition are recognised in profit or loss.

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(a) Financial assets at fair value through profit or loss

Financial assets at fair value through profit or loss are financial assets held for trading. A financial asset is classified in this category if acquired principally for the purpose of selling in the short-term. Assets in this category are held at fair value with changes in value taken through profit or loss at each reporting period.

(b) Held to maturity investments

Held-to-maturity investments are non-derivative financial assets with fixed or determinable payments and fixed maturities that Council’s management has the positive intention and ability to hold to maturity. Assets in this category are measured at amortised cost.

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. They are included in current assets, except for those with maturities greater than 12 months after the reporting date which are classified as non-current assets. Loans and receivables are included in other receivables (Note 8) and receivables (Note 7) in the Statement of Financial Position. Receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment. Receivables are generally due for settlement within 30 days. Cash flows relating to short-term receivables are not discounted if the effect of discounting is immaterial.

Recognition and de-recognition

Regular purchases and sales of financial assets are recognised on trade-date: the date on which Council commits to purchase or sell the asset. Investments are initially recognised at fair value plus transaction costs for all financial assets not carried at fair value through profit or loss. Financial assets carried at fair value through profit or loss are initially recognised at fair value and transaction costs are expensed in the income statement. Investments are derecognised when the rights to receive cash flows from the financial assets have expired or have been transferred and Council has transferred substantially all the risks and rewards of ownership.

Impairment of financial assets

Council assesses at the end of each reporting period whether there is objective evidence that a financial asset or group of financial assets is impaired. A financial asset or a group of financial assets is impaired and impairment losses are incurred only if there is objective evidence of impairment as a result of one or more events that occurred after the initial recognition of the asset (a ‘loss event’) and that loss event (or events) has an impact on the estimated future cash flows of the financial asset or group of financial assets that can be reliably estimated.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 6(c). Restricted cash, cash equivalents and investments – details §Note/Subtotal§ §Subnote§ §Total§

$ '000

Total cash, cash equivalents and investments attributable to:

External restrictions Internal restrictions Unrestricted

2019 Current

2019 Non-current

2018 Current

2018 Non-current

126,713

40,000

124,497

57,541

64,091 60,871 1,751

40,000 – –

38,507 77,118 8,872

57,541 – –

126,713

40,000

124,497

57,541

§Total§

$ '000

2019

2018

External restrictions – other

63,972 1,718 21,932 1,863 2,586 331 11,689

65,456 3,514 18,344 1,380 1,955 455 4,944

104,091

96,048

Total external restrictions

104,091

96,048

4,276 9,513 5,240 1,209 923 75 – 9,345 6,202 7,743 2,320 530 8,757 1,544 3,194 –

3,190 9,113 5,240 235 573 264 5,971 10,937 18,474 8,103 2,131 447 7,091 1,939 1,515 1,895

60,871

77,118

164,962

173,166

Details of restrictions External restrictions – other

Developer contributions – general Specific purpose unexpended grants Domestic waste management Environmental and stormwater levies Town improvement levy Special rate levy Voluntary planning agreements

Internal restrictions

Plant and vehicle replacement Employees leave entitlement Deposits, retentions and bonds Childcare equipment Election reserve Hurstville golf course CDO recovery Asset management Commercial property Strategic centres Financial assistance grant Environmental sustainability Stronger communities fund Aquatic facilities Merger Initiatives Allocation New council implementation fund

Total internal restrictions TOTAL RESTRICTIONS

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 7. Receivables §Note/Subtotal§ §Subnote§

2019 Current

2019 Non-current

2018 Current

2018 Non-current

2,559 422 3,126 1

– – – –

2,462 322 1,772 1

– – – –

–

1,800

–

1,888 465 644 1,412 190

– – – – –

2,139 560 1,135 1,349 23

– – – – –

10,707

–

11,563

–

Total provision for impairment – receivables

– (538)

– –

(14) (276)

– –

(538)

–

(290)

–

TOTAL NET RECEIVABLES

10,169

–

11,273

–

849 18 45

– – –

779 24 43

– – –

912

–

846

–

9,257

–

10,427

–

10,169

–

11,273

–

$ '000

Purpose

Rates and annual charges Interest and extra charges User charges and fees Contributions to works Capital debtors (being sale of assets) – Other asset sales Accrued revenues – Interest on investments – Other income accruals Government grants and subsidies Net GST receivable Other debtors

Total

Less: provision of impairment Rates and annual charges Other debtors

§Subnote§

Externally restricted receivables Domestic waste management Town improvement Stormwater management

Total external restrictions Unrestricted receivables

TOTAL NET RECEIVABLES

§Subnote§

$ '000

Movement in provision for impairment of receivables

Balance at the beginning of the year (calculated in accordance with AASB 139) + new provisions recognised during the year – amounts already provided for and written off this year

Balance at the end of the period

280 on next page ... continued

2019

2018

290 248 –

263 88 (61)

538

290

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 7. Receivables (continued) §Note/Subtotal§

Accounting policy for receivables Recognition and measurement

Receivables are included in current assets, except for those with maturities greater than 12 months after the reporting date which are classified as non-current assets. Receivables are recognised initially at fair value and subsequently measured at amortised cost using the effective interest method, less provision for impairment. Receivables are generally due for settlement within 30 days. Cash flows relating to short-term receivables are not discounted if the effect of discounting is immaterial.

Impairment Accounting policy under AASB 9 applicable from 1 July 2018

Impairment of financial assets measured at amortised cost is recognised on an expected credit loss (ECL) basis. An ECL model focuses on the risk that a financial asset will default rather than whether a loss has been incurred. It also aims to reflect the general pattern of deterioration, or improvement, in the credit quality of financial instruments. AASB 9 establishes a general approach for measuring impairment and a simplified approach for certain financial assets. The Council applies a simplified approach for trade receivables or contract assets that result from transactions in the scope of AASB 118 / AASB 15, and lease receivables that result from transactions in the scope of AASB 117 / AASB 16. Under the simplified approach, the loss allowance is always equal to lifetime ECLs. In calculating the loss allowance, the Council has followed the following principles: -Provide in full (100%) in respect of all debts brought forward from Kogarah and Hurstville City Councils as at 16 May 2016 and still outstanding. -Provide in full (100%) in respect of all debts relating to “Food Inspections & Annual Administration” and “Annual Fire Safety Statement” in excess of 60 days. - Provide in full (100%) in respect of all debts outstanding in excess of 90 days and in value less than $100. - Provide 50% of the value of all other debts that are outstanding in excess of 90 days. The use of provision matrix to calculate ECLs is not deemed appropriate considering the fact that all debts are treated as collectible due to the legally enforceable right of the Council to collect all outstanding debts from the community. Hence, the use of principles outlined above represents a more realistic approach in estimating the expected loss allowance.

Accounting policy under AASB 139 – applicable for 2018 comparatives only

For loans and receivables, the amount of the loss is measured as the difference between the asset’s carrying amount and the present value of estimated future cash flows (excluding future credit losses that have not been incurred) discounted at the financial asset’s original effective interest rate. The carrying amount of the asset is reduced and the amount of the loss is recognised in profit or loss. Collectability of receivables is reviewed on an ongoing basis. Debts that are known to be uncollectable are written off by reducing the carrying amount directly. An allowance account (provision for impairment of receivables) is used when there is objective evidence that the Council will not be able to collect all amounts due according to the original terms of the receivables. Significant financial difficulties of the debtor, probability that the debtor will enter bankruptcy or financial reorganisation, and default or delinquency in payments (more than 30 days overdue) are considered indicators that the receivable is impaired. When a receivable for which an impairment allowance had been recognised becomes uncollectable in a subsequent period, it is written off against the allowance account. Subsequent recoveries of amounts previously written off are credited against other expenses in the Income Statement. Rates and annual charges outstanding are secured against the property.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 8. Inventories and other assets §Note/Subtotal§ §Subnote§

$ '000

2019 Current

2019 Non-current

2018 Current

2018 Non-current

155

–

126

–

155

–

126

–

155

–

126

–

418 37

– –

477 37

– –

455

–

514

–

2019 Current

2019 Non-current

2018 Current

2018 Non-current

– –

147 (147)

– –

–

(a) Inventories (i) Inventories at cost Stores and materials

Total inventories at cost

TOTAL INVENTORIES (b) Other assets §Subnote§

Prepayments Deposit to supplier

TOTAL OTHER ASSETS

§Subnote§

(i) Other disclosures §Subnote§ §Total§

$ '000

(a) Details for real estate development Movements: Real estate assets at beginning of the year – Transfers in from (out to) Note 9

Total real estate for resale

Accounting policy for inventories and other assets §Subnote§

Raw materials and stores, work in progress and finished goods

Raw materials and stores, work in progress and finished goods are stated at the lower of cost and net realisable value. Costs are assigned to individual items of inventory on the basis of weighted average costs. Costs of purchased inventory are determined after deducting rebates and discounts. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale.

Inventory held for distribution

Inventory held for distribution is held at cost, adjusted where applicable for any loss of service potential.

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(430,910)

1,665,169

(34,487) (41,903) (5,917) (190,940) (38,732) – (72,088) (25,076)

109,455 123,001 15,602 545,252 73,962 115,030 143,306 74,305

(4,539) (370)

– – – –

225,104 177,410 15,160 727

5,510 444

– (11,478) (3,244) (2,136)

Accumulated depreciation

12,800 19,735 4,637 3,729

Gross carrying amount

as at 30/6/2018

1,234,259

971 74

74,968 81,098 9,685 354,312 35,230 115,030 71,218 49,229

225,104 177,410 15,160 727

12,800 8,257 1,393 1,593

Net carrying amount

30,369

455 –

2,202 3,212 – 4,724 3,345 – 2,808 –

43 – – –

10,225 2,475 595 285

Additions renewals 1

47,930

continued on next page ...

– –

168 17,199 – 299 369 – – 4,700

977 12,381 – –

11,495 – 233 109

Additions new assets

(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).

– Library books – Other Total Infrastructure, property, plant and equipment

Capital work in progress Plant and equipment Office equipment Furniture and fittings Land: – Operational land – Community land – Council controlled land – Land under roads (post 30/6/08) Infrastructure: – Buildings – non-specialised – Buildings – specialised – Other structures – Roads – Footpaths – Bulk earthworks (non-depreciable) – Stormwater drainage – Other open space/recreational assets Other assets:

$ '000

§Note/Subtotal§ §Subnote§

Note 9. Infrastructure, property, plant and equipment

for the year ended 30 June 2019

Notes to the Financial Statements

Georges River Council

(1,093)

(65) –

– – – – – – – –

– – – –

– (1,020) (8) –

(19,100)

(399) (14)

(2,112) (2,351) (383) (6,033) (973) – (1,196) (2,609)

– – – –

– (2,255) (497) (278)

Carrying value of Depreciation disposals expense

(6,274)

– –

– – – – – – – –

– – – –

(6,274) – – –

WIP transfers

–

– –

– – – – – – – –

(7,417) 7,417 – –

– – – –

Adjustments and transfers

Asset movements during the reporting period

(11,759)

– –

– – – – – (2,099) – –

(9,660) – – –

– – – –

Revaluation decrements to equity (ARR)

92,376

147 –

52 4,873 140 56,227 27,552 – 2,838 547

– – – –

Revaluation increments to equity (ARR)

1,791,696

4,249 444

110,172 146,957 15,836 589,246 103,824 112,932 149,530 79,642

209,047 197,208 15,160 727

28,245 19,008 5,346 4,123

Gross carrying amount

1,366,709

1,109 60

75,279 104,033 9,442 409,528 65,522 112,932 75,669 51,868

209,047 197,208 15,160 727

28,245 7,457 1,715 1,708

Net carrying amount

Page 34 of 73

(424,987)

(3,140) (384)

(34,893) (42,924) (6,394) (179,718) (38,302) – (73,861) (27,774)

– – – –

– (11,551) (3,631) (2,415)

Accumulated depreciation

as at 30/6/2019

Financial Statements 2019

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

283

284

(39,585) (6,118) (184,946) (37,790) – (71,581) (25,096)

(4,772) (356)

(418,578)

5,649 444

1,628,462

(32,417)

108,151

121,842 15,490 538,412 71,930 115,030 143,118 73,622

– –

213,257 175,916

727 15,160

– (11,131) (2,901) (1,885)

Accumulated depreciation

2,657 19,547 4,043 3,467

Gross carrying amount

as at 30/6/2017

1,209,884

877 88

82,257 9,372 353,466 34,140 115,030 71,537 48,526

75,734

727 15,160

213,257 175,916

2,657 8,416 1,142 1,582

Net carrying amount

21,931

501 –

706 95 6,301 2,005 – 188 1,245

669

– –

– 2,402

4,155 2,992 615 57

Additions renewals 1

12,148

continued on next page ...

– –

– 153 384 22 – 1 2,590

903

– –

1,181 –

6,705 – 2 207

Additions new assets

(1) Renewals are defined as the replacement of existing assets (as opposed to the acquisition of new assets).

– Buildings – specialised – Other structures – Roads – Footpaths – Bulk earthworks (non–depreciable) – Stormwater drainage – Other open space/recreational assets Other assets: – Library books – Other Total Infrastructure, property, plant and equipment

– Land under roads (post 30/6/08) – Council controlled land Infrastructure: – Buildings – non–specialised

Capital work in progress Plant and equipment Office equipment Furniture and fittings Land: – Operational land – Community land

$ '000

§Note/Subtotal§

(2,406)

(51) –

– – – – – – (638)

–

– –

(908) –

– (806) (3) –

(17,961)

(355) (14)

(2,317) (374) (5,996) (942) – (508) (2,425)

(2,069)

– –

– (2,345) (365) (251)

–

– –

185 – 157 5 – – 370

–

– –

(717) – – –

WIP transfers

–

– –

268 439 – – – – (439)

(268)

– –

908 (908)

– – 2 (2)

Adjustments and transfers

Asset movements during the reporting period Carrying value of Depreciation disposals expense

Note 9. Infrastructure, property, plant and equipment (continued)

for the year ended 30 June 2019

Notes to the Financial Statements

Georges River Council

147

– –

– – – – – – –

–

– –

147 –

– – – –

Revaluation decrements to equity (ARR)

10,519

– –

– – – – – – –

–

– –

10,519 –

– – – –

Revaluation increments to equity (ARR)

1,665,169

5,510 444

123,001 15,602 545,252 73,962 115,030 143,306 74,305

109,455

727 15,160

225,104 177,410

12,800 19,735 4,637 3,729

Gross carrying amount

1,234,259

971 74

81,098 9,685 354,312 35,230 115,030 71,218 49,229

74,968

727 15,160

225,104 177,410

12,800 8,257 1,393 1,593

Net carrying amount

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(430,910)

(4,539) (370)

(41,903) (5,917) (190,940) (38,732) – (72,088) (25,076)

(34,487)

– –

– (11,478) (3,244) (2,136)

Accumulated depreciation

as at 30/6/2018

Financial Statements 2019 WWW.GEORGESRIVER.NSW.GOV. AU

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 9. Infrastructure, property, plant and equipment (continued) §Note/Subtotal§

Accounting policy for infrastructure, property, plant and equipment

Infrastructure, property, plant and equipment are held at fair value. Independent comprehensive valuations are performed at least every five years, however the carrying amount of assets is assessed by Council at each reporting date to confirm that it is not materially different from current fair value. Increases in the carrying amounts arising on revaluation are credited to the revaluation reserve. To the extent that the increase reverses a decrease previously recognising profit or loss relating to that asset class, the increase is first recognised as profit or loss. Decreases that reverse previous increases of assets in the same class are first charged against revaluation reserves directly in equity to the extent of the remaining reserve attributable to the class; all other decreases are charged to the Income Statement. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is probable that future economic benefits associated with the item will flow to Council and the cost of the item can be measured reliably. All other repairs and maintenance are charged to the Income Statement during the financial period in which they are incurred. When infrastructure, property, plant and equipment are acquired by Council for nil or nominal consideration, the assets are initially recognised at their fair value at acquisition date. Land is not depreciated. The property, plant and equipment acquired under finance leases is depreciated over the asset’s useful life or over the shorter of the asset’s useful life and the lease term if there is no reasonable certainty that the Council will obtain ownership at the end of the lease term. Depreciation on other assets is calculated using the straight-line method to allocate their cost, net of their residual values, over their estimated useful lives as follows: Plant and equipment Office equipment Office furniture Computer equipment Vehicles Heavy plant/road making equipment Other plant and equipment Transportation assets Sealed roads: surface Sealed roads: structure Unsealed roads Bridge: concrete Bridge: other Road pavements Kerb, gutter and footpaths

Years 5 to 10 10 to 20 3 to 4 3 to 8 5 to 8 5 to 15

25 to 40 50 to 120 20 100 50 60 to 80 40 to 120

Other equipment Playground equipment Benches, seats etc.

Years 5 to 15 10 to 20

Buildings Buildings: masonry Buildings: other

50 to 100 20 to 60

Stormwater assets Drains Culverts Flood control structures

80 to 150 50 to 150 80 to 100

Other infrastructure assets Bulk earthworks Swimming pools Other open space/recreational assets Other infrastructure The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at each reporting date.

Infinite 50 to 75 5 to 100 5 to 100

Land under roads

Land under roads is land under roadways and road reserves including land under footpaths, nature strips and median strips. Council has elected not to recognise land under roads acquired before 1 July 2008 in accordance with AASB 1051 Land Under Roads. Land under roads acquired after 1 July 2008 is recognised in accordance with AASB 116 Property, Plant and Equipment.

Crown reserves

Crown reserves under Council’s care and control are recognised as assets of the Council. While ownership of the reserves remains with the Crown, Council retains operational control of the reserves and is responsible for their maintenance and use in accordance with the specific purposes to which the reserves are dedicated. Improvements on Crown reserves are also recorded as assets, while maintenance costs incurred by Council and revenues relating to the reserves are recognised within Council’s Income Statement.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 10. Investment property §Note/Subtotal§ §Subnote§

$ '000

2019

2018

17,660

17,800

17,800 (243) 103

16,345 1,455 –

17,660

17,800

(a) Investment property at fair value Investment property on hand Reconciliation of annual movement:

Opening balance – Net gain/(loss) from fair value adjustments – Other movements

CLOSING BALANCE – INVESTMENT PROPERTY

(b) Valuation basis §Subnote§

The basis of valuation of investment properties is fair value, being the amounts for which the properties could be exchanged between willing parties in arms length transaction, based on current prices in an active market for similar properties in the same location and condition and subject to similar leases. The 2019 revaluations were based on independent assessments made by Australis Asset Advisory Group. The Valuers qualifications are as follows: • AAPI, Certified Practising Valuer • Registered Property Valuer in Queensland, New South Wales, Western Australia, New Zealand • Bachelor of Information Technology, Postgraduate Degree in Property • Bachelor of Business Management, Valuation Certificate

The investment properties are leased to tenants under long-term operating leases with rentals payable monthly. Future minimum lease payments receivable under non-cancellable investment property operating leases not recognised in the financial statements are receivable as follows: Within 1 year Later than 1 year but less than 5 years

Total minimum lease payments receivable

1,393 1,202

1,544 1,865

2,595

3,409

1,821

1,712

(910)

(541)

911

1,171

(d) Investment property income and expenditure – summary §Subnote§

Rental income from investment property: – Minimum lease payments Direct operating expenses on investment property: – that generated rental income

Net revenue contribution from investment property plus:

Fair value movement for year

Total income attributable to investment property

(243)

1,455

668

2,626

Accounting policy for investment property

Investment property, principally comprising freehold office buildings, is held for long-term rental yields and is not occupied by the Council. Changes in fair values are recorded in the Income Statement as a separate line item. Properties that are under construction for future use as investment properties are regarded as investment property. These are also carried at fair value unless the fair value cannot yet be reliably determined. Where that is the case, the property will be accounted for at cost until either the fair value becomes reliably determinable or construction is complete.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 11. Intangible assets §Note/Subtotal§ §Subnote§

$ '000

2019

2018

Opening values at 1 July Gross book value Accumulated amortisation Net book value – opening balance

3,947 (2,108) 1,839

3,513 (1,635) 1,878

Movements for the year – Purchases – Prior year classification adjustment

– (20)

434 –

(457)

(473)

Closing values at 30 june Gross book value Accumulated amortisation

3,927 (2,565)

3,947 (2,108)

TOTAL INTANGIBLE ASSETS – NET BOOK VALUE

1,362

1,839

1,362

1,839

1,362

1,839

Intangible assets are as follows:

– Amortisation charges

The net book value of intangible assets represents: – Software

Accounting policy for intangible assets IT development and software

Costs incurred in developing products or systems and costs incurred in acquiring software and licenses that will contribute to future period financial benefits through revenue generation and/or cost reduction are capitalised to software and systems. Costs capitalised include external direct costs of materials and service, direct payroll, and payroll related costs of employees’ time spent on the project. Amortisation is calculated on a straight line basis over periods generally ranging from three to five years. IT development costs include only those costs directly attributable to the development phase and are only recognised following completion of technical feasibility, and where Council has an intention and ability to use the asset.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 12. Payables and borrowings §Note/Subtotal§ §Subnote§

$ '000

Payables

Goods and services – operating expenditure Goods and services – capital expenditure Accrued expenses: – Salaries and wages – Other expenditure accruals Security bonds, deposits and retentions ATO fringe benefits tax Other

Total payables

Income received in advance Payments received in advance

Total income received in advance

Borrowings

Loans – secured

Total borrowings

TOTAL PAYABLES AND BORROWINGS (1)

2019 Current

2019 Non-current

2018 Current

2018 Non-current

3,845 4,311

– –

4,780 2,551

– –

24 4,092 10,842 30 348

– – – – –

1,957 3,722 8,556 59 447

– – – – –

23,492

–

22,072

–

596

–

358

–

596

–

358

–

500

1,125

500

1,625

500

1,125

500

1,625

24,588

1,125

22,930

1,625

Loans are secured over the general rating income of Council. Disclosures on liability interest rate risk exposures, fair value disclosures and security can be found in Note 20.

§Subnote§

2019 Current

2019 Non-current

2018 Current

2018 Non-current

1,676

–

1,276

–

1,676

–

1,276

–

Total payables and borrowings relating to restricted assets

1,676

–

1,276

–

Total payables and borrowings relating to unrestricted assets

22,912

1,125

21,654

1,625

24,588

1,125

22,930

1,625

$ '000

(a) Payables and borrowings relating to restricted assets Externally restricted assets Domestic waste management Payables and borrowings relating to externally restricted assets

TOTAL PAYABLES AND BORROWINGS

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 12. Payables and borrowings (continued) §Note/Subtotal§

$ '000

2019

2018

(b) Current payables and borrowings not anticipated to be settled within the next twelve months The following liabilities, even though classified as current, are not expected to be settled in the next 12 months. Payables – security bonds, deposits and retentions

Total payables and borrowings

8,842

3,254

8,842

3,254

as at 30/6/2018 $ '000

Opening Balance

Loans – secured

TOTAL

Cash flows

Non-cash acquisitions

Non-cash fair value changes

Other non-cash movements

as at 30/6/2019 Closing balance

2,125

(500)

–

1,625

2,125

(500)

–

1,625

§Subnote§

as at 30/6/2017 $ '000

Opening Balance

Loans – secured

TOTAL

Cash flows

Non-cash acquisitions

Non-cash fair value changes

Other non-cash movements

as at 30/6/2018 Closing balance

2,625

(500)

–

2,125

2,625

(500)

–

2,125

§Subnote§

$ '000

2019

2018

650 250 1,310

650 250 700

2,210

1,600

45 1,310

1 410

1,355

411

650 205 –

650 249 290

855

1,189

(d) Financing arrangements (i) Unrestricted access was available at balance date to the following lines of credit: Bank overdraft facilities 1 Credit cards/purchase cards Other - Bank Guarantee

Total financing arrangements Drawn facilities as at balance date: – Credit cards/purchase cards – Other - Bank Guarantee

Total drawn financing arrangements Undrawn facilities as at balance date: – Bank overdraft facilities – Credit cards/purchase cards – Other - Bank Guarantee

Total undrawn financing arrangements (1)

The bank overdraft facility may be drawn at any time and may be terminated by the bank without notice.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 12. Payables and borrowings (continued) Accounting policy for payables and borrowings Â§SubnoteÂ§

The financial liabilities of the Council comprise trade and other payables, and bank and other loans.

Payables

These amounts represent liabilities for goods and services provided to the council prior to the end of financial year that are unpaid. The amounts are unsecured and are usually paid within 30 days of recognition.

Borrowings

Borrowings are initially recognised at fair value, net of transaction costs incurred. Borrowings are subsequently measured at amortised cost. Any difference between the proceeds (net of transaction costs) and the redemption amount is recognised in the Income Statement over the period of the borrowings using the effective-interest method. Fees paid on the establishment of loan facilities are recognised as transaction costs of the loan to the extent that it is probable that some or all of the facility will be drawn down. In this case, the fee is deferred until the drawdown occurs. To the extent that there is no evidence that it is probable that some or all of the facility will be drawn down, the fee is capitalised as a prepayment for liquidity services and amortised over the period of the facility to which it relates. Borrowings are removed from the Statement of Financial Position when the obligation specified in the contract is discharged, cancelled or expired. The difference between the carrying amount of a financial liability that has been extinguished or transferred to another party and the consideration paid, including any non-cash assets transferred or liabilities assumed, is recognised in other income or finance cost. Borrowings are classified as current liabilities unless Council has an unconditional right to defer settlement of the liability for at least 12 months after the reporting date.

Finance leases

Leases of property, plant and equipment where Council, as lessee, has substantially all the risks and rewards of ownership, are classified as finance leases. Finance leases are capitalised at the leaseâ&#x20AC;&#x2122;s inception at the fair value of the leased assets or, if lower, the present value of the minimum lease payments. The corresponding rental obligations, net of finance charges, are included in other short-term and long-term payables. Each lease payment is allocated between the liability and finance cost. The finance cost is charged to the Income Statement over the lease period so as to produce a constant periodic rate of interest on the remaining balance of the liability for each period. The property, plant and equipment acquired under finance leases is depreciated over the asset's useful life or over the shorter of the asset's useful life and the lease term if there is no reasonable certainty that Council will obtain ownership at the end of the lease term.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 13. Provisions §Note/Subtotal§ §Subnote§

$ '000

2019 Current

2019 Non-current

2018 Current

2018 Non-current

4,105 495 9,055 146 185 13,986

– – 425 – – 425

3,871 473 8,489 142 289 13,264

– – 447 – – 447

203 73 276

6 – 6

404 – 404

14 – 14

14,262

431

13,668

461

Provisions Employee benefits Annual leave Sick leave Long service leave Gratuities Other leave – RDO and TOIL Sub-total – aggregate employee benefits Other provisions Other - Workers Compensation Other Sub-total – other provisions

TOTAL PROVISIONS

§Subnote§

$ '000

2019

2018

(a) Current provisions not anticipated to be settled within the next twelve months The following provisions, even though classified as current, are not expected to be settled in the next 12 months. Provisions – employees benefits

8,488

6,929

8,488

6,929

(b) Description of and movements in provisions §Subnote§

§Total§

ELE provisions

$ '000

Annual leave

Long service leave Sick leave

Other employee benefits

Total

2019 At beginning of year Additional provisions Amounts used (payments) Remeasurement effects Other – LSL Receipts Total ELE provisions at end of period

3,871 3,619 (3,485) 100 –

473 7 (22) 37 –

8,936 1,607 (1,529) 666 (200)

431 126 (234) 8 –

13,711 5,359 (5,270) 811 (200)

4,105

495

9,480

331

14,411

4,029 3,158 (3,226) 87 (177) –

496 13 (31) 10 (15) –

9,532 1,309 (2,031) 161 (275) 240

342 199 (169) 10 49 –

14,399 4,679 (5,457) 268 (418) 240

3,871

473

8,936

431

13,711

2018 At beginning of year Additional provisions Amounts used (payments) Remeasurement effects Other Other – LSL Receipts Total ELE provisions at end of period

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 13. Provisions (continued) Nature and purpose of non-employee benefit provisions Â§SubnoteÂ§

Other - Workers Compensation To recognise liabilities for Workers Compensation expense in relation to the Employee Benefits provisions. Other To recognise liabilities for outstanding legal settlements for Council.

Accounting policy for provisions

Provisions are recognised when Council has a present legal or constructive obligation as a result of past events, it is probable that an outflow of resources will be required to settle the obligation, and the amount has been reliably estimated. Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one item included in the same class of obligations may be small. Provisions are measured at the present value of managementâ&#x20AC;&#x2122;s best estimate of the expenditure required to settle the present obligation at the reporting date. The discount rate used to determine the present value reflects current market assessments of the time value of money and the risks specific to the liability. The increase in the provision due to the passage of time is recognised as interest expense.

Employee benefits Short-term obligations Liabilities for wages and salaries (including non-monetary benefits, annual leave and accumulating sick leave expected to be wholly settled within 12 months after the end of the period in which the employees render the related service) are recognised in respect of employees' services up to the end of the reporting period and are measured at the amounts expected to be paid when the liabilities are settled. The liability for annual leave and accumulating sick leave is recognised in the provision for employee benefits. All other short-term employee benefit obligations are presented as payables. Other long-term employee benefit obligations The liability for long-service leave and annual leave that is not expected to be wholly settled within 12 months after the end of the period in which the employees render the related service is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the end of the reporting period using the projected unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures, and periods of service. Expected future payments are discounted using market yields at the end of the reporting period on national government bonds with terms to maturity and currency that match, as closely as possible, the estimated future cash outflows. On-costs The employee benefit provisions include the aggregate on-cost liabilities that will arise when payment of current employee benefits is made in future periods. These amounts include superannuation and payroll tax expenses which will be payable upon the future payment of certain leave liabilities which employees are entitled to at the reporting period. The obligations are presented as current liabilities in the Statement of Financial Position if the Council does not have an unconditional right to defer settlement for at least 12 months after the reporting date, regardless of when the actual settlement is expected to occur.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 14. Accumulated surplus, revaluation reserves, changes in accounting policies, changes in accounting estimates and errors §Note/Subtotal§ §Subnote§

(a) Nature and purpose of reserves Infrastructure, property, plant and equipment revaluation reserve

The infrastructure, property, plant and equipment revaluation reserve is used to record increments / decrements of non-current asset values due to their revaluation.

(b) Changes in accounting policies due to adoption of new accounting standards (not-retrospective) §Subnote§

During the year, Council adopted a number of new accounting standards. The impact of the adoption and associated transition disclosures are shown below. §Total§

The Council has adopted AASB 9 Financial Instruments for the first time in the current year with a date of initial adoption of 1 July 2018. As part of the adoption of AASB 9, the Council adopted consequential amendments to other accounting standards arising from the issue of AASB 9 as follows: – AASB 101 Presentation of Financial Statements requires the impairment of financial assets to be presented in a separate line item in the income statement. In prior year, this information was presented as part of other expenses. – AASB 7 Financial Instruments: Disclosures requires amended disclosures due to changes arising from AASB 9. These disclosures have been provided for the current year. The key changes to Council’s accounting policy and the impact on these financial statements from applying AASB 9 are described below. Changes in accounting policies resulting from the adoption of AASB 9 have been applied retrospectively except Council has not restated any amounts relating to classification and measurement requirements, including impairment, which have been applied from 1 July 2018. Classification of financial assets The financial assets of Council have been reclassified into one of the following categories on adoption of AASB 9, based primarily on the business model in which a financial asset is managed and its contractual cash flow characteristics are: – measured at amortised cost – fair value through profit or loss

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 15. Statement of cash flows - additional information §Note/Subtotal§ §Subnote§

$ '000

Notes

2019

2018

(a) Reconciliation of cash assets Total cash and cash equivalent assets

6(a)

Balance as per the Statement of Cash Flows

18,211

16,509

18,211

16,509

33,035

22,359

19,557 (550)

18,434 (681)

(373) 243

(386) (1,455)

(944) 248 (29) 59 (935) (1,563) 2,396 700 (136)

(399) 27 27 68 (427) 3,603 1,991 (270) –

51,708

42,891

(b) Reconciliation of net operating result to cash provided from operating activities §Subnote§

Net operating result from Income Statement

Adjust for non-cash items: Depreciation and amortisation Net losses/(gains) on disposal of assets Losses/(gains) recognised on fair value re-measurements through the P&L: – Investments classified as ‘at fair value’ or ‘held for trading’ – investment property +/– Movement in operating assets and liabilities and other cash items: Decrease/(increase) in receivables Increase/(decrease) in provision for impairment of receivables Decrease/(increase) in inventories Decrease/(increase) in other current assets Increase/(decrease) in payables Increase/(decrease) in other accrued expenses payable Increase/(decrease) in other liabilities Increase/(decrease) in provision for employee benefits Increase/(decrease) in other provisions

Net cash provided from/(used in) operating activities from the Statement of Cash Flows

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 16. Commitments §Note/Subtotal§ §Subnote§

$ '000

2019

2018

7,006 374 5,714 5,308 243

12,123 252 1,209 5,603 80

18,645

19,267

18,645

19,267

18,645

19,267

194 590

21 27

784

(a) Capital commitments (exclusive of GST) Capital expenditure committed for at the reporting date but not recognised in the financial statements as liabilities:

Property, plant and equipment Buildings Plant and equipment Parks Infrastructure Software

Total commitments These expenditures are payable as follows: Within the next year

Total payable

(b) Operating lease commitments (non-cancellable) §Subnote§

a. Commitments under non-cancellable operating leases at the reporting date, but not recognised as liabilities are payable: Within the next year Later than one year and not later than 5 years

Total non-cancellable operating lease commitments b. Non-cancellable operating leases include the following assets: Office equipment - computers, scanners, printer / photocopier fleet

Contingent rentals may be payable depending on the condition of items or usage during the lease term.

Conditions relating to finance and operating leases:

– All operating lease agreements are secured only against the leased asset. – No lease agreements impose any financial restrictions on Council regarding future debt etc.

Non-capital expenditure on investment properties committed for at the reporting date but not recognised in the financial statements as liabilities: Contractual obligations – repairs and maintenance

Total commitments

333

558

333

558

These expenditures are payable as follows: Within the next year Later than one year and not later than 5 years

133 200

186 372

333

558

Total payable

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 17. Contingencies and other assets/liabilities not recognised §Note/Subtotal§ §Subnote§

The following assets and liabilities do not qualify for recognition in the Statement of Financial Position, but their knowledge and disclosure is considered relevant to the users of Council’s financial report. LIABILITIES NOT RECOGNISED 1. Guarantees (i) Defined benefit superannuation contribution plans Council is party to an Industry Defined Benefit Plan under the Local Government Superannuation Scheme, named The Local Government Superannuation Scheme – Pool B (the Scheme) which is a defined benefit plan that has been deemed to be a ‘multi-employer fund’ for purposes of AASB119 Employee Benefits for the following reasons: – Assets are not segregated within the sub-group according to the employees of each sponsoring employer. – The contribution rates have been the same for all sponsoring employers. That is, contribution rates have not varied for each sponsoring employer according to the experience relating to the employees of that sponsoring employer. – Benefits for employees of all sponsoring employers are determined according to the same formulae and without regard to the sponsoring employer. – The same actuarial assumptions are currently used in respect of the employees of each sponsoring employer. Given the factors above, each sponsoring employer is exposed to the actuarial risks associated with current and former employees of other sponsoring employers, and hence shares in the associated gains and losses (to the extent that they are not borne by members). Description of the funding arrangements, including the method used to determine Council's rate of contributions and any minimum funding requirements. Pooled employers are required to pay future service employer contributions and past service employer contributions to the fund. The future service employer contributions were determined using the new entrant rate method under which a contribution rate sufficient to fund the total benefits over the working life-time of a typical new entrant is calculated. The current future service employer contribution rates are: 1.9 times member contributions for non-180 Point Members; Nil for 180 Point Members* Division C 2.5% salaries Division D 1.64 times member contributions • * For 180 Point Members, Employers are required to contribute 7% of salaries to these members' accumulation accounts, which are paid in addition to members' defined benefits.

Division B

The past service contribution for each Polled Employer is a share of the total past service contributions of $40.0 million for 1 July 2018 to 30 June 2021, apportioned according to each employer's share of the accrued liabilities as at 30 June 2018. These past service contributions are used to maintain the adequacy of the funding position for the accrued liabilities. The adequacy of contributions is assessed at each triennial actuarial investigation and monitored annually between triennials. Description of the extent to which Council can be liable to the plan for other Council’s obligations under the terms and conditions of the multi-employer plan. As stated above, each sponsoring employer (Council) is exposed to the actuarial risks associated with current and former employees of other sponsoring employers and hence shares in the associated gains and losses. However, there is no relief under the Fund's trust deed for employers to walk away from their defined benefit obligations. Under limited circumstances, an employer may withdraw from the plan when there are no active members, on full payment of outstanding past service contributions. There is no provision for allocation of any surplus which may be present at the date of withdrawal of the Council. There are no specific provisions under the Fund's trust deed dealing with deficits or surplus on wind-up.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 17. Contingencies and other assets/liabilities not recognised (continued) There is no provision for allocation of any surplus which may be present at the date of withdrawal of an employer. The amount of Council employer contributions to the defined benefit section of the Local Government Superannuation Scheme and recognised as an expense for the year ending 30 June 2019 was $912,604.19. The last valuation of the Scheme was performed by Mr Richard Boyfield, FIAA on 31 December 2018, relating to the period ending 30 June 2018. The expected contributions to the Fund by Council for the next annual reporting period are $855,999.52 The estimated employer reserves financial position for the Pooled Employers at 30 June 2019 is: Employer reserves only * $millions Asset Coverage Assets 1,798.7 Past Service Liabilities 1,784.2 100.8% Vested Benefits 1,792.0 100.4% * excluding member accounts and reserves in both assets and liabilities. The key economic long term assumptions used to calculate the present value of accrued benefits are: Investment return 5.75% per annum Salary inflation 3.5% per annum Increase in CPI 2.5% per annum The contribution requirements may vary from the current rates if the overall sub-group experience is not in line with the actuarial assumptions in determining the funding program; however, any adjustment to the funding program would be the same for all sponsoring employers in the Pooled Employers group. Please note that the estimated employer reserves financial position above is a preliminary calculation, and once all the relevant information has been received by the Funds Actuary, the final end of year review will be completed around November/December 2019. Based on a Past Service Liabilities methodology, the share of the surplus that can be attributed to Georges River Council is 1.14%. The requirement for contributions in order to maintain the adequacy of the funding position for the accrued liabilities (currently $40M per annum) is assessed annually by the Actuary. As previously notified, the past service contributions of $40M per annum are estimated to remain in place until 30 June 2021. However the Trustee determined in March 2019 that going forward should the funding on both Vested Benefit and Accrued Benefit funding levels exceed 100% the Fund will look to suspend the request for past service contributions. We note that this is subject to the outcome of each annual funding update and any changes will be communicated in the New Year. An employer's past service contribution per annum (it is estimated that there are $909,200.00 past service contributions remaining) as a percentage of the total past service contributions for all Pooled Employers (of $40m for each year from 1 July 2018 to 30 June 2021) provides an indication of the level of participation of that employer compared with other employers in the Pooled Employer sub-group. (ii) Statewide Mutual Council is a member of Statewide Mutual, a mutual scheme providing liability insurance to local government. Membership includes the potential to share in the net assets of the fund depending on its past performance. Councilâ&#x20AC;&#x2122;s share of the net assets reflects Councilâ&#x20AC;&#x2122;s contributions to the mutual and the result of insurance claims within each of the fund years. The future realisation and finalisation of claims incurred but not reported to 30/6 this year may result in future benefits as a result of past events that Council will share in respectively. Council does not share in any liabilities. The Statewide Liability Mutual is fully reinsured and there would be no call on Members to fund accumulated losses of the Liability Mutual. (iii) StateCover Limited Council is a member of StateCover Mutual Limited and holds a partly paid share in the entity.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 17. Contingencies and other assets/liabilities not recognised (continued) StateCover is a company providing workers compensation insurance cover to the NSW local government industry and specifically Council. Council has a contingent liability to contribute further equity in the event of the erosion of the company’s capital base as a result of the company’s past performance and/or claims experience or as a result of any increased prudential requirements from APRA. These future equity contributions would be required to maintain the company’s minimum level of net assets in accordance with its licence requirements. (iv) Other guarantees Council has provided no other guarantees other than those listed above. 2. Other liabilities (i) Third party claims The Council is involved from time to time in various claims incidental to the ordinary course of business including claims for damages relating to its services. Council believes that it is appropriately covered for all claims through its insurance coverage and does not expect any material liabilities to eventuate. (ii) Potential land acquisitions due to planning restrictions imposed by Council Council has classified a number of privately owned land parcels as local open space or bushland. As a result, where notified in writing by the various owners, Council will be required to purchase these land parcels. At reporting date, reliable estimates as to the value of any potential liability (and subsequent land asset) from such potential acquisitions has not been possible. ASSETS NOT RECOGNISED (i) Land under roads As permitted under AASB 1051, Council has elected not to bring to account land under roads that it owned or controlled up to and including 30/6/08. (ii) Infringement notices/fines Fines and penalty income, the result of Council issuing infringement notices is followed up and collected by the Infringement Processing Bureau. Council’s revenue recognition policy for such income is to account for it as revenue on receipt. Accordingly, at year end, there is a potential asset due to Council representing issued but unpaid infringement notices. Due to the limited information available on the status, value and duration of outstanding notices, Council is unable to determine the value of outstanding income.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 18. Financial risk management §Note/Subtotal§ §Subnote§

Risk management Council’s activities expose it to a variety of financial risks including (1) price risk, (2) credit risk, (3) liquidity risk and (4) interest rate risk. The Council’s overall risk management program focuses on the unpredictability of financial markets and seeks to minimise potential adverse effects on the financial performance of the Council. Council does not engage in transactions expressed in foreign currencies and is therefore not subject to foreign currency risk. Financial risk management is carried out by Council’s finance section under policies approved by the Council. A comparison by category of the carrying amounts and fair values of Council’s financial assets and financial liabilities recognised in the financial statements is presented below.

$ '000

Carrying value 2019

Carrying value 2018

Fair value 2019

Fair value 2018

18,211 10,169

16,509 11,273

18,211 10,169

16,509 11,273

91,041

92,041

91,041

92,041

57,461

73,488

57,461

73,488

176,882

193,311

176,882

193,311

23,492 1,625

22,072 2,125

23,492 1,625

22,072 2,125

25,117

24,197

25,117

24,197

Financial assets

Measured at amortised cost Cash and cash equivalents Receivables Investments – 'Financial assets at amortised cost' / 'held to maturity' (2018) Fair value through profit and loss Investments – ‘Held for trading’

Total financial assets Financial liabilities Payables Loans/advances

Total financial liabilities Fair value is determined as follows: •

Cash and cash equivalents, receivables, payables – are estimated to be the carrying value that approximates market value.

•

Borrowings and held-to-maturity investments – are based upon estimated future cash flows discounted by the current market interest rates applicable to assets and liabilities with similar risk profiles, unless quoted market prices are available.

•

Financial assets classified (i) ‘at fair value through profit and loss’ or (ii) ‘available-for-sale’ – are based upon quoted market prices (in active markets for identical investments) at the reporting date or independent valuation.

Council’s objective is to maximise its return on cash and investments whilst maintaining an adequate level of liquidity and preserving capital. Council's finance area manages the cash and Investments portfolio with the assistance of independent advisors. Council has an investment policy which complies with the Local Government Act 1993 and Minister’s investment order 625. This policy is regularly reviewed by Council and its staff and an investment report is tabled before Council on a monthly basis setting out the portfolio breakup and its performance as required by Local Government regulations. The risks associated with the instruments held are:

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 18. Financial risk management (continued) •

Price risk – the risk that the capital value of Investments may fluctuate due to changes in market prices, whether there changes are caused by factors specific to individual financial instruments or their issuers or are caused by factors affecting similar instruments traded in a market.

•

Interest rate risk – the risk that movements in interest rates could affect returns and income.

•

Liquidity risk – the risk that Council will not be able to pay its debts as and when they fall due.

Credit risk – the risk that the investment counterparty will not complete their obligations particular to a financial instrument, resulting in a financial loss to Council – be it of a capital or income nature. Council manages these risks (amongst other measures) by diversifying its portfolio and only purchasing investments with high credit ratings or capital guarantees. •

Council also seeks advice from independent advisers before placing any funds in cash equivalents and investments.

(a) Market risk – price risk and interest rate risk §Subnote§

The impact on result for the year and equity of a reasonably possible movement in the price of investments held and interest rates is shown below. The reasonably possible movements were determined based on historical movements and economic conditions in place at the reporting date.

$ '000

Increase of values/rates Profit Equity

Decrease of values/rates Profit Equity

2019 Possible impact of a 10% movement in market values Possible impact of a 1% movement in interest rates

5,746 1,684

(5,746) (1,684)

2018 Possible impact of a 10% movement in market values Possible impact of a 1% movement in interest rates

625 1,821

(625) (1,821)

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 18. Financial risk management (continued) §Note/Subtotal§

(b) Credit risk Council’s major receivables comprise (i) rates and annual charges and (ii) user charges and fees. Council manages the credit risk associated with these receivables by monitoring outstanding debt and employing stringent debt recovery procedures. Council also encourages ratepayers to pay their rates by the due date through incentives. There are no significant concentrations of credit risk, whether through exposure to individual customers, specific industry sectors and/or regions. Council makes suitable provision for doubtful receivables as required and carries out credit checks on most non-rate debtors. There are no material receivables that have been subjected to a re-negotiation of repayment terms.

Credit risk profile §Total§

Receivables – rates and annual charges

Credit risk on rates and annual charges is minimised by the ability of Council to secure a charge over the land relating to the debts – that is, the land can be sold to recover the debt. Council is also able to charge interest on overdue rates and annual charges at higher than market rates which further encourages the payment of debt. Not yet overdue

< 1 year overdue

1 - 2 years overdue

2 - 5 years overdue

> 5 years overdue

Total

2019 Gross carrying amount

(348)

1,942

972

(16)

2,559

2018 Gross carrying amount

–

2,501

239

–

2,784

$ '000

Receivables - non-rates and annual charges §Total§

Council measures credit losses for non-rates and annual charges debtors from the perspective of possible default events that may occur in the ensuing 12 months after the reporting date of 30 June 2019. There are no significant concentrations of credit risk, whether through exposure to individual customers, specific industry sectors and/or regions. Council makes suitable provision for doubtful receivables as required and carries out credit checks on most non-rate debtors. Not yet overdue

0 - 30 days overdue

31 - 60 days overdue

61 - 90 days overdue

> 91 days overdue

Total

2019 Gross carrying amount

6,458

312

175

1,143

8,148

2018 Gross carrying amount

7,765

174

143

650

8,779

$ '000

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 18. Financial risk management (continued) §Note/Subtotal§

(c) Liquidity risk Payables and borrowings are both subject to liquidity risk – the risk that insufficient funds may be on hand to meet payment obligations as and when they fall due. Council manages this risk by monitoring its cash flow requirements and liquidity levels and maintaining an adequate cash buffer. Payment terms can (in extenuating circumstances) also be extended and overdraft facilities utilised as required. Borrowings are also subject to interest rate risk – the risk that movements in interest rates could adversely affect funding costs and debt servicing requirements. Council manages this risk through diversification of borrowing types, maturities and interest rate structures. The finance team regularly reviews interest rate movements to determine if it would be advantageous to refinance or renegotiate part or all of the loan portfolio. The timing of cash flows presented in the table below to settle financial liabilities reflects the earliest contractual settlement dates. The timing of expected outflows is not expected to be materially different from contracted cashflows. The amounts disclosed in the table are the undiscounted contracted cash flows and therefore the balances in the table may not equal the balances in the statement of financial position due to the effect of discounting.

$ '000 2019 Trade/other payables Loans and advances

Total financial liabilities 2018 Trade/other payables Loans and advances

Total financial liabilities

302

Weighted average interest rate

Subject to no maturity

0.00% 3.23%

10,842 –

12,650 516

– 1,225

10,842

13,166

8,556 –

8,556

0.00% 3.68%

payable in: 1-5 ≤ 1 Year > 5 Years Years

Total cash outflows

Actual carrying values

– –

23,492 1,741

23,492 1,625

1,225

–

25,233

25,117

13,516 585

– 1,729

– –

22,072 2,314

22,072 2,125

14,101

1,729

–

24,386

24,197

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 19. Material budget variations §Note/Subtotal§ §Subnote§

Council’s original financial budget for 18/19 was adopted by the Council on 25/06/2018 and is unaudited. While the Income Statement included in this General Purpose Financial Statements must disclose the original budget adopted by Council, the Local Government Act 1993 requires Council to review its financial budget on a quarterly basis, so that it is able to manage the various variations between actuals versus budget that invariably occur throughout the year. This note sets out the details of material variations between Council’s original budget and its actual results for the year as per the Income Statement – even though such variations may have been adjusted for during each quarterly budget review. Material variations represent those variances between the original budget figure and the actual result that amount to 10% or more. Variation Key: F = Favourable budget variation, U = Unfavourable budget variation. 2019 Budget

2019 Actual

Rates and annual charges

93,439

93,795

356

User charges and fees

14,606

14,654

5,626

5,891

265

$ '000

2019 -------- Variance --------

REVENUES

Interest and investment revenue

9,042 11,899 2,857 32% F Other revenues Material Budget Variations were attributed to several areas performing greater than the anticipated budgets for the year, they include: additional property rental income as a result ($630,000), fines - including parking and compliance/regulatory generating greater revenue than budgeted ($490,000) largely due to the department operating at full capacity compared with 2018 where there were a a number of vacancies. Legal costs recoverable which were greater than the original budget ($1m). 8,132 10,141 2,009 25% F Operating grants and contributions Material Budget Variation were a result of successful grant bids and higher than estimated grants received ($1.2m), that came from , but not limited to, State Library NSW, additional federal child care grants and an increase in the Commonwealth Federal Assistance Grant. 14,613 36,304 21,691 148% F Capital grants and contributions Material Budget Variations for Capital Grants and Contributions were recognised in three areas, they include: higher than anticipated developer contributions ($10.9m), State Government awarded Stronger Community Grant ($9.5m) 1,052 550 (502) (48)% U Net gains from disposal of assets The estimate for the Net loss from the disposal of assets is only a general allocation in the original budget each year as it is difficult to forecast the level of sales and acquisition of fixed assets for the coming year. The unfavourable result was a result of a prior planned sale of property ($940,000) not proceeding. The full impact of this change was partially offset by a favourable variance from the sale of heavy and light vehicles ($570,000)

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 19. Material budget variations §Note/Subtotal§ §Total§

$ '000

2019 Budget

2019 Actual

2019 -------- Variance --------

58,730

56,508

2,222

23%

EXPENSES Employee benefits and on-costs

96 Borrowing costs Favourable variance on Council's single loan's interest expense ($22,000)

42,976 42,454 522 1% F Materials and contracts Though the result for materials and contracts was favourable, during the financial year there was unplanned expenditure on asbestos removal ($230,000) following the discovery of fragments of bonded asbestos at Croot Park and Olds Park. Georges River Council takes the matter of asbestos very seriously and therefore allocated funds to ensure the material did not pose any risk to the community. Depreciation and amortisation

19,481

19,557

(76)

Other expenses

21,346

21,363

(17)

–

243

(243)

∞

Fair value decrement on investment property

STATEMENT OF CASH FLOWS Net cash provided from (used in) operating 22,317 51,708 29,391 132% F activities The budget for the Cash Flow Statement is based on a number of assumptions that are difficult to accurately predict. The combination of higher captial grants and contributions, increased investment income, along with payments for employee costs being less than budgeted for. Net cash provided from (used in) investing (27,090) (49,506) (22,416) 83% U activities The sale and purchase of investment securities is difficult to estimate as they are based on forecasts prior to year-end actuals being finalised and therefore only a notional amount is included in the original cash flow budget.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 20. Fair Value Measurement §Note/Subtotal§ §Subnote§

The Council measures the following asset and liability classes at fair value on a recurring basis: – Infrastructure, property, plant and equipment – Investment property – Financial assets and liabilities The fair value of assets and liabilities must be estimated in accordance with various accounting standards for either recognition and measurement requirements or for disclosure purposes. AASB 13 Fair Value Measurement requires all assets and liabilities measured at fair value to be assigned to a ‘level’ in the fair value hierarchy as follows: Level 1: Unadjusted quoted prices in active markets for identical assets or liabilities that the entity can access at the measurement date. Level 2: Inputs other than quoted prices included within level 1 that are observable for the asset or liability, either directly or indirectly. Level 3: Inputs for the asset or liability that are not based on observable market data (unobservable inputs).

(1) Assets and liabilities that have been measured and recognised at fair values §Subnote§

Fair value measurement hierarchy

2019

Recurring fair value measurements Financial assets Investments – ‘Held for trading’

Notes

Date of latest valuation

Level 1 Quoted prices in active mkts

Level 2 Significant observable inputs

Level 3 Significant unobservable inputs

Total

30/06/19

–

57,461

–

57,461

–

17,660

–

17,660

–

17,660

–

17,660

– – – – – – – – – – – – – – – –

7,457 1,715 1,708 209,047 197,208 15,160 727 75,279 104,033 9,442 522,460 65,522 51,868 75,669 1,109 60

–

1,338,464

6(b)

Total financial assets Investment property

Properties held with the primary purpose of external lease

30/06/19

Total investment property Infrastructure, property, plant and equipment Plant and equipment Office equipment Furniture and fittings Operational land Community land Council controlled land Land under roads (post 30/6/08) Buildings – non-specialised Buildings – specialised Other structures Roads and bridges Footpaths Open space Stormwater drainage Library books Other assets

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30/06/19 30/06/17 30/06/17 30/06/15 30/06/19 30/06/19 30/06/19 30/06/19 30/06/19 30/06/19 30/06/19

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 20. Fair Value Measurement (continued)

2018

Notes

Date of latest valuation

Level 1 Quoted prices in active mkts

Level 2 Significant observable inputs

Recurring fair value measurements Financial assets Investments – ‘Held for trading’

Date of latest valuation

Level 3 Significant unobservable inputs

30/06/18

Total investment property

Plant and equipment Office equipment Furniture and fittings Operational land Community land Council controlled land Land under roads (post 30/6/08) Buildings – non-specialised Buildings – specialised Other structures Roads and bridges Footpaths Open space Stormwater drainage Library books Other assets

Level 3 Significant unobservable inputs

Total

–

73,488

–

73,488

–

17,800

–

17,800

–

17,800

–

17,800

– – – – – – – – – – – – – – – –

8,257 1,393 1,593 225,104 177,410 15,160 727 74,968 81,098 9,685 469,342 35,230 49,229 71,218 971 74

–

1,221,459

Properties held with the primary purpose of external lease

Infrastructure, property, plant and equipment

Level 2 Significant observable inputs

6(b)

Total financial assets Investment property

Level 1 Quoted prices in active mkts

30/06/18 30/06/17 30/06/17 30/06/15 30/06/17 30/06/17 30/06/17 30/06/17 30/06/17 30/06/17 30/06/17

Total infrastructure, property, plant and equipment Note that capital WIP is not included above since it is carried at cost.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 20. Fair Value Measurement (continued) §Note/Subtotal§

(2) Valuation techniques used to derive level 2 and level 3 fair values Where Council is unable to derive fair valuations using quoted market prices of identical assets (ie. level 1 inputs) Council instead utilises a spread of both observable inputs (level 2 inputs) and unobservable inputs (level 3 inputs). The fair valuation techniques Council has employed while utilising level 2 and level 3 inputs are as follows: ◾

Financial assets

Council obtains valuations from independent investment advisors (CPG Research and Advisory Pty Ltd) on a monthly basis and at the end of each reporting period to ensure the financial statements reflect the most up-to-date valuations. Council holds various FRNs, covered and fixed interest bonds that are considered level 3 assets. Council obtains valuations from the arranger/issuer/bank on a monthly basis and/or at the end of each accounting period to ensure the financial statements reflect the most up to date valuation. The valuations sourced from the arranger/issuer/bank are based on mid-market prices. That is, valuations are marked at the mid-point of the bid and ask prices, which are variable (unobservable inputs), in the secondary market. ◾

Investment property

Council undertakes valuations of its investment property portfolio on an annual basis and at the end of each reporting period the financial statements reflect the most up-to-date valuation. The best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary: • •

Current prices in an active market for similar assets or similar properties in less active markets Discounted cash flow projections based on estimates of future cash inflows and outflows ‐ All investment properties are included in level 2 of the hierarchy with the key observable input to the valuation being the price per square metre.

The fair value of investment properties is determined by independent, qualified valuers who have experience in the location of the property. The revaluation of council’s investment properties building component was performed by Australis Asset Advisory Group as at 30 June 2019. ◾

Land (Operational, Community, Council Controlled and Land Under Roads)

Council obtains independent valuations of its Operational Land portfolio on a cyclic basis. Suitably qualified internal staff ensure that the fair value reported does not differ materially from actual fair value. In order to ascertain appropriate values to the Operational and Community Land, Council have primarily applied the Direct Comparison Approach. This approach involves investigation of vacant land sales evidence with comparable or similar characteristics. The various land components are analysed in order to derive a fair market value. For community and other special purpose land where there are a limited number of market transactions, Council have considered the market evidence of parcels of land of similar characteristics (but not restricted in use) with an appropriate discount applied for the property’s current zoning. The best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary: •

Current prices in active markets for similar assets or similar land parcels in less active markets ‐ Community and other special purpose land assets are included in level 3 of the hierarchy with the key unobservable input to the valuation being the price per square metre. Operational Land values are at indexation to reflect the inherent utility afforded from the 2015/16 valuation.

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Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 20. Fair Value Measurement (continued) ‐ Australis Asset Advisory Group performed an independent valuation of Operational Land assets for the period ending 30 June 2019. Valuations for Community and Council Controlled Land have been valued using Valuer General (VG) price per square metre for the period ending 30 June 2017. Land Under Roads (post 2008) was last valued using VG valuation as at 30 June 2015 following a boundary change with the former Canterbury City Council. ◾

Buildings

Specialised buildings are assets which, due to their particular design, application or use, are not normally traded within an established market and thus the basis for valuation of these buildings is the cost approach. Depreciated replacement cost is a method of valuation that is based on an estimate of the current cost of replacing the asset with a similar asset, less an allowance for the effect of depreciation (accrued physical wear and tear), and economic and functional obsolescence. Thus the following inputs and assumptions are used in determining fair value: • • •

Breakdown of building into relevant components comprising some or all of; External walls, windows and doors; Roof including framing and guttering; Electricals & lighting; Fire Equipment; Air Conditioning; Hot Water System; Lifts; Fitout, Fixtures & Fittings; Exterior Works & Landscaping; and Residual Structure. The straight line method of depreciation has been adopted which is based on the premise that the loss in value is in equal amounts over the full extent of the components/assets life. The effective lives of component/asset are the estimated life of that component/asset, assuming use in its present function, as part of a continuing business.

Specialised buildings are included in level 3 of the hierarchy with the key unobservable inputs being the effective lives and component condition / allowance for depreciation. Australis Asset Advisory Group performed an independent valuation of building assets as at 30 June 2019. Non-specialised buildings are those for which a market exists and as such the best estimate of fair value is the current price in an active market for similar assets; the following inputs are used where necessary: • •

Current prices in an active market for similar assets or similar properties in less active markets. Comprehensive reference on building costs and useful lives.

Non-specialised buildings are included in level 3 of the hierarchy with the key unobservable input to the valuation being the price per square metre. Australis Asset Advisory Group performed an independent valuation of building assets as at 30 June 2019. ◾

Other Structures, land improvements, other recreational-open space assets, roads, footpaths, bulk earthworks and stormwater drainage

Council obtains independent valuations on a cyclic basis and utilises suitably qualified internal staff to undertake interim revaluations as appropriate to ensure that reported fair value does not differ materially from actual fair value. These classes of assets are specialised in nature and not readily bought or sold on the open market thus the valuation technique adopted is the cost approach utilising the depreciated replacement cost concept. The following inputs are used where necessary: • • • • • • •

Pattern of Consumption Components Useful life Asset Condition Dimensions and specifications Relationship between condition rating and value (determining remaining life, useful life, etc.) Unit Rates

The asset classes other structures, land improvements, other recreational-open space assets, roads, footpaths, bulk earthworks and stormwater drainage are included in level 3 of the hierarchy with the key unobservable inputs being condition rating, useful life and remaining life. Other structures and land improvements (subsequently reclassified to include other recreational-open space assets) were last independently re-valued by JLL Public Sector Valuations Pty Ltd as at 30 June 2019.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

Financial Statements 2019

Notes to the Financial Statements for the year ended 30 June 2019

Note 20. Fair Value Measurement (continued) Roads, Bridges, Footpaths (subsequently reclassified to roads, footpaths and bulk earthworks) and Stormwater were last independently valued by APV Valuers and Asset Management as at 30 June 2019.

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 20. Fair Value Measurement (continued) §Note/Subtotal§

(3) Fair value measurements using significant unobservable inputs (level 3) a. The following tables present the changes in level 3 fair value asset classes. §Total§

Financial assets

Investment property

IPP&E

Total

2018 Opening balance Purchases (GBV) Disposals (WDV) Depreciation and impairment FV gains – other comprehensive income FV gains – Income Statement 1 Other movement Closing balance

72,068 8,551 (7,500) – – 369 – 73,488

16,345 – – – – 1,455 – 17,800

1,209,884 34,076 (2,406) (17,961) 10,519 – 147 1,234,259

1,298,297 42,627 (9,906) (17,961) 10,519 1,824 147 1,325,547

2019 Opening balance Purchases (GBV) Disposals (WDV) Depreciation and impairment FV gains – other comprehensive income FV gains – Income Statement 1 Closing balance

73,488 2,000 (18,400) – – 373 57,461

17,800 103 – – – (243) 17,660

1,234,259 72,026 (1,093) (19,100) 80,617 – 1,366,709

1,325,547 74,129 (19,493) (19,100) 80,617 130 1,441,830

$ '000

(1)

FV gains recognised in the Income Statement relating to assets still on hand at year end total

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 20. Fair Value Measurement (continued) §Note/Subtotal§ §Total§

$ '000

Fair value (30/6/19)

Valuation technique/s

Unobservable inputs

c. Significant unobservable valuation inputs used (for level 3 asset classes) and their relationship to fair value. Financial Assets Investment property

� � � �

Plant and Equipment Office Equipment Furniture and Fittings Library Collection

Land:

� Operational Land � Community Land � Council Controlled Land � Land Under Roads � Other Structures � Land Improvements � Other Recreational and Open Space Assets

57,461 17,660

Market Approach Income or Market Approach

12,050

Cost Approach

422,142

Market Approach VG value (price per square metre) for Community Land

� Unit Price � Estimated rental value (per sq metre) � Rental Yield � Open Market Value � Gross Replacement Cost � Remaining Useful Life � Residual Value � Price per square metre � Discount rate to account for zoning and other constraints on development and the potential for alternative use.

61,311

Cost Approach

� Condition � Useful and Remaining Life � Unit Rates

Buildings:

185,218

Cost Approach

Infrastructure:

587,982

Cost Approach

75,669

Cost Approach

� Condition � Useful and Remaining Life � Component replacement rates � Allowance for economic and functional obsolescence � Condition � Useful and Remaining Life � Residual Value � Unit Rates � Condition � Useful and Remaining Life � Unit Rates � Residual Value

� Specialised � Non-Specialised

� � � �

Roads Footpaths Bulk Earthworks Stormwater drainage

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 20. Fair Value Measurement (continued) d. The valuation process for level 3 fair value measurements Asset Category/ Comprehensive Description of Class Valuation Frequency processes §Note/Subtotal§ §Total§

Valuer

Responsibility

Financial Assets

Monthly

Monthly Valuation using the current price External in an active market for simiilar assets

Investment Properties

Annually

Full external valuation every year

Infrastructure

3 years per asset class

3 year valuation cycle 1 Comprehensive and Internal/External 2 Desktop

Assets & Infrastructure Directorate/Finance

Plant and equipment, office equipment and Annually furniture and fittings

Assessment of remaining useful life undertaken annually which impacts on the fair value

Assets & Infrastructure Directorate/Finance

Operational land

3 years

3 year valuation cycle 1 Comprehensive and External 2 Desktop

Assets & Infrastructure Directorate/Finance

Community land

3 years

Valuer-General land values or average unit Valuer General rate for similar / Internal properties if not available

Finance

Buildings – non specialised and specialised

3 years

3 year valuation cycle 1 comprehensive and 2 External desktop

Assets & Infrastructure Directorate/Finance

Land improvement non-depreciable

3 years

Full valuation every 5 years or index applied

Assets & Infrastructure Directorate/Finance

Other structures

3 years

3 year valuation cycle 1 Comprehensive and External 2 Desktop

Assets & Infrastructure Directorate/Finance

N/A

Assessment of remaining useful life undertaken annually which impacts on the fair value

Library/Finance

Library books

External

Internal

Finance Department Strategic Property / Finance

(4) Highest and best use §Subnote§

All of Council’s non-financial assets are considered as being utilised for their highest and best use.

312

Financial Statements 2019

2,432 146 117 –

2,695

2,711

continued on next page ...

Supply of Storage system

2018

$ '000

Nature of the transaction

Value of transactions during year

–

Outstanding balance (incl. loans and commitments)

30 day terms on invoice

Terms and conditions

–

Provisions for impairment of receivables outstanding

Page 64 of 73

–

Expense recognised for impairment of receivables

Council has determined that transactions at arm’s length between KMP and Council as part of Council delivering a public service objective (e.g. access to library or Council swimming pool by KMP) will not be disclosed.

§Subnote§

2018

2,345 146 – 220

2019

(b) Other transactions with KMP and their related parties

Total

Short-term benefits Post-employment benefits Other long-term benefits Termination benefits

Compensation:

$ '000

The aggregate amount of KMP compensation included in the Income Statement is:

Key management personnel (KMP) of the council are those persons having the authority and responsibility for planning, directing and controlling the activities of the council, directly or indirectly comprising the Mayor, Councillors, General Manager and Directors.

(a) Key management personnel

§Note/Subtotal§ §Subnote§

Note 21. Related Party Transactions

for the year ended 30 June 2019

Notes to the Financial Statements

Georges River Council

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

313

314

Patron of District Cricket Association Patron of District Cricket Association

2018

$ '000

§Note/Subtotal§

Note 21. Related Party Transactions (continued)

for the year ended 30 June 2019

Notes to the Financial Statements

Georges River Council

1 2

Value of transactions during year

– –

Outstanding balance (incl. loans and commitments) Terms and conditions

– –

Provisions for impairment of receivables outstanding

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– –

Expense recognised for impairment of receivables

Financial Statements 2019 WWW.GEORGESRIVER.NSW.GOV. AU

Financial Statements 2019

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Total contributions

S7.4 planning agreements

S7.12 levies – under a plan Total S7.11 and S7.12 revenue under plans

Drainage Roads Traffic facilities Parking Open space Community facilities Library Urban space Management Open space, recreation and public domain facilities Deficient car parking Non residential development in CBD S7.11 contributions – under a plan

$ '000

§Subnote§

6,888

15,654

4,862

70,317

8,766

65,455

6,911

62,831 1,855

– 2,221

427 329 2,624

– 187 177 – 1,614 400 – – – 2,312

Cash

8,114

–

– –

– – – – – – – – – –

Non-cash

Contributions received during the year

298 78 2,006 747 25,186 11,107 3,848 143 289 18,373

Opening Balance

as at 30/6/2018

Summary of contributions and levies

2,160

338

1,822

1,733

9 52

7 4 76 21 927 264 74 – 5 294

Interest earned in year

(12,470)

(399)

(12,071)

(1,267)

(10,804)

– (171)

– – (15) (58) (1,920) (910) (330) (140) (164) (7,096)

Expenditure during year

–

– –

– – – – – – – – – –

Internal borrowing (to)/from

75,661

11,689

63,972

3,301

60,671

436 2,431

305 269 2,244 710 25,807 10,861 3,592 3 130 13,883

Page 66 of 73

–

– –

– – – – – – – – – –

Cumulative internal borrowings due/(payable)

as at 30/6/2019 Held as restricted asset

It is possible that the funds contributed may be less than the cost of this infrastructure, requiring Council to borrow or use general revenue to fund the difference.

Under the Environmental Planning and Assessment Act 1979, Council has significant obligations to provide Section 7.11 (contributions towards provision or improvement of amenities or services) infrastructure in new release areas.

§Note/Subtotal§ §Subnote§

Note 22. Statement of developer contributions

for the year ended 30 June 2019

Notes to the Financial Statements

Georges River Council

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

315

316 –

352

–

187

continued on next page ...

Total 544

CONTRIBUTION PLAN NUMBER 4 – Streetscape Improvement – Hurstville Town Centre Open space 544 22

Total

CONTRIBUTION PLAN NUMBER 3 – Car Parking – Hurstville Town Centre Parking 352

Total

CONTRIBUTION PLAN – NUMBER 1 – Roads & Traffic Management Roads 78 187

4,860

22,730

–

– –

– 2,221

Total

– –

327 2,312

–

– – – – – – – –

Non-cash

CONTRIBUTION PLAN – commenced 14 March 2013 Community facilities 3,601 Open space, recreation and public domain 18,373 facilities Deficient car parking 427 Non residential development in CBD 329

Total

12,950

Cash

– – – – – – – –

Opening Balance

Contributions received during the year

CONTRIBUTION PLAN – repealed from 14 March 2013 Drainage 282 Traffic facilities 318 Parking 395 Open space 2,117 Community facilities 5,558 Library 3,848 Urban space 143 Management 289

§Subnote§

S7.11 Contributions – under a plan

$ '000

as at 30/6/2018

Note 22. Statement of developer contributions (continued)

for the year ended 30 June 2019

Notes to the Financial Statements

Georges River Council

431

9 52

76 294

255

6 6 8 43 113 74 – 5

Interest earned in year

–

(58)

–

(7,267)

– (171)

– (7,096)

(1,685)

– (15) – (126) (910) (330) (140) (164)

Expenditure during year

–

– –

–

– – – – – – – –

Internal borrowing (to)/from

587

307

269

20,754

436 2,431

4,004 13,883

11,520

288 309 403 2,034 4,761 3,592 3 130

Held as restricted asset

Page 67 of 73

–

– –

–

– – – – – – – –

Cumulative internal borrowings due/(payable)

as at 30/6/2019

Financial Statements 2019 WWW.GEORGESRIVER.NSW.GOV. AU

Opening Balance Cash

– 177 216 –

393

CONTRIBUTION PLAN NUMBER 8 – Kogarah Town Centre Drainage 16 Traffic facilities 1,688 Open space 9,969 Community facilities 224

11,897

S7.12 Levies – under a plan

Total

CONTRIBUTION PLANS Georges River Council Section 94A

§Subnote§

1,855

2,624

1,414

2,624

–

CONTRIBUTION PLAN – Ramsgate commercial centre Community facilities 1,414

Total

310

Total

CONTRIBUTION PLAN NUMBER 9 – Kogarah Libraries – Buildings & Books Community facilities 310

Total 73

–

Total 1,276

1,376

11,280

CONTRIBUTION PLAN NUMBER 6 – Hurstville south areas Open space 1,276

Total

–

– – – –

–

Non-cash

Contributions received during the year

CONTRIBUTION PLAN NUMBER 5 – Open Space (2006) – Embellishment & Acquisition Open space 11,280 1,376

$ '000

as at 30/6/2018

Note 22. Statement of developer contributions (continued)

for the year ended 30 June 2019

Notes to the Financial Statements

Georges River Council

464

1 70 385 8

432

Interest earned in year

(1,267)

–

(448)

– – (448) –

(590)

(756)

Expenditure during year

–

– – – –

–

Internal borrowing (to)/from

3,301

1,467

397

12,306

17 1,935 10,122 232

732

12,332

Held as restricted asset

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–

– – – –

–

Cumulative internal borrowings due/(payable)

as at 30/6/2019

Financial Statements 2019

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 23(a). Statement of performance measures – consolidated results §Note/Subtotal§ §Subnote§

$ '000

Amounts

Indicator

2019

Prior period 2018

(3,949) 136,007

(2.90)%

(2.57)%

>0.00%

124,856 172,311

72.46%

78.49%

>60.00%

72,489 19,844

3.65x

3.86x

>1.50x

15,682 574

27.32x

25.82x

>2.00x

2,981 95,961

3.11%

3.00%

<5.00%

109,252 10,244

10.66 mths

10.88 mths

>3.00 mths

Benchmark

1. Operating performance ratio

Total continuing operating revenue excluding capital grants and contributions less operating expenses 1, 2 Total continuing operating revenue excluding capital grants and contributions 1

2. Own source operating revenue ratio

Total continuing operating revenue excluding all grants and contributions 1 Total continuing operating revenue 1

3. Unrestricted current ratio Current assets less all external restrictions Current liabilities less specific purpose liabilities

4. Debt service cover ratio

Operating result before capital excluding interest and depreciation/impairment/amortisation 1 Principal repayments (Statement of Cash Flows) plus borrowing costs (Income Statement)

5. Rates, annual charges, interest and extra charges outstanding percentage Rates, annual and extra charges outstanding Rates, annual and extra charges collectible

6. Cash expense cover ratio Current year’s cash and cash equivalents plus all term deposits Monthly payments from cash flow of operating and financing activities (1)

Excludes fair value adjustments, reversal of revaluation decrements, net gain on sale of assets, and net loss of interests in joint ventures and associates.

(2)

Excludes impairment/revaluation decrements, net loss on sale of assets, and net loss on share of interests in joint ventures and associates

318

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 23(b). Statement of performance measures – consolidated results (graphs) §Note/Subtotal§ §Subnote§

1. Operating performance ratio Purpose of operating performance ratio

This ratio measures Council’s achievement of containing operating expenditure within operating revenue.

Benchmark: ―

Commentary on 2018/19 result 2018/19 ratio

(2.90)%

Council does not generate sufficient Operating Income (without Capital Grants) to cover Operating Expenditure. This is an on-going issue that was highlighted in the Long Term Financial Plan when the financial outlook for Council was considered. This is now being addressed by the Financial Sustainability Working Group which is enquiring into potential sources of additional income and possible savings in expenditure.

Ratio achieves benchmark

> 0.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

Ratio is outside benchmark

2. Own source operating revenue ratio Purpose of own source operating revenue ratio

This ratio measures fiscal flexibility. It is the degree of reliance on external funding sources such as operating grants and contributions.

Benchmark: ―

Commentary on 2018/19 result 2018/19 ratio

72.46%

Council continues to stay above the benchmark of 60% which shows that Council is not heavily reliant on income from grants and contributions to fund its ongoing operations. Although the quantum of Own Source Income increased from last year (2018), it dropped by 6% as a percentage of total income which included substantial contributions from operating and capital grants.

Ratio achieves benchmark

> 60.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

Ratio is outside benchmark

3. Unrestricted current ratio Purpose of unrestricted current ratio

To assess the adequacy of working capital and its ability to satisfy obligations in the short term for the unrestricted activities of Council.

Benchmark: ―

> 1.50x

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

continued on next page ...

Commentary on 2018/19 result 2018/19 ratio

3.65x

The current ratio of 4.06, which is well above the benchmark, continues to be strong despite an increase in liabilities consequent to increased receipts of bonds/deposits.

Ratio achieves benchmark Ratio is outside benchmark

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Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 23(b). Statement of performance measures – consolidated results (graphs) 4. Debt service cover ratio Purpose of debt service cover ratio

This ratio measures the availability of operating cash to service debt including interest, principal and lease payments

Benchmark: ―

Commentary on 2018/19 result 2018/19 ratio

27.32x

Councils debt continues to reduce and places decreasing pressure on operating cash.

Ratio achieves benchmark

> 2.00x

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

Ratio is outside benchmark

5. Rates, annual charges, interest and extra charges outstanding percentage Purpose of rates, annual charges, interest and extra charges outstanding

To assess the impact of uncollected rates and annual charges on Council’s liquidity and the adequacy of recovery efforts.

Benchmark: ―

Commentary on 2018/19 result 2018/19 ratio

3.11%

The percentage of rates debtors continues to be low and reflects council's ongoing efforts at collecting rates and charges due.

Ratio achieves benchmark

< 5.00%

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

Ratio is outside benchmark

6. Cash expense cover ratio Purpose of cash expense cover ratio

This liquidity ratio indicates the number of months a Council can continue paying for its immediate expenses without additional cash inflow.

Benchmark: ―

> 3.00mths

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

320

Commentary on 2018/19 result 2018/19 ratio

10.66 mths

Council is very Liquid. The cash coverage ratio continues to sit at a healthy 10+ months which is a strong position to be in to fund Councils operations.

Ratio achieves benchmark Ratio is outside benchmark

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Financial Statements 2019

Georges River Council Notes to the Financial Statements for the year ended 30 June 2019

Note 24. Council information and contact details ยงNote/Subtotalยง ยงSubnoteยง

Principal place of business: Corner MacMahon and Dora Streets HURSTVILLE NSW 2220

Contact details Mailing Address: PO Box 205 HURSTVILLE BC NSW 1481

Opening hours: 8:30am - 5:00pm Monday to Friday

Telephone: 02 9330 6400 Facsimile: 02 9330 6223

Internet: Email:

Officers

Elected members

Responsible Accounting Officer David Tuxford

Councillors Christina Wu Colleen Symington Con Hindi Kathryn Landsberry Leesha Payor Lou Konjarski Nancy Liu Nick Katris Rita Kastanias Sam Elmir (Deputy Mayor) Sandy Grekas Stephen Agius Vince Badalati Warren Tegg

General Manager Gail Connolly

Public Officer Juliette Hall Auditors Audit Office of New South Wales Level 19 201 Sussex St SYDNEY NSW 2000

www.georgesriver.nsw.gov.au mail@georgesriver.nsw.gov.au

Mayor -

Other information

ABN: 57 789 014 855

Page 72 of 73

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INDEPENDENT AUDITOR’S REPORT Report on the general purpose financial statements Georges River Council

To the Councillors of the Georges River Council

Opinion I have audited the accompanying financial statements of Georges River Council (the Council), which comprise the Income Statement and Statement of Comprehensive Income for the year ended 30 June 2019, the Statement of Financial Position as at 30 June 2019, the Statement of Changes in Equity and Statement of Cash Flows for the year then ended, notes comprising significant accounting policies and other explanatory information, and the Statement by Councillors and Management. In my opinion: •

the Council’s accounting records have been kept in accordance with the requirements of the Local Government Act 1993, Chapter 13, Part 3, Division 2 (the Division)

•

the financial statements: -

have been presented, in all material respects, in accordance with the requirements of this Division

are consistent with the Council’s accounting records

present fairly, in all material respects, the financial position of the Council as at 30 June 2019, and of its financial performance and its cash flows for the year then ended in accordance with Australian Accounting Standards

•

all information relevant to the conduct of the audit has been obtained

•

no material deficiencies in the accounting records or financial statements have come to light during the audit.

My opinion should be read in conjunction with the rest of this report.

Basis for Opinion I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ section of my report. I am independent of the Council in accordance with the requirements of the: •

Australian Auditing Standards

•

Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for Professional Accountants’ (APES 110).

I have fulfilled my other ethical responsibilities in accordance with APES 110.

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Parliament promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by: •

providing that only Parliament, and not the executive government, can remove an Auditor-General

•

mandating the Auditor-General as auditor of councils

•

precluding the Auditor-General from providing non-audit services.

I believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Other Information The Council’s annual report for the year ended 30 June 2019 includes other information in addition to the financial statements and my Independent Auditor’s Report thereon. The Councillors are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprise the Special Schedules (the Schedules). My opinion on the financial statements does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information. However, as required by the Local Government Act 1993, I have separately expressed an opinion on the Special Schedule - Permissible income for general rates. In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed, I conclude there is a material misstatement of the other information, I must report that fact. I have nothing to report in this regard.

The Councillors’ Responsibilities for the Financial Statements The Councillors are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the Local Government Act 1993, and for such internal control as the Councillors determine is necessary to enable the preparation and fair presentation of the financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Councillors are responsible for assessing the Council’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting except where the Council will be dissolved or amalgamated by an Act of Parliament, or otherwise cease operations.

Auditor’s Responsibilities for the Audit of the Financial Statements My objectives are to: •

obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error

•

issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the financial statements. A description of my responsibilities for the audit of the financial statements is located at the Auditing and Assurance Standards Board website at: www.auasb.gov.au/auditors_responsibilities/ar4.pdf. The description forms part of my auditor’s report.

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My opinion does not provide assurance: •

that the Council carried out its activities effectively, efficiently and economically

•

on the Original Budget information included in the Income Statement, Statement of Cash Flows, and Note 19 Material budget variations

•

on the Special Schedules. A separate opinion has been provided on Special Schedule - Permissible income for general rates

•

about the security and controls over the electronic publication of the audited financial statements on any website where they may be presented

•

about any other information which may have been hyperlinked to/from the financial statements.

Dominika Ryan Director, Financial Audit Services Delegate of the Auditor-General for New South Wales 27 September 2019 SYDNEY

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Cr Kevin Greene Mayor Georges River Council Cnr MacMahon and Dora Streets HURTSVILLE NSW 2220

Contact:

Dominika Ryan

Phone no:

02 9275 7336

Our ref:

D1922075/1728

27 September 2019

Dear Mayor

Report on the Conduct of the Audit for the year ended 30 June 2019 Georges River Council I have audited the general purpose financial statements (GPFS) of the Georges River Council (the Council) for the year ended 30 June 2019 as required by section 415 of the Local Government Act 1993 (the Act). I expressed an unmodified opinion on the Councilâ&#x20AC;&#x2122;s GPFS. This Report on the Conduct of the Audit (the Report) for the Council for the year ended 30 June 2019 is issued in accordance with section 417 of the Act. This Report should be read in conjunction with my audit opinion on the GPFS issued under section 417(2) of the Act.

INCOME STATEMENT Operating result 2019

2018

Variance

Rates and annual charges revenue

93.8

90.3

4.0

Grants and contributions revenue

46.4

31.6

46.8

Operating result for the year

33.0

22.4

47.3

Net operating result before capital grants and contributions

(3.3)

(0.8)

312.5

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Council’s operating result ($33.0 million, including the effect of depreciation and amortisation expense of $19.6 million) was $10.6 million higher than the 2017–18 result. This was a result of significant increase in total revenue of $19.3 million (12.5 percent), which was higher than the increase in expenses of $8.6 million (6.5 percent). The net operating result before capital grants and contributions ($3.3 million) was $2.5 million lower than the 2017–18 result. Rates and annual charges revenue ($93.8 million) increased slightly as a result of the annual rates increase of 2.7 percent. Grants and contributions revenue ($46.4 million) increased by $14.9 million (47.3 percent) in 2018– 2019 due to: •

capital grants and contributions increased significantly by $13.2 million compared to prior year. The increase was mainly due to stronger communities fund grant of $9.5 million and $2.2 million increase in S7.4 Voluntary Planning Agreements. Furthermore, cash contributions for developer constructed assets have increased by $8.1 million in 2018–19 due to a contribution of land in lieu of a voluntary planning agreement contribution. The land value at 30 June 2019 was determined by Australis Asset Advisory Group. S.7.11 capital contributions have also decreased by $4.9 million due to a number of proposals approved for development of amenities and properties.

•

increase in operating grants and contributions of $1.7 million (20.2 percent) due to increase in financial assistance grant of $400,000 and childcare grant of $1.2 million.

STATEMENT OF CASH FLOWS The Statement of Cash Flows illustrates the flow of cash and cash equivalents moving in and out of Council during the year.

Cash inflows from operating activities increased from $42.9 million in 2017–18 to $51.7 million in 2018–19. The primary cause was increased revenue from grants and contributions. The decrease in cash outflows from investing activities is due to $70.3 million spending on infrastructure, property, plant and equipment (increase of $34.3 million from 2017–18) offset by the $18.3 million increase in sale of investment securities. The Council also had lesser purchase of investment securities in the current year compared to 2017–18.

60 40

$ million

The Council’s cash increased by $1.7 million (to $18.2 million) at the close of the year.

Net cash flows for the year

20 0 -20 -40 -60 -80

2017

2018

2019

Year ended 30 June Operating activities Financing activities

Investing activities

Cash outflow from financing activities has remained constant at $500,000.

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

FINANCIAL POSITION Cash and investments Cash and investments

External restrictions Internal restrictions Unrestricted Cash and investments

2019

2018

104.1

96.0

60.9

77.1

1.8

8.9

166.7

182.0

Commentary

•

External restrictions include unspent specific purpose grants, developer contributions, domestic waste management charges, levies and planning agreements.

•

Balances are internally restricted due to Council policy or decisions for forward plans including works program.

•

Unrestricted balances provide liquidity for day-today operations.

•

External restrictions have increased by $8.1 million mainly due to a $7.0 million increase in VPA contributions.

•

Internal restrictions have decreased mainly due to a decrease in commercial property reserve from $18.5 million in 2017–18 to $6.2 million in 2018–19. It can also be attributed to transformation program carried out in 2017–18 related to amalgamation of Kogarah and Hurstville Councils. The program resulted in cash outflow of $1.9 million last year and was completed same year.

PERFORMANCE Operating performance ratio The ‘operating performance ratio’ measures how well council contained operating expenditure within operating revenue (excluding capital grants and contributions, fair value adjustments, and reversal of revaluation decrements). The benchmark set by the former Office of Local Government (OLG) is greater than zero percent. Council did not reach the benchmark of zero percent. The operating performance ratio has worsened from prior year as there were slight increases in operating grants, rates and annual charges and interest revenue. Furthermore, operating expenses have increased by $8.8 million mainly due to increase in materials and contracts of $3.1 million, payroll expenses of $1.8 million, depreciation and amortisation of $1.2 million and other expenses of $2.3 million.

14 12 10 8 Ratio 6 % 4 2 0 -2 -4

Operating performance ratio

2017

2018

2019

Year ended 30 June Operating performance ratio Industry benchmark > 0%

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Own source operating revenue ratio The ‘own source operating revenue ratio’ measures council’s fiscal flexibility and the degree to which it relies on external funding sources such as operating grants and contributions. The benchmark set by the former OLG is greater than 60 percent. Despite the decrease in the ratio compared to prior year, Council’s own source operating revenue ratio of 72.5 percent still exceeded the industry benchmark. This reflects the significance of rates and user charges as funding sources for Council.

Own source operating revenue ratio 100 80 Ratio 60 % 40 20 0

2017

2018

2019

Year ended 30 June Own source operating revenue ratio Industry benchmark > 60%

Unrestricted current ratio The ‘unrestricted current ratio’ is specific to local government and represents council’s ability to meet its short-term obligations as they fall due. The benchmark set by the former OLG is greater than 1.5 times. Council continues to exceed the benchmark. This ratio indicated Council currently has $3.7 of unrestricted current assets available to service each dollar of its unrestricted current liabilities. There has been a slight decrease in this ratio during the year (decrease from $3.9 in prior year to $3.7 in current year) due to increase in current liabilities represented by $1.4 million increase in payables and $600,000 increase in provisions.

Unrestricted current ratio

4 Ratio x

3 2 1 0

2017

2018

2019

Year ended 30 June Unrestricted current ratio Industry benchmark > 1.5x

Debt service cover ratio The ‘debt service cover ratio’ measures the operating cash to service debt including interest, principal and lease payments. The benchmark set by the former OLG is greater than two times. The debt service cover ratio increased slightly to 27.32 times, continuing to exceed the industry benchmark. This is because the Council’s borrowings have reduced to $1.6 million and cash holdings have increased.

Debt service cover ratio

Ratio 30 x 20 10 0

2017

2018

2019

Year ended 30 June Debt service cover ratio Industry benchmark > 2x

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Rates and annual charges outstanding percentage The ‘rates and annual charges outstanding percentage’ assesses the impact of uncollected rates and annual charges on council’s liquidity and the adequacy of debt recovery efforts. The benchmark set by the former OLG is less than 5 percent for metro councils. Council’s outstanding rates and charges ratio of 3.11 percent is within the industry benchmark of less than 5 percent.

Rates and annual charges outstanding percentage

5 4 Ratio 3 % 2 1 0

2017

2018

2019

Year ended 30 June Rates and annual charges outstanding percentage Industry benchmark < 5%

Cash expense cover ratio Council’s cash expense cover ratio of 10.66 months exceeded the industry benchmark of greater than 3 months. The ratio decreased slightly by 0.22 months as compared to 2017–18.

Cash expense cover ratio

Ratio (months)

This liquidity ratio indicates the number of months the council can continue paying for its immediate expenses without additional cash inflow. The benchmark set by the former OLG is greater than three months.

8 6 4 2 0

2017

2018 Year ended 30 June

2019

Cash expense cover ratio Industry benchmark > 3 months

Infrastructure, property, plant and equipment renewals Infrastructure, property, plant and equipment renewals for 2018–19 amounted to $16.2 million, an increase of $5.0 million from prior year balance of $11.2 million. The increase was mainly caused by the following movements: •

buildings renewals have increased to $5.4 million in 2018–19 from $1.4 million in 2017–18

•

roads renewals have decreased to $4.7 million in 2018–19 from $6.3 million in 2017–18

•

footpaths renewals have increased to $3.3 million in 2018–19 from $2.0 million in 2017–18

•

stormwater drainage renewals have increased to $2.8 million in 2018–19 from $200,000 in 2017–18

•

there were no other open space/ recreational assets renewals in 2018–19 ($1.2 million in 2017–18).

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OTHER MATTERS New accounting standards implemented Application period

Overview

AASB 9 ‘Financial Instruments’ and revised AASB 7 ‘Financial Instruments: Disclosures’ For the year ended 30 June 2019

AASB 9 replaces AASB 139 ‘Financial Instruments: Recognition and Measurement’ and changes the way financial instruments are treated for financial reporting. Key changes include: •

a simplified model for classifying and measuring financial assets

•

a new method for calculating impairment

•

a new type of hedge accounting that more closely aligns with risk management.

Council’s disclosure of the impact of adopting AASB 9 is disclosed in Note 6.

Legislative compliance My audit procedures did not identify any instances of non-compliance with legislative requirements or a material deficiency in the Council’s accounting records or financial statements. The Council’s: •

accounting records were maintained in a manner and form to allow the GPFS to be prepared and effectively audited

•

staff provided all accounting records and information relevant to the audit.

Dominika Ryan Director Financial Services Delegate of the Auditor-General for New South Wales

cc:

Ms Gail Connolly, General Manager Mr John Gordon, Chair of Audit, Risk and Improvement Committee Jim Betts, Secretary of the Department of Planning, Industry and Environment

330

ยงCoverยง

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council

SPECIAL PURPOSE FINANCIAL STATEMENTS for the year ended 30 June 2019

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Georges River Council

Special Purpose Financial Statements 2019

Special Purpose Financial Statements for the year ended 30 June 2019 ยงMainTOCยง

Contents Special Purpose Financial Statements

332

Page

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Georges River Council SPECIAL SCHEDULES

for the year ended 30 June 2019

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Special Schedules 2019

Georges River Council Special Schedules

for the year ended 30 June 2019 ยงMainTOCยง

Contents

Page

Special Schedules Special Schedule 2

Permissible income for general rates

Report on Infrastructure Assets - Values

334

3 4

28,639 468 29,107

38,861 152 39,013

c=a+b

29,893

40,066

k = (c + g + h + i + j)

29,893 (1)

40,342 (73)

–

– (1)

– 202

Page 3 of 6

Carry forward amounts which are in excess (an amount that exceeds the permissible income) require ministerial approval by order published in the NSW Government Gazette in accordance with section 512 of the Local Government Act 1993. The OLG will extract these amounts from Council’s Permissible income for general rates Statement in the financial data return (FDR) to administer this process.

203

(6)

(70)

202

67,500

67,702

202

205 (3)

67,500

1,518

65,982

65,810 172

Adjustments account for changes in the number of assessments and any increase or decrease in land value occurring during the year. The adjustments are called ‘supplementary valuations’ as defined in the Valuation of Land Act 1916.

–

(1)

28,639

28,638

(1)

– (1)

28,639

2.30% 644

27,995

28,003 (8)

Georges River Council

2018/19

(2)

3 (70)

203

38,861

39,064

203

205 (2)

38,861

2.30% 874

37,987

37,807 180

2018/19 2018/19 Former Hurstville City Former Kogarah Council City Council

The notional general income will not reconcile with rate income in the financial statements in the corresponding year. The statements are reported on an accrual accounting basis which include amounts that relate to prior years’ rates income.

t=q+r+s

(74)

70,235

70,161

202

202 –

69,959

1,839

68,120

67,500 620

Georges River Council

2019/20

Special Schedules 2019

(1)

Plus income lost due to valuation objections claimed Carry forward to next year 6

q=o–p

40,269

o=k+n

Total permissible income

Less notional general income yield Catch-up or (excess) result

(1)

203

n = (l + m)

29,892

(1) –

203 –

2.70% 786

2.70% 1,053

i = e x (c + g)

2019/20 2019/20 Former Hurstville City Former Kogarah Council City Council

Plus (or minus) last year's carry forward total Less valuation objections claimed in the previous year Sub-total

Or rate peg percentage Or plus rate peg amount Sub-total

Permissible income calculation

Last year notional general income yield Plus or minus adjustments 2 Notional general income

Notional general income calculation

$ '000

§Note/Subtotal§ §Subnote§

for the year ended 30 June 2019

Permissible income for general rates

Georges River Council

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

335

336

Asset Category

295 295

Sealed roads incl K&G Footpaths Sub-total

Stormwater drainage Sub-total

Roads

Stormwater drainage

Excellent/very good Good Satisfactory Poor Very poor

continued on next page ...

1 2 3 4 5

– –

6,015 6,015

57,868

9,659

3,252 14,315

9,659

3,252

22,291 22,291

17,763 2,140 19,903

Required maintenance is the amount identified in Council’s asset management plans.

No work required (normal maintenance) Only minor maintenance work required Maintenance work required Renewal required Urgent renewal/upgrading required

Infrastructure asset condition assessment ‘key’

(a)

TOTAL - ALL ASSETS

Open space / Other recreational Sub-total assets

8,971 293 9,264

Other structures Sub-total

Other structures

– –

Buildings Sub-total

Buildings

1,504 1,504

25,058

10,038

1,422 1,422

7,751 1,659 9,410

47 47

4,141 4,141

Estimated cost Estimated cost to bring to the to bring assets agreed level of 2018/19 to satisfactory service set by Required Council maintenance a standard

(a) Report on Infrastructure Assets - Values

Asset Class

§Note/Subtotal§ §Subnote§

as at 30 June 2019

Report on Infrastructure Assets

Georges River Council

26,398

12,120

1,452 1,452

4,117 2,900 7,017

65 65

5,744 5,744

2018/19 Actual maintenance

904,273

51,868

75,669 75,669

522,460 65,522 587,982

9,442 9,442

179,312 179,312

Net carrying amount

1,308,138

79,642

149,530 149,530

702,178 103,824 806,002

15,836 15,836

257,128 257,128

Gross replacement cost (GRC)

5.7% 5.7%

15.1% 15.1%

30.9% 56.7% 30.9% 56.7%

96.9% 96.9%

0.8% 0.8%

23.8% 41.4% 32.6%

41.3% 34.5% 19.2%

2.2% 2.2%

32.9% 36.6% 28.2% 7.8% 30.1% 61.2% 29.7% 35.8% 32.4%

79.3% 79.3%

9.0% 9.0%

0.2%

1.6%

0.0% 0.0%

0.4% 0.2% 0.3%

0.0% (0.1%)

0.0% 0.1%

Page 4 of 6

2.0%

3.4%

0.1% 0.1%

2.0% 0.7% 1.8%

0.0% 0.0%

3.3% 3.3%

Assets in condition as a percentage of gross replacement cost 1 2 3 4 5

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Special Schedules 2019

Georges River Council Report on Infrastructure Assets (continued) as at 30 June 2019 ยงNote/Subtotalยง

$ '000

Amounts

Indicator

2019

Prior period 2018

16,290 15,657

104.04%

76.62%

>=100.00%

14,315 904,273

1.58%

2.14%

<2.00%

26,398 25,058

105.35%

114.60%

>100.00%

4.42%

5.61%

Benchmark

Infrastructure asset performance indicators (consolidated) * Buildings and infrastructure renewals ratio

Asset renewals 2 Depreciation, amortisation and impairment Infrastructure backlog ratio

Estimated cost to bring assets to a satisfactory standard Net carrying amount of infrastructure assets Asset maintenance ratio

Actual asset maintenance Required asset maintenance Cost to bring assets to agreed service level

Estimated cost to bring assets to an agreed service level set by Council Gross replacement cost

57,868 1,308,138

(*)

All asset performance indicators are calculated using classes identified in the previous table.

(1)

Excludes Work In Progress (WIP)

(2)

Asset renewals represent the replacement and/or refurbishment of existing assets to an equivalent capacity/performance as opposed to the acquisition of new assets (or the refurbishment of old assets) that increases capacity/performance.

337

338

>= 100.00%

To assess the rate at which these assets are being renewed relative to the rate at which they are depreciating.

Infrastructure renewals ratio

< 2.00%

This ratio shows what proportion the backlog is against the total value of a Council’s infrastructure.

Infrastructure backlog ratio

(1)

Excludes Work In Progress (WIP)

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

Benchmark: ―

Infrastructure backlog ratio

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

Benchmark: ―

Buildings and infrastructure renewals ratio

§Note/Subtotal§

as at 30 June 2019

Report on Infrastructure Assets (continued)

Georges River Council

104.04%

1.58%

Ratio is outside benchmark

Ratio achieves benchmark

2018 excluded Bulk Earthworks in the net carrying amount. Comprehensive conditions reports were performed for Roads and Footpaths in 2019 which indicated conditions in these categories were better than expected.

18/19 ratio

Commentary on result

Ratio is outside benchmark

Ratio achieves benchmark

Council had a large number of carry over projects from 2018 that were completed in 2019. There was also an increase in renewals spent on Buildings and Stormwater.

18/19 ratio

Commentary on result

> 100.00%

Compares actual vs. required annual asset maintenance. A ratio above 1.0 indicates Council is investing enough funds to stop the infrastructure backlog growing.

Asset maintenance ratio

Cost to bring assets to agreed service level

This ratio provides a snapshot of the proportion of outstanding renewal works compared to the total value of assets under Council's care and stewardship.

Cost to bring assets to agreed service level

Source of benchmark: Code of Accounting Practice and Financial Reporting #27

Benchmark: ―

Asset maintenance ratio

105.35%

4.42%

Page 6 of 6

Comprehensive conditions reports were performed for Roads and Footpaths in 2019 which indicated conditions in these categories were better than expected. Assets were externally revalued upwards in 2019.

18/19 ratio

Commentary on result

Ratio is outside benchmark

Ratio achieves benchmark

Council has spent more than the required amount in maintenance of the assets to mitigate the overall risk exposures and to operate the assets in a more sustainable manner for the longer term.

18/19 ratio

Commentary on result

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A leading, people-focused organisation delivering outstanding results for our community and city.

GEORGES RIVER COUNCIL ANNUAL GEORGES RIVER COUNCIL ANNUALREPORT REPORT 2018/2019 2017/2018

CHAPTER 8

APPENDICES

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SECTION 356 GRANTS Community Grants Program

$400,000.00

Community Facilities Rental Subsidy

$168,948.43

Venue Hire Grants Program

$204,819.70

Donations

$91,830.00

Outgoing sponsorship

$91,005.39

Heritage grants

$45,383.00

Heritage publication grants

$1,600.00

TOTAL

$1,003,586.52

COMMUNITY GRANTS PROGRAM Community grants enable not-for-profit community organisations to partner with Council to help meet identified community needs. The grants support projects that encourage community participation and inclusion. Our Community Grants Program offered $400,000 in two rounds.

COMMUNITY GRANTS 2018/2019 ROUND 1 The two categories in Round 1 – Vibrant Georges River for grants of up to $25,000 for projects implemented over two years, and Capacity Building for grants of up to $10,000 – totalled $190,160 following the withdrawal of one project with a grant of $9,840. Table 37: Vibrant Georges River – Major Programs

Organisation

Project name

Amount

Australia Chinese New Arts Society

Telling Our Stories

$9,800.00

Georges River Life Care

ArtsLife Visual Arts

$5,000.00

Georges River Sinfonia Incorporated

Local orchestra establishment and $10,000.00 community engagement

Narwee Baptist Community Broadcasters Limited

Only The Lonely Podcast Series

$11,800.00

Withdrawn - One World Community Arts Network

One World Youth Ensemble

$9,840.00 (withdrawn)

Shopfront Arts Co-op Ltd.

Development of the world premiere of new work by Harness Ensemble at the 2019 Sydney Fringe Festival at Hurstville Entertainment Centre

$20,000.00

Studio One Thirty

Love Local Artisan Market

$5,000.00

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Table 37: Vibrant Georges River â&#x20AC;&#x201C; Major Programs

Organisation

Project name

Amount

CanRevive Inc.

Self-management of diet and exercise program for Chinese cancer survivors and carers

$7,900.00

CASS Care Ltd

Pathway to community services information expo

$4,140.00

Chinese Parents Association-Children With Disabilities Inc.

Career and Leisure Learning Skill (CALLS) Training Program - For CALD people with disabilities, their carers and the community

$4,480.00

Discovery Writers

Dreams and Scenes

$2,850.00

Ecuador Unido

Ecuador Unido community dance group

$3,316.00

Epilepsy Association

Epilepsy education for Mandarin, Arabic and English speaking communities

$5,250.00

Exodus Youth Worx

Connect Plus - a social group for elderly Arabic speaking women

$5,000.00

Happy Singing Tribe Incorporated

Artistic performance mode innovation - performance equipment

$3,000.00

Illawarra Retirement Trust

Seniors program aimed at the promotion of social integration

$1,000.00

Janaranjani

Training to youth in community development through radio broadcasting

$1,000.00

Jubilee Community Services Incorporated

Mixed media in nature

$9,420.00

Kogarah Community Services Inc.

Safety First for seniors

$5,900.00

Kogarah Concert Band

Purchase of music stands

$1,500.00

Learning Links

Learning Links preschool sensory sanctuary project

$5,130.00

Macedonian Australian Welfare Association (MAWA)

Community Connections: Aged Wellbeing Project

$5,000.00

Moving Forward DFV Case Management Services Incorporated

Domestic and family violence therapeutic workshops

$4,130.00

Nepalese Australian Association

Nepali radio program for community awareness in George River Council

$6,000.00

Nurses On Wheels Australia Ltd

2019 Clever Ageing Expo

$3,307.00

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Organisation

Project name

Amount

Oatley Senior Citizens Centre

Seniors Christmas lunch

$1,718.00

Provisional Parish of Church at the Peak Peakhurst South

Providing practical opportunities for cultural and intergenerational integration

$2,000.00

Recreation Sports and Aquatics Club

School holiday outings/activities for children and teens with disability

$8,000.00

Resourceful Australian Indian Network Inc

RAIN Rangoli Folk and Food festival

$5,500.00

Retired Fire Peer Support

â&#x20AC;&#x2DC;Burnt Out' Podcast

$3,570.00

Senior Australian Italian Community

Long Life Living Program

$7,000.00

St George Area Tenants Council Inc

Senior Tenants Connect

$4,800.00

St George Children with Disabilities Fund Inc

Grant for Good

$2,500.00

St George Community Transport Limited

St George Shuttle Bus program

$3,250.00

St.George Brass Band

Junior Brass Band Program

$1,100.00

The Potter's House Hurstville

The Recreation Centre

$5,000.00

The Shepherd Centre

In the Shoes of a Deaf Child school readiness program

$5,000.00

Zonta Club of Botany Bay Inc

Data projector

$799.00

TOTAL

$190,160.00

COMMUNITY GRANTS 2018/2019 ROUND 2 Community Grants Round 2 included Connected Communities for grants of up to $25,000 for projects implemented over two years, and Capacity Building for grants of up to $10,000. A total of $209,840.00 was awarded. Table 39: Connected Communities â&#x20AC;&#x201C; Major Programs

Organisation

Project name

Amount

3Bridges Community Limited

Murals of Life by Georges River young people

$12,000.00

Australian Red Cross

Healthy Connected Communities

$24,987.00

Kingsway Community Care - Platform Nine

Moving Forward - homelessness support program $25,000.00

Language Festival Association

George River Language Festival

$1,100.00

Light and Love Home Inc.

Kids and youth club with Sunday community activities

$3,000.00

South Asian Australian Association

Diwali Mela 2019

$5,000.00

The Kogarah Storehouse

Expanded free community lunches program

$2,905.00

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Table 40: Capacity Building Grants – Community Development

Organisation

Project name

Funding

1st Oatley Bay Sea Scouts

Water Craft Replacement

$8,000.00

Anglican Church Property Trust Diocese of Sydney-St Mark's Anglican Church, South Hurstville

St Mark's Hall - solar panel system

$6,000.00

Asian Women at Work Inc

Environmental volunteering for Chinese migrant women

$5,500.00

Australian Bangladesh Sports and Cultural Association

Australian Bangladesh sports and cultural programs

$2,000.00

Australian Chinese Community Association of New South Wales

Keeping CALD seniors active and engaged with the community

$2,000.00

Australian Kookaburra Kids Foundation Limited

Kooka-resilience program for children living in families affected by mental illness

$3,000.00

Diversity and Disability Alliance

Chinese disability peer support group (Hurstville)

$4,000.00

Endeavour Harmony Chorus Incorporated

New equipment and music to increase repertoire of Endeavour Harmony Chorus for performance and competition improvements

$4,000.00

GWCAC Oriental Broadway Performing Art Association Incorporated

Lighting up – A project assisting older and senior people in engaging in dancing that promotes health and wellbeing and reduces social isolation

$4,000.00

Headspace

Artspace - a headspace art program

$5,980.00

Hurstville Seniors Computer Club Inc.

Purchase of a laptop, printer and computer software

$2,058.00

Hurstville ZSC Soccer Club

Holistic program to Increase female participation in soccer

$3,228.00

IRT – Peakhurst Residents and Friends Association

Promotion of inclusive, affordable and engaging seniors’ activities

$2,000.00

Jubilee Community Services Inc.

Autism education and management Workshops

$4,530.00

Kingsgrove Community Aid Centre Incorporated

POPPY (Parents Opportunity to Participate in Play with their Young) mental health supported playgroup

$8,000.00

Kogarah Adult Learning and Leisure Centre

New Beginnings program equipment

$2,000.00

Kogarah Seniors Computer Club Inc

Improve club facilities for students

$1,512.00

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Organisation

Project name

Funding

Learning Links

Resources to support children with learning difficulties and disabilities.

$3,000.00

Lions Club of Oatley Incorporated

Club equipment upgrade

$4,000.00

Macedonian Australian Welfare Association NSW

Capacity building of mental health and welfare in Macedonian seniors

$2,000.00

Mortdale Scottish Country Dancing Club

Equipment upgrade and training resources

$770.00

Oatley Senior Citizens Centre

Seniors entertainment program and portable PA

$2,000.00

Park Road Anglican Church

Providing enhanced cultural and inclusive experiences for ESOL students.

$1,500.00

The Potters House Hurstville

English Corner

$3,000.00

Recreation Sports and Aquatics Club

Camp for families including a person with disability

$2,000.00

Resurrection of Christ Greek Orthodox Church Seniors Group

Seniors program support for Greek community to avoid isolation and loneliness

$2,000.00

Riverwood Community Centre Ltd

Equipment and improvements to Thurlow Street Hub

$5,833.00

SHARE SMR Inc

SHARE seniorsâ&#x20AC;&#x2122; fitness classes equipment

$2,000.00

St George Art Society Inc.

St George Art Society 75th Anniversary year art enrichment program

$4,345.00

St George Community Transport Limited

St George community shuttle

$5,000.00

St George (Kogarah) Greek Senior Citizens Group

Seniors program support for Greek community to avoid isolation and loneliness

$2,000.00

St Joseph's Riverwood Sports Club

Cricket ball bowling machine

$1,250.00

St Vincent de Paul Society NSW

Georges River Buddiesâ&#x20AC;&#x2122; Day program - a care and respite program for disadvantaged children

$3,874.00

Sunnyhaven Disability Services

Ceramic handmade tile project

$9,963.00

Sutherland Shire Carer Support Services

RCP Program targeting female Chinese carers

$1,500.00

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Organisation

Project name

Funding

Sydney Central Badminton Association

Badminton for recreation and health

$1,500.00

Sydney Junior Winter Cricket Association

St George and Sutherland Homelessness Week

$3,000.00

The Kogarah Storehouse

St George and Sutherland Homelessness Week

$2,862.00

The Scout Association of Australia â&#x20AC;&#x201C; NSW Branch

Repair and update canoeing facilities at 2nd Mortdale Scouts

$2,143.00

The St George Cancer Support Group

Wellness and wellbeing project

$2,500.00

TOTAL

$209,840.00

COMMUNITY FACILITIES RENTAL SUBSIDY Organisation

Project name

Funding

Jubilee Community Services

Mortdale Community Centre

$60,815.36

Kingsgrove Community Aid Centre

Kingsgrove Community Centre

$58,177.07

3Bridges Community

143 Forest Road Hurstville

$50,000.00

TOTAL

$168,948.43

VENUE HIRE GRANTS PROGRAM Name of Recipient

Purpose

Venue Hire Grant

Advance Diversity Services

Miles Franklin Room, Hurstville Library - settlement services

$2,940.00

Advance Diversity Services

St George Community Centre Nepalese grandparents group

$1,980.00

Australian Asian Church Inc

Seniors Citizens Centre, Jubilee Community Centre

$5,925.00

Bellfield College / Al Emaan Australian Community

Marana Auditorium - interfaith prayer morning for the farmers

$1,825.00

Brahma Kumaris Australia

Miles Franklin Room, Hurstville Library - meditation

$1,792.00

CASS Care Ltd

Kogarah School of Arts settlement Services

$8,160.00

Chinese Australian Services Society Ltd

Grevillea Room, Hurstville Library - settlement services

$2,000.00

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Name of Recipient

Purpose

Venue Hire Grant

Chinese Australian Services Society Ltd

Kingsgrove Community Centre Huajin Social Dance

$6,174.00

Chinese Australian Services Society Ltd

Grevillea Room, Hurstville Library - Settlement services

$2,000.00

Chinese Australian Services Society Ltd

Grevillea Room, Hurstville Library - Tax help

$487.50

Feng Huang Yuan Spiritual Cultivation Centre (FHY)

Grevillea Room, Hurstville Library

$240.00

Fiestaville Multicultural Arts Inc

Hurstville Civic Theatre, Mortdale $6,425.00 Community Centre - performance, rehearsal

Jubilee Community Services Inc

Jubilee Community Centre English language classes

$5,760.00

Jubilee Community Services Inc

Jubilee Community Centre mental health drop in group

$3,840.00

Jubilee Community Services Inc

Jubilee Community Centre â&#x20AC;&#x201C; seniorsâ&#x20AC;&#x2122; exercise class

$4,400.00

Kingsgrove Community Aid Centre Inc

Kingsgrove Community Centre Seniors program - July-December 2018

$15,840.00

Kingsgrove Community Aid Centre Inc

Marana Auditorium - Moon Festival Opera

$1,170.00

Oatley OOSHCare Incorporated

Oatley Community Hall - out of school hours care

$18,900.00

Permaculture Sydney South

Oatley Community Hall permaculture classes

$500.00

Recreation Sports and Aquatics Club

PJ Ferry Community Centre Club meetings

$1,500.00

S.I.A.C. Senior Italian Australian Community

St George Community Centre Seniors Group

$4,700.00

St George Art Society

Kogarah School of Arts - annual art awards

$1,854.00

St George Combined Division of St John Ambulance Australia (NSW)

Kogarah School of Arts - training

$6,240.00

St George Football Association

Jubilee Oval - Charity Gala day

$3,500.00

St George Football Association

Jubilee Oval - grand finals

$20,000.00

St George Hospital

Kogarah Library Activities Room Arabic cancer support group

$0.00

St George Instrumental Eisteddfod Inc.

Kogarah School of Arts Eisteddfod

$2,680.00

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Name of Recipient

Purpose

Venue Hire Grant

The Infants' Home Child and Family Services

Carss Park Surf Life Saving Hall playgroup

$450.00

Zonta Club of Botany Bay Inc

Marana Auditorium - Hurstville Vintage and Collectable Fair

$3,104.00

Australian Ecuadorian Cultural Association Inc

Civic Theatre - Performances

$1,140.00

Asian Women at Work Inc

PJ Ferry Community Centre Dance group

$6,662.50

Australian Macedonian Cultural Association

Civic Theatre - Film festival

$1,026.00

Carlton South Public School PandC Association

Marana Auditorium - School performance

$1,040.00

Discovery Writers

Miles Franklin room, Hurstville Library - writers group

$440.00

International Community Fellowship Inc

Senior Citizens Centre – Friday and Saturday educational programs

$6,250.50

International Community Fellowship Inc

Senior Citizens Centre – Sunday educational programs

$7,711.20

International Community Fellowship Inc

Hurstville Library – English classes

$1,520.00

International Community Fellowship Inc

Senior Citizens Centre – Sunday faith-based program

$0.00

Janarnajani Inc

Hurstville Civic Theatre – five-year $380.00 celebration

MCC Dance Group of NSW Inc

Multiple venues - rehearsal space

$4,428.00

Paguyuban Priangan Sydney

Marana Auditorium - Indonesian Cultural Celebration

$1,260.00

Park Road Anglican Church

Anglo Square - Christmas carols

$140.00

Sahaja Yoga, Life Eternal Trust Australia

Miles Franklin Room, Hurstville Library - meditation and yoga

$882.00

Sandalwood Arts and Entertainment

Marana Auditorium - Performance

$0.00

St George Family Support Services

Carss Park Surf Life Saving Hall playgroup

$5,925.00

St George Zone of Playgroups

Oatley Community Hall - lower level toy library and Carss Bush Park - family celebrations

$864.00

St George Women's Interfaith Network

Marana Auditorium - Interfaith prayer morning for the farmers

$390.00

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Name of Recipient

Purpose

Venue Hire Grant

Chinese Peer Support Group with Disability and Diversity Alliance

Miles Franklin Room Hurstville Library - disability peer support program

$720.00

Greater Sydney Cultural and Business Association

Kingsgrove Community Centre - dance performance rehearsal space (Aug-Dec 2019)

$1,530.00

U3A

Oatley Library Hall - seniors community education

$1,200.00

U3A

Hurstville Library - seniors community education

$630.00

U3A

South Hurstville Library - seniors community education

$2,212.50

Sabdamala Nepalese Language School

Marana Auditorium - End of year celebration

$1,350.00

Greater Sydney Cultural and Business Association

Kingsgrove Community Centre - dance performance rehearsal space (Jan-June 2019)

$1,670.00

Naemi Hurstville

PJ Ferry Community Centre Christmas party for mental health support clients

$540.00

Happy Singing Tribe Incorporated

St George Community Centre Rehearsal space

$1,650.00

Sydney Recitation Art Group - in partnership with Chinese Language Teachers Association

Marana Auditorium - Lunar New Year Poetry Festival

$1,575.00

New Horizons

Oatley Library Hall - Mental Health $240.00 Support Group Program

CASS - Community Grant with Venue Hire Grant Component

Marana Auditorium - Chinese Expo

$750.00

Can Revive - Community Grant with Venue Hire Grant Component

Kogarah Library Activities Room cancer support group

$800.00

St George (Kogarah ) Greek Seniors Group

St George Community Centre extra hours

$2,450.00

Macedonian Australian Welfare Association

St George Community Centre and Marana Hall - aged wellbeing program

$555.00

Greater Sydney Cavy Club

$1,380.00 Oatley Community Hall, Carss Park Surf Life Saving Hall and Mortdale Community Centre - club meetings

Australian Nursing Home Foundation

Marana Auditorium - Aged Care EXPO

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$1,300.00

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Name of Recipient

Purpose

Venue Hire Grant

Happy Singing Tribe Incorporated

St George Community Centre rehearsal space

$1,040.00

Bangladesh Society of Sydney (BDS)

Kogarah School of Arts Community event

$165.00

Branding Bangladesh Inc

Civic Theatre - Literary Event

$380.00

Greater Sydney Cultural and Business Association

Mortdale Community Centre Community Choir rehearsals

$2,480.00

St George Art Society

Kogarah School of Arts - Weekly art classes

$3,712.50

Disability Trust

Civic Theatre - Student Exhibition and opening event

$675.00

2Connect Youth and Community (Street Stall)

Interchange Park, Forest Road Hurstville

$207.50

Penshurst Presbyterian Church Mothers and Friends (Street Stall)

16 Penshurst Street, Penshurst

$207.50

Penshurst RSL Auxiliary Defence Care (Street Stall)

Former Commonwealth Bank of Australia, 37-39 Penshurst Street, Penshurst.

$207.50

Mortdale Physical Culture Club (Street Stall)

Morts Road and Pitt Street, Mortdale

$207.50

WISE Employment (Street Stall)

Hurstville Central Plaza, Hurstville

$269.50

Grace Chinese Christian Church (Street Stall x2)

Hurstville Central Plaza, Hurstville

$269.50

TOTAL

$204,819.70

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DONATIONS Name of Recipient

Purpose

Financial

Bravehearts

National Child Protection Week

$5,000.00

Aussie Helpers

Donation to drought impacted rural and regional NSW

$12,500.00

Rural Aid Buy a Bale

Donation to drought impacted rural and regional NSW

$12,500.00

Drought Angels

Donation to drought impacted rural and regional NSW

$12,500.00

Australian Lions Foundation- Need for Feed

Donation to drought impacted rural and regional NSW

$12,500.00

Australian Macedonian Cultural Association

Historical documentary - The Unknown Wedding Dress

$5,000.00

Australian Red Cross Greek Fires Appeal

Donation to fire relief appeal for Attica - Greece

$10,000.00

St George and Sutherland Medical Research Fund

Support in association with Michael Tynan Memorial Challenge

$10,000.00

McGrath Foundation

Pink Up Your Town donation

$11,000.00

Christ Church Anglican

Donation for non-perishable food collection

$230.00

Ellen Maher

Financial assistance to attend 2019 Special Olympics in Abu Dhabi

$200.00

Georges River Life Care Centre

Sleeping Rough Annual Fundraiser

$ 400.00

TOTAL

352

A leading, people-focused organisation delivering outstanding results for our community and city.

$91,830.00

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

SPONSORSHIP Name of Recipient

Purpose

Financial

In Kind

Oatley Lions

Oatley Village Festival 20 Oct 2018

$7,021.00

$3,458.00

Greek Orthodox Parish

Greek Orthodox Parish Fete 30 Sep 2018

$3,214.00

$594.00

Lugarno Lions

Lugarno Spring Fair water barricades

$4,035.00

$0.00

South Asian Australian Association Inc. (SAAA)

Diwali Mela event

$4,000.00

$0.00

Oatley Lions

Oatley Village Festival 20 Oct 2018

$9,521.00

$0.00

The Potterâ&#x20AC;&#x2122;s House Christian Church

Community Christmas carols event

$3,000.00

$594.00

Lugarno Progress Association

Picnic in the Park

$3,500.00

$1,025.55

Moore Reserve Dog Park Community

Moore Reserve Dog Park Christmas party fundraiser

$1,336.96

$459.00

Nan Tien Buddhist Temple, Kogarah

Buddhist Light International Association Sports Day

$5,600.00

$745.00

International Community Fellowship

Hurstville City Christmas Carols 2018

$985.00

$636.00

Oatley Combined Church

Carols in the Park

$686.00

$596.36

Salvation Army

Carols in Olds Park

$9,449.74

$1,101.10

Bard on the Beach

The Life and Death of King John

$0.00

$ 594.00

Park Road Anglican Church

Christmas Carol Service

$700.00

$69.00

Our Lady of Fatima Catholic Church

Community carol event

$2,250.00

$35.00

Christ Church Anglican Church

Non-perishable food collection

Precedent Production

St George Local Business Awards

$10,000.00

Greek Orthodox Parish

Greek Orthodox Community Christmas Carols

$726.00

Kogarah Community Services

One Billion Rising

$662.68

Chemist Warehouse

Walk 4 Duchenne

$595.00

St Mark's Anglican Church

The Messiah musical performance $2,500.00

St George Football Association

Women in Football Pink Ribbon Gala and Girls Clinic

Inter-Infra NSW Pty Ltd

Show and Shine Day for Kids with Cancer

$ 230.00 $594.00

$76.00 $2,415.00

$151.00

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Name of Recipient

Purpose

Financial

The Child Protection Foundation

Black Tie Masquerade Ball

$1,200.00

St George Lions

St George Annual Charity Golf Day

$250.00

Lugarno Lions Sports Breakfast

Sports Breakfast

$900.00

Rockdale Ilinden Football Club

50th Anniversary Gala Ball dinner

$1,500.00

Riverwood Community Centre

Riverwood Spring Fair

$2,000.00

Oatley 101 Society of Artists

Annual Members Exhibition

$1,000.00

St George Football Association

SGFA ALLSTARS

$1,000.00

TOTAL

$ 78,789.70

In Kind

$ 12,215.69

HERITAGE GRANTS Each year, the Heritage Grants Programs provides financial support to help conserve heritage listed buildings or initiate a heritage project. Table 41: Heritage building grants

Recipient

Address

Suburb

Grant Amount

Gayle Drevikovsky

6 Carysfort Street

Hurstville

$6,200.00

Paul Cini

1/11 Denman Street

Hurstville

$3,182.00

John Dwyer

Hurstville Scout Hall, 116 Durham Street

Hurstville

$2,602.00

Sze King Lam

236 Forest Road

Hurstville

$1,000.00

Ying Ho Lau

281 Forest Road

Hurstville

$1,000.00

Suzanne Oâ&#x20AC;&#x2122;Connor

52 English Street

Kogarah

$1,235.00

Kai Pun Benty Wong

1A Kensington Street

Kogarah

$5,000.00

George and Dedee Murrell

17 Kensington Street

Kogarah

$750.00

Robert and Karen Clarke

84 Woronora Parade

Oatley

$10,000.00

Jason Zhang

55 Cambridge Street

Penshurst

$2,723.00

St John the Evangelist Anglican Church

645 King Georges Road

Penshurst

$4,000.00

Bill Nolan

55 Penshurst Street

Penshurst

$5,089.00

1 Derwent Street

South Hurstville

$2,602.00

TOTAL

354

A leading, people-focused organisation delivering outstanding results for our community and city.

$45,383.00

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Table 42: Heritage publication grants

Name of Recipient

Purpose

Grant approved

In Kind

Anne Field

The Moorefield Racecourse Project

$1,600.00

$3,458.00

TOTAL

$1,600.00

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STATUTORY INDEX Chapter 5: Our Organisation 70. Remuneration of Senior Staff 70.

Councillor Expenses

70.

Overseas visits representing Council

71.

Statement of Activities EEO Management Plan

71.

External bodies that exercises functions delegated by council/bodies in which council had controlling interest/bodies in which the Council participated

Chapter 6: Integrated Planning and Reporting – Pillar 1 94. Environmental upgrade agreement 94.

Stormwater management services

94.

Coastal protection services

94.

Fisheries Management Act

Chapter 6: Integrated Planning and Reporting – Pillar 2 114. Voluntary Planning Agreements 115. Work carried out on private land Chapter 6: Integrated Planning and Reporting – Pillar 3 134. Disability Inclusion Action Plan Chapter 6: Integrated Planning and Reporting – Pillar 5 180. Companion Animals Act 181. Compliance with NSW Carers Act 181. Inspection of Private Swimming Pools Chapter 6: Integrated Planning and Reporting – Pillar 6 222. Rates and Charges Written Off 222. Special Rate Variation Expenditure 223. Capital Expenditure Reporting 227. Government Information Public Access (GIPA) 228. Public Interest Disclosures 223. Contracts Awarded for Amounts Greater than $150,000 231. Summary of amount is in relation to Legal Proceedings

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A leading, people-focused organisation delivering outstanding results for our community and city.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

GLOSSARY OF TERMS Advocacy Proactively communicating to support for a recommendation of a cause or policy. ARA Australasian Reporting Awards Asset An item of property regarded as having value and available to meet debts, commitments, or legacies Asset management Managing the maintenance of Council assets and development of new assets to ensure they meet community needs and expectations. Asset Management Plan a plan for managing the ongoing maintenance of existing Council assets and development of new assets to ensure they meet community needs and expectations now and into the future. Audit A systematic and independent examination of books, accounts, statutory records and documents of an organisation to ascertain how financial and non-financial disclosures present a true and fair view. Capital expenditure Funds spent by a business or organisation on acquiring or maintaining fixed assets, such as land, buildings and equipment. Capital works program A Council program of works which prioritises construction of necessary infrastructure to support the development of the region.

Community Strategic Plan part of a suite of documents that include the Delivery Program and Operation Plan, which outlines Councilâ&#x20AC;&#x2122;s key actions over the next three years and budget for 2018/2019, fees and charges and the Resourcing Strategy. Councillors Democratically elected by the residents and ratepayers of Georges River Council who set strategic direction for the organisation, monitor organisational performance, liaise with stakeholders and ensure operational compliance. Crown land Land owned by the NSW Government and managed by Council. DA Development Application Delivery Program How we will deliver the goals and strategies of our Community Strategic Plan. Development Control Plan (DCP) Policy statements and more detail beyond the provisions contained in a Local Environmental Plan and serves to further guide development decisions across the Local Government Area. EEO Equal Employment Opportunity EOI Expression of Interest

CBD Central business district.

External audit An audit undertaken by an external provider of the financial records and financial statements of a company.

Community engagement Consultative practice that enables the community to participate in Councilâ&#x20AC;&#x2122;s decision making processes.

Financial year The period from 1 July 2018 to 30 June 2019 for this annual report.

Community land Land that is controlled under an adopted Plan of Management and must be kept for community use only.

FTE Full time equivalent. GIPA The Government Information (Public Access) Act 2009 which replaced Freedom of Information legislation

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Governance The way rules, norms and actions are structured, sustained, regulated and held accountable.

Objective A specific, measurable condition that must be attained in order to accomplish a particular program goal.

Greater Sydney Commission Coordinates and aligns the planning that will shape the future of Greater Sydney.

Office of Local Government (OLG) Responsible for local government across NSW and the key adviser to the NSW Government on local government matters.

Independent Pricing and Regulatory Tribunal of NSW (IPART) The tribunal sets the local government rate peg and assesses applications for special rate variations and council contribution plans. Infrastructure The basic facilities, services and installations needed for the functioning of a community or society such as roads, bridges, drainage, water and sewerage).

Operational Plan (OP) An annual plan that provides details of projects and activities for one year of the Delivery Program with a detailed annual budget and fees and charges. Operating surplus Shows whether Council has the ability to cover its operating costs from operating revenues.

Integrated planning and reporting Gives local councils a framework for establishing local priorities and to link this information to operational functions.

Performance measures A measure that assists in the assessment of overall performance towards the communityâ&#x20AC;&#x2122;s long term objectives and lets us know if we are heading in the right direction.

Level of service A defined service quality for an activity or service area against which service performance may be measured.

Performance reporting A program promoting council transparency, accountability and performance.

Leverage Ratio proportion of debts compared to equity/capital.

Pillar Themes that are important to the community and included in our Community Strategic Plan

LGA Local Government Area Local Environmental Plan (LEP) An environmental planning instrument that contains legally binding provisions relating to development. LPP Local Planning Panel Long Term Financial Plan Projects financial forecasts for Council for at least ten years and is updated annually as part of the development of the Operation Plan. Master plan A dynamic long-term planning document that provides a conceptual layout to guide future growth.

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Plan of Management A document which regulates the use and management of community land such as parks and reserves. Procurement The process of finding and agreeing to terms and acquiring goods services or works from an external source. Resourcing Strategy A critical link when translating strategic objectives into actions. Risk management Minimising the incidence of injury, damage, or loss to persons or property and to the good reputation of Council.

GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

Southern Sydney Regional Organisation of Councils (SSROC) Eleven councils spanning Sydney’s southern suburbs, eastern suburbs, CBD and inner west. SRV Special Rate Variation. Stakeholder An individual or group with a particular interest in a project or action. Sustainability The ability to be maintained at a certain rate or level. Sustainable development Meets the needs of the present without compromising the ability of future generations to meet their own needs. Stormwater management Charge to manage the quantity and/or quality of stormwater that flows off land and includes a service to manage the re-use of stormwater for any purpose. TMAP Transport Management and Accessibility Plan Values Underlying attitudes that influence decisions and actions to maximise an organisation’s performance Vision Statement of direction that articulates the aspirations of the community and serves as a guide to all those who contribute to it. Voluntary Planning Agreement An agreement entered into by a planning authority and a developer where the developer agrees to provide or fund public amenities and public services, transport or other infrastructure. Ward a local authority area, typically used for electoral purposes. Work Health and Safety The discipline concerned with protecting the health and safety of all stakeholders in the workplace from exposure to hazards and risks resulting from work activities.

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INDEX Accessibility 18, 76, 98, 119, 120, 129 Active and Accessible Places and Spaces 119 A Diverse and Productive Economy 139, 265 A Harmonious and Proud Community with Strong Social Services and Infrastructure 155 A Protected Environment and Green Open Spaces 75, 265 Awards and Recognition 34 Bushland Management 66, 75, 85, 94 Challenges in 2018/2019 18, 162, 192 Children’s services 18, 20, 64, 155, 184 Community Events 165, 171 Community Grants 29, 57, 342 Committees 48, 49, 193 Community Strategic Plan 4, 48 49, 74 Companion Animals 28, 174, 182 Corporate values 15 Councillors 48, 51-55 Cultural Experiences and facilities 64, 155, 158, 166 Customer Service 23, 32, 33 Delivery Program 4, 74 Diversity and Inclusion Plan 5, 60 Economic development 20, 49, 136, 137, 139 Elections 48 Energy Management 18, 75, 90. 95 Equal Employment Opportunity (EEO) 5, 71 Events 11, 18, 30, 31 Financial Reporting 251 General Manager’s Report 23 General purpose financial statements 251 GIPA requests 202, 217, 229 Graffiti management 76 Heritage and conservation 48, 75, 76, 88

Major projects 21, 26, 48, 68, 214 Mayor’s message 22 Open space 42, 44, 48, 53 Operational Plan 68, 74 Organisational Structure 58, 59 Parking 18, 20, 27, 49, 119, 120 Partnerships and Collaboration 37 Parks and Playgrounds 20, 21, 26, 75, 79, 87 Pedestrian improvements 124 Population statistics 13, 14 Performance summary 2018/2019 25-38 Procurement 187-190 Quality, Well Planned Development 97, 265 Rates 20, 23, 26, 194, 211, 222 Recycling 75, 80, 84 Regulatory 145, 156, 173 Resourcing Strategy 74, 133, 198 Risk Management 49, 133, 187, 200 Road Safety 124, 133 Seniors programs 30, 169 Senior staff remuneration packages 70 Service improvements 32, 33 Statutory information 70, 94, 114, 136, 152, 182, 224-246 Stormwater management 18, 20, 100, 266, 268 Swimming pool safety and inspections 162, 183, 285 Traffic management 98 Translations 2 Tree management 18, 68, 76, 83, 85 Vision of the community 4, 15 Voluntary Planning Agreements 114, 279, 326 Volunteers 64

Independent Auditor Reports 322 Integrated Planning and Reporting 73-222 Internal Audit 190, 203, 218

Wards 12, 48, 50 Waste management 20, 75, 84, 266 Website 136, 137, 140, 144 Workforce 5, 38, 48, 60-64 Work, health and safety 190, 214, 221

Key achievements 2018/2019 18

Youth programs 20, 28, 30, 66, 71, 124, 136, 155

Leadership team 58, 59 Leadership and Transparency 187, 265 Learning and development 191, 213, 219 Library services 5, 18, 21, 23, 32, 66

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GEORGES RIVER COUNCIL ANNUAL REPORT 2018/2019

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A leading, people-focused organisation delivering outstanding results for our community and city.