Delivery Program and Operational Plan 2022-23 - Half Yearly Progress Report July-December

Acknowledgement of country

Georges River Council acknowledges the Bidjigal people of the Eora Nation, who are the Traditional Custodians of all lands, waters and sky in the Georges River area. Council recognises Aboriginal and Torres Strait Islander peoples as an integral part of the Georges River community and values their social and cultural contributions. We pay our respect to their Elders past and present and extend that respect to all Aboriginal and Torres Strait Islander peoples who live work and meet on these lands.

July to December 2022

The Georges River area is known as a clean, green and welcoming place with beautiful and accessible bushland and waterways.

It offers a diversity of active, connected places and heritage areas that we can plan for in collaboration with our community.

People attend many events and activities and can access a choice of housing and a mix of jobs and economic opportunities near where they live.

In short, our vision is:

Naturally connected to place, community and country.

The six pillars of our Community Strategic Plan that we are working to achieve are:

• Our community

• Our green environment

• Our economy

• Our built environment

• Our place in Sydney

• Our governance

This report details some of the programs and projects we delivered during 2022 which contribute to delivering our community’s visions for the future.

How to read this report

The focus of this July to December 2022 progress report is on the 2022/23 Operational Plan actions which contribute to the overall Delivery Program 2022-2026.

The Plan contains actions which reflect both ongoing services and new projects or initiatives which are contributing to the four year outcomes and supporting continuous improvement.

How we rate the status

Complete

On Track

Ongoing

On Hold

Behind Schedule

Carry Forward

Not Started

Cancelled

All agreed delivery milestones achieved.

On time, within budget and meeting agreed levels.

Ongoing deliverables.

On hold due to budget or other constraints.

Behind schedule due to budget or other constraints.

Carry project forward to next action year.

Not started due to budget or other constraints.

Deliverable no longer proceeding.

Overall Progress

We are currently in the first year of our four year delivery program with 84% of Operational Plan actions either completed, on track or ongoing with 16% of actions behind schedule, cancelled, not started or on hold.

Income Expenditure

13% 2%

Above YTD adopted budget

Below adopted YTD budget

track

Customer Requests Correspondence Complaints

Completed within agreed times June – December 2022

Responded to within 14 days June - December 2022

Completed within agreed times June - December 2022

72% 82% 100%

1: Our community

Achievements

• We established a Public Art Advisory Panel.

• Hurstville Museum & Gallery held its major exhibition, Guraban: Where the Saltwater Meets The Freshwater combined social history with contemporary art in telling the unique story of First Nations People in the Georges River area.

• Sydney FC women's team playing at Netstrata Jubilee Stadium and host city training venue for FIFA WWC.

• We continued to be a joint facilitator of the St George and Sutherland Shire Disability Interagency Meeting (DIAP).

• We received endorsement for two blackspot funding projects.

• We participated in the Get the Site Right campaign in November 2022.

Performance Indicators

Overall, customers were satisfied with the service and the venues. The area of concern is the cleanliness of the venues which rated at 37.5% satisfied. The feedback regarding the cleanliness of the venues has been investigated and passed on to Contract Works Management Officer for review.

With centres reopened to families this has enabled activation of the happy or not portals for customer feedback and satisfaction.

No surveys were conducted at the No Domestic Violence walk. However, for Magic of Christmas the surveys were available at the Council tent with no completed surveys.

Utilisation rates in Q2 increased from previous quarter and remained steady. Promotion of Council’s Early Learning Services at council events has contributed to these results.

Carss Park - 90% Jack High - 83%

Oatley West - 98%

Ocean Street - 81%

Penshurst - 85%

South Hurstville Kindergarten - 100%

Goal 1.1: Our community is socially and culturally connected and we strive for social equity.

Strategy 1.1.1: Initiate, facilitate and support inclusive and accessible events that meet community aspirations and connect people, communities and diverse groups.

Delivery Program Outcome: Implement an annual program of Council run and Council supported events.

1.1.1Ai Implement an annual calendar of destination and localised events.

Annual program of events for 2022/23 has been scheduled. Events that occurred in Q2 were the No Domestic Violence Walk and Magic of Christmas Festival. In Q3 the following events have been scheduled: Australia Day Picnic, Lunar New Year and In Good Taste

Delivery Program Outcome: Develop and implement the Georges River Council Event Strategy 2022 – 2027.

1.1.1Bi Develop and implement the Georges River Council Event Strategy 20222027.

Community feedback for the Strategy development has been analysed and the recommendations have been incorporated into the draft Strategy. The Draft Strategy will go to Council in June 2023.

1.1.1Ci Commission drafting of POM and consequently engage planning consultant to initiate DA to extend the event program at Netstrata Jubilee Stadium to include entertainment, cultural and community events.

1.1.1Cii Publicly exhibit the Plan of Management including proposal to extend the event

No budget allocation for 2023/24.

Review of Master Plan in respect of planning restraints and then process to include in Plan of Management and community consultation. Plan of

Goal 1.1: Our community is socially and culturally connected and we strive for social equity.

Strategy 1.1.1: Initiate, facilitate and support inclusive and accessible events that meet community aspirations and connect people, communities and diverse groups.

Delivery Program Outcome: Implement an annual program of Council run and Council supported events.

Action Code Action Name Status Comments program at Netstrata Jubilee Stadium to include entertainment, cultural and community events.

Management needs to be in place prior to DA Application to stage other than sporting events. No budget allocation for 2023/24.

1.1.1Ciii

Promoting the venue as home of women's football. Sydney FC women's team playing at Netstrata Jubilee Stadium and host city training venue for FIFA WWC. NRLW fixtures planned as well as AFLW potential as home game for Sydney Swans. MASE and filming location continue to develop. Social media marketing business case to communications team to enable wider reach. No other events without Plan of Management and DA in place.

Promote Netstrata Jubilee Stadium as a venue for nonsporting group events.

Strategy 1.1.2: Foster and support programs and installations such as Art Trails and Public Art that celebrate diversity, our multicultural community, supports innovation and creativity and contributes to the creative economy.

1.1.2Ai Investigate and develop a program that supports Art Trails and Public Art.

The public art project to transform the bus shelter and interchange on Ormonde Parade, Hurstville continued through Q2. The designs were finalised by industrial design company and will see the creation of a permanent light sculpture in the precinct. The project is scheduled for completion at the end of April 2023. During Q3 permanent public artworks will be added to Council's mapping software to assist self-paced discovery and walking tours.

Strategy 1.1.3: Develop, support and promote programs, services and activities that foster social support, participation and wellbeing for our diverse community regardless of age, gender, physical or mental ability, sexual orientation or cultural or religious background. Action

1.1.3Ai Launch and promote Georges River Council's Social Justice Charter.

Comments

The Social Justice Charter (SJC) campaign will include four individual events aligning with the four principles within the SJC and events of significance. Council also worked with Advance Diversity Services (ADS) to support Migrant Information Day which provided new community members with information and access to support services to assist them with transitioning to a new country.

1.1.3Aii Launch and promote Antiracism campaign "Better Together".

Anti-Racism campaign "Better Together" was launched in March 2022. A social cohesion grant was obtained and funded bystander antiracism training for community members and organisations. This training will be rolled out to Councillors and Council staff in Q3. Work has commenced on development of antiracism street signs.

1.1.3Aiii Develop and implement First Nations First Strategy.

Ngurra engaged in June 2022 to assist with development of Aboriginal and Torres Strait Islander Strategy. Internal staff working group established and cultural training delivered to Council's Executive team. The findings report completed by Ngurra and socialised with working group for feedback. The consultation process with Aboriginal and Torres Strait Islander community members encountered delays and is currently ongoing. A draft version of the strategy is expected to be ready in May. An EOI will be developed for membership of the Aboriginal and Torres Strait Islander Advisory Committee which currently has depleted membership.

1.1.3Aiv Develop and implement the Georges River Council

Development and Implementation of a GRC Reconciliation Plan (RAP) will form part of the Aboriginal and Torres Strait Islander Strategy. Once the

Strategy 1.1.3: Develop, support and promote programs, services and activities that foster social support, participation and wellbeing for our diverse community regardless of age, gender, physical or mental ability, sexual orientation or cultural or religious background.

Reconciliation Action Plan.

Strategy is adopted, development of the RAP will be undertaken.

Delivery Program Outcome: Develop and implement the Georges River Council Disability and Inclusion Action Plan 2022-2026.

1.1.3Bi Launch and promote the Georges River Council Disability and Inclusion Action Plan 2022-2026.

Work has commenced on the actions within the Georges River Council Disability and Inclusion Plan 2022-2026.

Actions include:

• Having continued involvement with Zero Barriers as a Council member and member of the Advisory Committee.

• Co-facilitating St George and Sutherland Shire Disability Interagency Meeting.

• Participated in CASS' International Day for People with Disability including hosting a stall.

• Collaborating with schools to discuss work experience opportunities at Council for students with disability.

• Preliminary work has commenced around opportunity to have an NDIS Help Desk at Hurstville Library.

Strategy 1.1.4: Provide high quality, affordable education, care and protection for children across Council’s Early Learning Centres.

Delivery Program Outcome: Implement the 2021-2031 Early Learning Services Strategy to meet the educational and care needs of children and their families.

1.1.4Ai Review and implement Child and Staff Wellbeing Action Plan.

The Health and Wellbeing group reviewed the Be You Action Plan.

Staff have been provided with resources that will support them to identify stressors and triggers, seek help and develop personal Wellbeing plans. Factsheets have been distributed through the Early Learning Centres and wellbeing has also been added and as agenda item at staff meetings.

1.1.4Aii Implement Council's Child Protection Action Plan.

Three actions completed in Q2:

• Advocate for legislation to be implemented to ensure child safe organisations are mandated.

• Implement child safe policy resulting from review/stocktake of existing documentation.

• Arrange information sessions for staff, families (parents of children) and children on child protection.

A new Action Plan was developed in Q2 to commence in 2023. The new action plan will incorporate any incomplete actions from the 2021/22 action plan.

1.1.4Aiii Implement the Early Learning Services Reconciliation Action Plan

The ELS Reconciliation Action Plan (RAP) completed the following actions in Q2:

• Established a preferred supplier list of authentic Aboriginal and Torres Strait Islander stakeholders to purchase resources from.

• ELS carried out a range of activities promoting social cohesion and cultural awareness which supported greater understanding and engagement with Aboriginal and Torres Strait Islander people.

1.1.4Aiv Review demand for an additional needs early learning centre

• All RAP members worked collaboratively with their teams and educational leaders from their centre to incorporate these practices into the curriculum.

This is an action within the Early Learning Services Strategy 2021-2031 and preliminary work has commenced. We are currently gathering and sourcing information on current organisations that offer this model as well as funding and operational requirements.

Goal 1.2: Diverse, vibrant community hubs and facilities are connected, well maintained and have equitable access.

Strategy 1.2.1: Develop our library services to provide for inclusive hubs, spaces and services, collections, programs and facilities

Delivery Program Outcome: Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

1.2.1Ai Implement outcomes of the feasibility study to harmonise library opening hours.

At the November 2022 Council Meeting, Council resolved to extend the library hours at all five libraries. The new hours are as follows: Hurstville and Clive James Library opens 9.00am - 8.00pm weekdays and 10.00am - 5.00pm weekends. Penshurst, Oatley and South Hurstville will open 10.00am - 6.00pm weekdays. Penshurst Library opens 10.00am-5.00pm Saturdays and closed Sundays. Oatley and South Hurstville Library opens 10.00am - 1.00pm Saturdays and closed Sundays. Consultation plan for staff is being developed and implementation of new hours will commence once this has taken place.

1.2.1Aii Undertake consultation regarding the business case to locate a district library to serve the western half of the Georges River local Government Area.

Plans for a new district library in Mortdale are tied to the Mortdale Master Plan. A report on the outcomes of the exhibition of the draft master plan was considered at a Council Meeting held on 26 September 2022. At that meeting, Council resolved not to proceed with the exhibited draft Mortdale Master Plan and instead to prepare two revised Master Plan options. It is anticipated the draft Mortdale Master

Goal 1.2: Diverse, vibrant community hubs and facilities are connected, well maintained and have equitable access.

Strategy 1.2.1: Develop our library services to provide for inclusive hubs, spaces and services, collections, programs and facilities

Delivery Program Outcome: Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs.

Action Code

Action Name Status Comments

1.2.1Aiii Establish a reading and sensory garden at Hurstville Library that includes space for community environmental and sustainability education.

1.2.1Aiv Undertake consultation to assess community needs for programs and suitability of current libraries at Oatley, Penshurst and South Hurstville so they best cater to the needs of the community into the future.

1.2.1Av Continue to implement and review the Georges River Library Debt Recovery and Management Plan.

Plan Options and associated studies will be ready for exhibition in 2023.

Site preparation work for the courtyard surface and to upgrade doors leading into the space is now complete. Installation of the sensory garden is temporarily on hold due to unsafe render on the residential tower above the courtyard. Council is working with strata to resolve this issue to enable the installation to proceed.

During Q2 the library collected data from people who visited the branch libraries and people who attended library programs. During Q3 a campaign to engage people outside the libraries, including community groups and schools will commence.

The eight-week payment period for long outstanding debts closed in December 2022. Data relating to fines paid and outstanding will be reviewed and presented during Q3.

Strategy 1.2.2: Provide a range of affordable and accessible facilities and community community-based activities.

Delivery Program Outcome: Provide a range of affordable and accessible facilities for community based activities.

1.2.2Ai Maintain and provide for hire community properties across the Georges River Local Government Area.

Any upgrades/refurbishment of existing facilities are dependent on budget/grant funding opportunities. Maintenance of existing facilities are conducted as needed. Council officers are working with Assets and Infrastructure to identify new community spaces for FY2023/24 A utilisation audit has been completed and is reviewed on a monthly basis.

1.2.2Aii Deliver actions identified in the Venue and Facilities Management Review.

1.2.2Aiii Deliver actions identified in the Open Space Expansion and Acquisition Plan.

Action to commence once the service delivery review of Venues and Facilities Management is completed.

Consultants (SGS) are compiling additional information prior to the draft Plan being presented to Council in May 2023 for approval to be put on public exhibition. Briefing on the draft plan was conducted for Councillors in December 2022.

Delivery Program Outcome: Create community spaces to deliver enhanced programs and experiences for community members.

1.2.2Bi Create a multifunctional, accessible and flexible programming space.

1.2.2Bii Provide opportunities for the community to engage with the Library and Hurstville Museum & Gallery outside Council buildings through outreach, online and delivery services.

Current projects are on hold until sources of funding are secured.

The outreach, online and delivery services provided by Hurstville Museum & Gallery during Q2 are as follows:

• HSC Rescue sessions at Hurstville Library, delivered twice a week with St George and Sutherland Youth Services Mental Health Network during October and November 2022.

• Migrant Information Day Stall on 26 October 2022 at Rockdale Plaza

• 70 take home self-care bingo card kits and online videos (128 views) to encourage mindfulness activities and wellbeing through simple activities for Mental Health Month

• Kindness hearts and Christmas cards made in collaboration with library customers and early learning centres through library program initiatives were delivered to patients at St George Hospital and Home Library Service customers who are at risk of social isolation and loneliness strengthening the library as a place for connection

• Library tours for organisations to crosspromote and advocate to community groups including Intensive English Schools, Chinese Community Network groups and organisations.

• Online virtual tour of 'Guraban: Where the Saltwater Meets the Freshwater' exhibition using Matterport software.

• Purchase of Beanstack software licence to engage the community in reading and literacy.

Strategy 1.2.3: Encourage and promote the arts and creativity through Council’s cultural facilities including Hurstville Museum & Gallery, Hurstville Entertainment Centre and Carss Park Artists Cottage.

Delivery Program Outcome: Implement the Create Georges River Cultural Strategy to support our community's cultural activities and initiatives.

Comments

Action Name Status

1.2.3Ai Implement the Create Georges River Cultural Strategy to support and strengthen our community's cultural activities and initiatives.

1.2.3Aii Initiate an Art and Cultural Group comprising of internal and external stakeholders.

1.2.3Aiii Increase the profile of Hurstville Museum & Gallery through the implementation of a comprehensive and diverse program of exhibitions and events.

Comments

The installation of a public art mural and an associated lantern making workshop was delivered as part of the Lunar New Year Festival in January 2023. This program provided an opportunity to bring together and engage Georges River's diverse multicultural community.

The Public Art Advisory Panel including internal and external stakeholders has been established.

Major exhibition Guraban: Where the Saltwater Meets The Freshwater combined social history with contemporary art in telling the unique story of First Nations People in the Georges River area. The exhibition was supported by Create NSW funding and featured commissioned work by Aboriginal artists Dennis Golding, Nicole Monks and Jenine Boeree, Djon Mundine, Marilyn Russell and Jason Wing. The important exhibition highlighted Aboriginal perspectives on significant historical and contemporary stories and connections to the river, exploring the river's continuous and ongoing association with First Nations communities.

Associated public programs included Bangawarra Art Yarns: for older and Elder mob, Weaving Connections with Murrawarri artist Virginia Keft and a Bush Tucker walk with Brenden Moore. The Dragon's Lair Gallery provided an ongoing opportunity for new and established artist to exhibit their work, with exhibitions by Lauren McCartney and Noor Alhooda Shadood on display during the quarter. Carss Park Artist's Cottage hosted Norwegian artist Hilde A Danielsen and Victorian artist Tara

Strategy 1.2.3: Encourage and promote the arts and creativity through Council’s cultural facilities including Hurstville Museum & Gallery, Hurstville Entertainment Centre and Carss Park Artists Cottage.

Delivery Program Outcome: Implement the Create Georges River Cultural Strategy to support our community's cultural activities and initiatives.

Comments

Action Name Status

1.2.3Aiv Establish and increase the profile of the Edgbaston Artist Studio.

Comments

Gilbee during Q2, demonstrating the profile and appeal of the Georges River Artist in Residence program.

Grant funding from the NSW Community Building Partnership 2022 program was received in December and a building project to fit out the artist studio is scheduled to begin in the second half of 2023.

Goal 1.3: The community is safe and healthy.

Strategy 1.3.1: Implement actions to maintain and promote the community safety of our area.

Delivery Program Outcome: Increase community and road safety in Georges River Local Government Area.

1.3.1Ai Deliver the 2022/23 Road Safety Program, focused on traffic facilities, Black Spot Funding and other safety initiatives.

Council is still on track to complete the 2022/23 traffic facilities capital works program by the end of June 2023.

Council has received endorsement for 2 blackspot funding projects with another 2 projects pending at this stage. Funding to be confirmed by TfNSW at a later date. The 2 unsuccessful projects will be reassessed and submitted for the 2024/25 financial year.

Council received endorsement from the Traffic Advisory Committee in February 2023 to proceed with the proposed 2023/24 traffic facilities capital works program. The designs are currently in progress to be completed by end of June 2023.

Officers continue to conduct traffic studies and traffic counts to determine if facilities works will need to be added to future program based on concerns raised by local residents.

1.3.1Aii Deliver a pilot Community Safety Program.

The Community Safety Education Program is currently being developed and will involve consultation with police, community, and the communications team. Consultation with the police has commenced and will be ongoing. The program will include a regular calendar of marked safety days, information campaigns, community forums, education sessions, and a social media campaign.

Delivery Program Outcome: Investigate systems to improve public safety and accessibility.

Action Code Action Name Status Comments

1.3.1Bi Develop annual program to upgrade council's security and CCTV systems to improve public safety and accessibility.

Installation of additional street safety cameras at Mortdale have been ongoing, expected to be completed in Q3 2022/23. Significant work has been invested in increasing the reliability of the existing camera network.

Strategy 1.3.2: Conduct regulatory functions in accordance with legislative requirements.

Delivery Program Outcome: Adopt and implement a Fire Safety Program that maintains buildings with essential fire services to safeguard the community.

1.3.2Ai Implement actions to ensure compliance with the directions set by the NSW State Government relating to external combustible cladding and Council's Fire Safety Audit.

Premises the subject of a Fire Safety Order under the Environmental Planning and Assessment Act 1979 or a Building Product Rectification Orders under the Building Products (Safety) Act 2017, are reviewed and monitored on an ongoing basis to ensure compliance.

Delivery Program Outcome: Liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes around regulatory functions.

1.3.2Bi Implement the 2022/23 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns

During Q2 all 38 schools in the LGA were patrolled at least twice. 25 service requests relating to schools were received with Parking Officers issuing 261 school zone penalty notices. During the quarter 137 services requests were lodged relating to trucks with 497 penalty notices issued. During the quarter the parking team attended to 657 parking service requests. Parking officers continued to proactively issue warning notices for minor offences with 158 issued for this period. Parking officers in cooperation with Council's Road Safety officer have continued the support the 'Schools Road Safety Program' which includes educational signage provided to all schools and information brochures.

Delivery Program Outcome: Implement programs relating to food premises, skin penetration premises and regulated systems.

1.3.2Ci Implement the Get The Site Right Program to manage development site condition compliance.

The Get the Site Right campaign was held in November 2022. Georges River Council’s Compliance unit participated in the campaign.

Goal 1.4: Georges River area heritage and history is protected.

Strategy 1.4.1: Encourage and promote heritage and history through collections, programs, heritage trails and protection policies.

Delivery Program Outcome: Promote the retention and conservation of heritage items within the Georges River Local Government Area.

1.4.1Ai Finalise the 2021/22 Heritage Building Grants Program.

Council at its meeting held in February 2022 endorsed the Heritage Building Grants Program 2021/22 and that offers be made to successful applicants as outlined in the adopted report - 'Summary table of submissions and recommendations for Heritage Grant Funding 2021/22'. Council also resolved that the successful applicants be given until 1 December 2022 to complete the works and lodge their requests for reimbursements. There are 3 outstanding grant applications to be paid - they have been advised that the final deadline to submit their receipts will be 5 May 2023.

1.4.1Aii Conduct a heritage information session for owners of heritage listed properties.

Two Heritage Information Sessions were held in Q1 - 4 August and 9 August 2022.

2: Our green environment

Achievements

• Bushcare received a revegetation grant for Poulton Park which focused on the planting of 4,000 plants.

• A total of 446 trees have been planted in quarters 1 and 2.

• Our annual waste education program is underway, providing education to residential and commercial customers, and schools and childcare centres.

• 17 of the total 37 recommendations from the Biodiversity Study 2021 have been completed.

Performance Indicators

Number of hectares of active bush regeneration activities.

Number of native plants including trees, shrubs and ground covers planted to improve habitat, biodiversity and bushland structure (or other community tree planting) activities.

≥ 20 31 On Track The bushcare team continues to seek opportunities to expand bush regeneration activities.

≥ 2,000 5697 On Track

The bushcare team continues to promote the planting of native vegetation through Bushcare volunteering days, National Tree Planting Day and contractor work. Bushcare received a revegetation grant for Poulton Park which focused on the planting of 4,000 plants

Number of street trees planted each year = 350 446 On Track

Number of volunteer hours associated with Bushcare activities

Percentage of environmental pollution complaints responded to within two business days.

Percentage of food premises inspected annually.

Percentage of waste customer requests responded to within 48 hours.

A total of 446 trees have been planted in Quarters 1 and 2.

≥ 3,200 1864 On Track The bushcare team continues to seek opportunities to expand volunteer activities.

> 75% 83% On Track 191 environmental pollution requests were received in Q1 and Q2. 159 (83%) requests were responded to within 2 business days.

= 100% 51% On Track 392 high and medium risk food premises were inspected. It is anticipated that all medium and high risk food premises within the Georges River Council area will be inspected by the end of the financial year.

> 98% No Data On Track Data was not available at time of reporting.

Goal 2.1: Our environmentally sustainable practices inspire us all to protect and nurture the natural environment.

Strategy 2.1.1: Prepare the Georges River area to be resilient in addressing climate change and reducing energy and water usage.

Delivery Program Outcome: Implement the Environmental Action Plan 2022- 2040 for Council services. Action Code Action Name Status Comments

2.1.1Ai Report on the implementation progress of the Environmental Resilience Action Plan 2022 - 2040.

The progress on the implementation of the Environmental Resilience Action Plan (ERAP) is reported quarterly to the Environmental Resilience Committee. The minutes of each Environmental Resilience Committee are reported to the Council’s Executive Team on a quarterly basis. There are a total of 68 actions, of these: a total of 11 actions have been completed, 29 are in progress, and the remainder are not yet scheduled for commencement. The ERAP is due to be delivered between 2021-2040.

Delivery Program Outcome: Undertake programs and activities to educate the community on reducing energy and water consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects. Action Code

2.1.1Bi Implement activities to educate the community on reducing energy and water consumption and protecting the environment.

Council regularly reviews environmental sustainability information available on its website and promotes education messages to the community through its various communication channels including social media. A community drop-in education session was held at Oatley Library in Q2.

Strategy 2.1.2: Ensure waste is managed as a resource with minimal impacts from its disposal.

Delivery Program Outcome: Implement the Waste Strategy 2021-2040.

2.1.2Ai Report on the implementation progress of the Waste Strategy 2021-2040.

The Waste Strategy 2021-2040 contains 16 actions and progress on completing a number of actions has been achieved to date, in particular the preparation of a waste collection tender specification.

Additionally in Q2, the focus was on achieving the litter and illegal dumping goals of the Waste Strategy, with consultation occurring with the NSW EPA regarding the future of the RID Squad, and preparing grant/project submissions for State Government funding to address litter.

Delivery Program Outcome: Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.

2.1.2Bi Implement the annual Waste Education Program.

The annual waste education program is underway, providing education to residential and commercial customers, and schools and childcare centers. The program includes waste collection service updates and information, the delivery of contamination management services, and information for specific resident or community groups, composting and worm farming services, school education programs and more. The e-waste recycling events, alongside the Household Chemical Cleanout events will continue

Additionally, waste education drop in events will resume due to the removal of all COVID-19 restrictions.

Strategy 2.1.3: Prepare for natural disasters such as bushfires and extreme weather events.

Delivery Program Action: Maintain and implement the Georges River Local Emergency Management Plan in collaboration with the Local Emergency Management Committee (LEMC).

2.1.3Ai Provide support to the State Emergency Service within the Georges River Local Government Area.

2.1.3Aii Achieve endorsement of Georges River Local Emergency Management Plan 2021 and facilitate quarterly LEMC meetings attended by all combat agencies.

Council continues to assist the State Emergency Service (SES) with delivery of sand as and when needed. A sand delivery was undertaken this quarter for top up of the SES' sand bay.

The Georges River Local Emergency Management Plan 2021 was successfully endorsed in April 2022.

A Georges River LEMC meeting was not facilitated this quarter due to difficulties in recruiting a Resilience Program Support Officer.

Progress will be achieved in the next quarter with recruitment and facilitation of regular Georges River LEMC meetings. Dates for Q3 and Q4 LEMC meetings have been set.

Goal 2.2: Our waterways are healthy and accessible.

Strategy 2.2.1: Protect the Georges River and waterways to be clean and naturalised.

Delivery Program Outcome: Represent Council's ambitions for the Georges River through the GRCCC.

2.2.1Ai Support the GRCCC with the development of a Foreshore Management Plan.

Council has contributed to the annual GRCCC membership and will, for the duration of the year, be involved in the progression of the Catchment Management Plan Scoping Study into a draft Catchment Management Plan together with all member Councils. The Foreshore Access Improvement Plan has been completed by Council and is published on Council's website. GRCCC continues to support litter removal activities throughout the Local Government Area on a weekly basis, to manage litter along the Georges River foreshore. During Q2, the Georges Riverkeeper finalised the Annual Report for 2021/22 and the 2021/22 River Health Report Card, which is available through navigation from Council's website.

Strategy 2.2.2: Maintain and implement strategies to provide access to our waterways.

Delivery Program Outcome: Implement the recommendations of the Foreshore Scenic Character Review into the Georges River Local Environmental Plan.

2.2.2Ai Implement the actions of the Foreshore Access and Improvement Plan.

Council continues to champion projects identified in the Foreshore Access Improvement Plan and seek funding where appropriate to execute work.

Delivery Program Outcome: Maintain Council's marine and foreshore assets to be functional and safe.

2.2.2Bi Undertake programmed and reactive maintenance works of marine and foreshore assets.

All preventative maintenance was completed in Q2 with the following works:

• Lime Kiln Wetlands - Board walk repairs was completed by our internal trades teams in Q2.

• Oatley Bathers - Sea wall pointing repairs completed by contractors in Q2. Sandstone stair construction completed by contractors in Q2.

• Carss Park Bathers - Netting repairs and adjustments completed by contractors in Q2.

Goal 2.3: Greening, canopy cover and bushland and biodiversity preservation are maximised.

Strategy 2.3.1: Increase and promote our tree canopy, shrubs and bushland coverage.

Delivery Program Outcome: Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area.

2.3.1Ai Implement Council's Tree Management Policy.

2.3.1Aii Continue expanding urban tree canopy to work towards Council's target of 40% urban canopy by 2039 with a focus on areas of high urban heat.

Council's Tree Management Policy is currently under review and is expected to be endorsed by 30 June 2023.

Council is close to completing the Greening Our City grant for the planting of 1,100 trees across the LGA - the grant is currently in the process of being acquitted with the grant administrator.

A second round of funding was made available by the grant administrator in Q2 and a further grant submission was submitted and successfully awarded to seek further grant funding to enable tree planting throughout the LGA and in urban areas.

2.3.1Aiii Develop a significant tree register for the LGA.

Funding is available in FY2022/23 to deliver a Significant Tree Register. The project will progress with an independent review of draft criteria established by Council under which to determine a tree as significant, followed by community consultation with the approval of Council.

Strategy 2.3.2: Protect and reinstate our biodiversity, including endemic flora and fauna.

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

2.3.2Ai Implement the 2022/23 Bush Regeneration Program.

2.3.2Aii Implement the high priority recommendations of the Biodiversity Study 2021 including preparing a Biodiversity Strategy.

Bush regeneration team continues to educate and undertake work associated with improvement and development of resilient Council bushland areas.

17 of the total 37 recommendations from the Biodiversity Study 2021 have been completed. A Biodiversity Strategy to program and support the implementation of these recommendations is currently not funded by Council.

The Senior Environment Officer role was vacated and recruited during Q2, and progress will resume in Q3 with the appointment of a Senior Environment Officer in 2023.

3: Our economy

Achievements

• A submission was made to the Greater Cities Commission Six Cities discussion paper in October 2022, highlighting the need for north south connection and an increased focus on employment growth and innovation in the region

• Council hosted a networking event for small business month which included a panel of business experts providing advice and guidance to businesses on an array of areas.

• Council met with the Greater Cities Commission's District Commissioner in November to discuss the Kogarah Health and Research Hub.

Performance Indicators

Goal 3.1: Local jobs and local businesses are supported to grow.

Strategy 3.1.1: Support local businesses to help protect jobs and create employment opportunities.

Delivery Program Outcome: Promote effective economic development initiatives that benefit the Georges River Local Government Area.

Action Code Action Name Status Comments

3.1.1Ai Continue to promote the benefits of economic development to the community.

The small business community are regularly updated on support available through Council's website and the online business platform, Georges River Business. Council's online business platform, Georges River Business is continually used to communicate free resources, such as webinars to small business as well as use the platform to inform the small business community of what financial support is available from various government and non-government bodies. In November, Council hosted a networking event for Small Business Month which included a panel of business experts providing advice and guidance to businesses on an array of areas.

Strategy 3.1.2: Encourage the Night Time Economy, particularly in Hurstville, Beverly Hills and Kogarah, to grow.

Delivery Program Outcome: Deliver programs to activate and increase the night time economy in town centres.

Action Code

Action Name Status Comments

3.1.2Ai Seek programs and partnerships to activate and increase the night time economy in Hurstville, Beverly Hills and Kogarah.

There has been no progression on this in Q2 as the responsible officer has been on extended leave for the entire quarter.

Strategy 3.1.3: Target economic development in key locations and sectors within the local government area.

Delivery Program Outcome: Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

3.1.3Ai Lead the Kogarah Collaboration Area Place Strategy Governance Group.

Council met with the Greater Cities Commission's District Commissioner in November to discuss the Kogarah Health and Research Hub. Staff are scheduling an early 2023 on-site tour with the Economic Commissioner. A copy of the Kogarah Entrepreneurial Ecosystem study was provided to the Greater Cities Commission to assist with their research into innovation precincts.

Delivery Program Outcome: Prepare and implement an action plan to market the Georges River Local Government Area's investment opportunities.

3.1.3Bi Implement the action plan to market the City.

With a number of high priority digital projects currently underway, implementation of this project has been delayed slightly. The project team recently amended both the delivery model and timeframes of the project, with the creation of a stand-alone page within the Council website (rather than creating a completely separate microsite). This is expected to enable accelerated delivery and more effective use of budget.

Delivery Program Outcome: Maximise the Potential of the Kogarah Health and Research Hub.

3.1.3Ci Implement, promote and market the Kogarah Investment Attraction Strategy to grow the Kogarah Health and Education Precinct.

While Council continues to promote Kogarah's investment opportunities through our ongoing advocacy programs, no specific activities have taken place in this period.

Delivery Program Outcome: Build the cultural identity of Hurstville CBD.

Action Code Action Name Status Comments

Strategy 3.1.3: Target economic development in key locations and sectors within the local government area.

Delivery Program Outcome: Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

Action Code Action Name Status Comments

3.1.3Di Continue to build and promote the identity of Hurstville as the 'Heart of the City'.

Limited recent actions - while infrastructure project delivery is being undertaken by other areas of Council. The recent Lunar New Year promotion and positive media coverage assisted to deliver this action.

Delivery Program Outcome: Implement initiatives in key economic sectors in response to the Economic Development Strategy.

Action Code Action Name Status Comments

3.1.3Ei Implement economic development initiatives and program of works in response to the Economic Development Strategy.

Currently working on delivering a Sydney South Expo for October 2023. This event is a collaboration between GRC and several neighbouring councils (Bayside, Sutherland Shire, Canterbury Bankstown and Liverpool) as well as other key influential stakeholders (e.g. ANSTO) to help promote southern Sydney as an established economic and innovation district.

Goal 3.2: Our town centres are green, clean, vibrant and activated and have good amenities.

Strategy 3.2.1: Provide regular maintenance and cleansing of town centres and public toilets.

Delivery Program Outcome: Maintain Council's green open space and town centres to be functional and safe.

Action Code Action Name Status Comments

3.2.1Ai Undertake programmed and reactive cleansing, sportsfield and park maintenance works of Council's green open spaces and town centres.

Park mowing schedules - Currently running slightly behind schedule due to hot weather and rain over the Christmas/New Year period. We are achieving a 3-4 week turnaround for Mobile Maintenance mowing crews which is still within agreed service standards. Tractors are on schedule with a 1-week turnaround for sporting fields. Amenities cleaning - daily servicing running to schedule. Town centre cleaning and sweeping - all schedules being achieved.

The implementation of a dedicated Community and Culture gardening team focused on the presentation of Council assets has led to a significant improvement in the presentation of daycare centres. Hurstville and Kogarah CBD pavement deep cleansing was completed in December 2022 and will be scheduled again in May/June 2023.

Strategy 3.2.2: Encourage and support targeted, place-based events and activities to activate town centres.

Delivery Program Outcome: Work across directorates and teams to implement, promote and market long term place-based initiatives.

3.2.2Ai Continue to implement place-based public domain initiatives across the Georges River Local Government Area.

The 2023 Liveability Census (with support from the NSW Government) which GRC will provide useful data and focus to Council actions relating to place-based initiatives and targeted future actions.

Strategy 3.2.3: Implement greening and planting strategies in town centres.

Delivery Program Outcome: Assist and promote the greening and creation of open space in our town centres.

3.2.3Ai Continue to drive increased greening and creation/ improvement of open space in our town centres.

A number of actions have been undertaken by the Strategic Asset Management team and the delivery arm of Council.

Strategy 3.2.4: Protect employment growth and services during land rezoning processes.

Delivery Program Outcome: Implement the recommendations of the Commercial Centres Strategy. Action

3.2.4Ai Continue the work of the Commercial Centres Strategy for all centres within the Georges River Local Government Area.

Only two master plans are underway - for Mortdale and Beverly Hills Local Centres.

With regards to the Mortdale Master Plan, Council at its meeting held on 26 September 2022 resolved (in summary):

• Not to proceed with the exhibited draft Mortdale Master Plan

• To prepare two revised Master Plan options for exhibition for 60 days (see Council Minutes for further detail)

• To prepare a Traffic, Transport and Parking Study for both options prior to exhibition

• To update the draft Public Domain Upgrade Works for both options prior to exhibition

• Not to proceed with a draft Affordable Housing Contributions Scheme in the Mortdale Local Centre and to investigate a scheme that applies across the whole LGA.

With regards to the Beverly Hills Master Plan, Council at its meeting on 28 November 2022 resolved (in summary):

• That the consideration of the draft Master Plan for Beverly Hills be deferred to a workshop of all Councillors so that they can seek further clarification and express their opinions regarding all matters contained in this report

• To re-affirm its previous resolutions that any further Master Plan for the Beverly Hills Centre must not incorporate any form of compulsory acquisition of private property

• That the Green corridor and Public Link proposed on the eastern side of King Georges Road are not incorporated in a future Master Plan for the Centre.

Goal 3.3: Georges River is a 30 minute city.

Strategy 3.3.1: Advocate to the NSW Government to support Georges River as a 30 minute city.

Delivery Program Outcome: Advancement of the 'River Rail' through the identification of and protection of infrastructure corridors with Transport for NSW.

Action Code Action Name Status Comments

3.3.1Ai Prepare a business case for the 'River Rail' (Kogarah to Parramatta rail link).

The remaining information required to complete the draft business case relates to the economic costs/ benefits of the proposal. This requires specific skills and knowledge not available internally, and currently not in the budget. The project is on hold until this issue is resolved (either by a partnership arrangement or budget proposal).

Delivery Program Outcome: Influence the next iteration of district and metropolitan planning, with recognition of the untapped potential of the Southern Aerotropolis.

Action Code Action Name Status Comments

3.3.1Bi Advocate for the acknowledgement of and investment in the Southern Aerotropolis through a NSW Government -led vision and plan in collaboration with local councils and key stakeholders.

A submission was made to the Greater Cities Commission Six Cities discussion paper in October 2022, highlighting the need for north south connection and an increased focus on employment growth and innovation in the region, supporting the recommendations relating to connecting freights, ports and airports and commenting on the proposed process for creating region and district plans. The transformation potential of the Southern Aerotropolis was also the subject of a submission to the Committee for Sydney.

4: Our built environment

Achievements

• A feasibility study for a new aquatic centre in the LGA was presented to the November 2022 Council meeting.

• Council officers successfully advocated to include critical strategic cycle routes within the Greater Sydney Strategic Cycleway plan.

• Council officers have applied for Get Active NSW grants to progress the Oatley to Como Shared Pathway Upgrade and the Recreational Active Transport Route.

Performance Indicators

Council

Track

A total of 541 pothole requests have been received. All potholes were made safe and programmed for repair on a priority-based schedule within the agreed timeframe.

results are off track due to a relatively new Civil Works Restoration team still undergoing some training.

Goal 4.1: New development should make Georges River more liveable, vibrant and sustainable.

Strategy 4.1.1: Prepare Development Control Plans and Master Plans to guide liveable development and amenity.

Delivery Program Outcome: Complete a Master Plan for Beverly Hills and Mortdale that will revitalise the centre and respond to the community's ideas and aspirations for the future of the centre.

Action Code Action Name Status Comments

4.1.1.Ai Finalise the Master Plan for Beverly Hills and Mortdale.

With respect to the Mortdale Local Centre, Council at its meeting held 26 September 2022 resolved (in summary):

• Not to proceed with the exhibited draft Mortdale Master Plan

• To prepare two revised Master Plan options for exhibition for 60 days

• To prepare a Traffic, Transport and Parking Study for both options prior to exhibition

• To update the draft Public Domain Upgrade Works for both options prior to exhibition

• Not to proceed with a draft Affordable Housing Contributions Scheme in the Mortdale Local Centre and to investigate a scheme that applies across the whole LGA. The Mortdale Master Plan options are scheduled for exhibition in Q3.

With respect to the Beverly Hills Local Centre, Council at its meeting held 28 November 2022 resolved (in summary):

• That the consideration of the draft Master Plan for Beverly Hills be deferred to a Councillor workshop so that they can seek further clarification and express their opinions regarding all matters contained in this report.

• To re-affirm its previous resolutions that any further Master Plan for the Beverly Hills Centre must not incorporate any form of compulsory acquisition of private property.

• That the Green corridor and Public Link proposed on the eastern side of King Georges Road are not incorporated in a future Master Plan for the Centre. The draft Beverly Hills Master Plan will be presented at a Councillor workshop on 20 February 2023.

Delivery Program Outcome: Prepare a Master Plan for the Riverwood Local Centre in association with the Riverwood community and Canterbury-Bankstown Council.

Action Code

Action Name Status Comments

4.1.1Bi Commence consultation on a Master Plan for the Riverwood Local Centre.

Council has two master planning processes underway for Beverly Hills and Mortdale Local Centre. It was thought that Riverwood would commence in late 2022 but due to the further work required by Council on the draft Beverly Hills and Mortdale Local Centre Master Plans, any new master planning work will not commence until late 2023. Furthermore, there is no budget to commence the Riverwood Local Centre Master Plan in FY2022/23.

Delivery Program Outcome: Include the Hurstville Civic Centre site in the Georges River Local Environmental Plan 2021.

Action Code

Action Name Status Comments

4.1.1Ci Finalise the rezoning of the Hurstville Civic Centre site.

The Gateway Determination for the Hurstville Civic Precinct Planning Proposal expired on 28 September 2022. Council requested an extension of 12 months from the DPE to allow sufficient time for outstanding issues to be resolved and ensure that the Planning Proposal is suitable for public exhibition and implementation, including the preparation of a number of supporting documents. On 2 December 2022, the DPE issued an Alteration of Gateway Determination, providing an extension to the Gateway to July 2023. The Planning Proposal and accompanying amendment to the GRDCP 2021 went on public exhibition from 18 January to 17 February 2023.

Delivery Program Outcome: Develop and implement planning controls to protect the scenic character of the foreshore.

Action Code

Action Name Status Comments

4.1.1Di Undertake a planning proposal on the amended Foreshore Scenic Protection Area (FSPA).

In Q1 consultants were reappointed to undertake additional works in relation to the Foreshore Scenic Character Study. To date the consultants have reviewed the recommendations of the Foreshore Study regarding the FSPA boundary in response to community feedback and informal submissions received in 2021. In Q2 preliminary consultation commenced with the community on proposed

Delivery Program Outcome: Prepare a Master Plan for the Riverwood Local Centre in association with the Riverwood community and Canterbury-Bankstown Council.

Action Code Action Name Status Comments

changes to planning controls concerning biodiversity, unique local character, and foreshore scenic character. The consultation period has been extended to conclude at the end of Q3 – 31 March 2023.

Consultants were reappointed to undertake additional works in relation to the Foreshore Scenic Character Study. To date the consultants have reviewed the recommendations of the Foreshore Study regarding the FSPA boundary in response to community feedback and informal submissions received in 2021. In Q2 preliminary consultation commenced with the community on proposed changes to planning controls concerning biodiversity, unique local character, and foreshore scenic character. The consultation period has been extended to conclude at the end of Q3 – 31 March 2023.

4.1.1Dii Consult with the community on the changes to the Foreshore Scenic Protection Area.

Strategy 4.1.2: Undertake rigorous assessment of development applications (DAs) by Council staff, local planning panel and Sydney South Planning Panel.

Delivery Program Outcome: Monitor and standardise DA assessment reports and templates.

4.1.2Ai Import current planning controls in the ASSESS module in preparation for future implementation.

4.1.2Aii Ensure templates are up to date and reflect any legislative changes.

ASSESS will not proceed due to the advent of the NSW Planning Portal and due to the business system review.

Templates are up to latest legislative standards.

Delivery Program Outcome: Provide ongoing education to the community about controls to the development and building approval processes.

4.1.2Bi Implement community information session on planning development and building sessions.

4.1.2Bii Provide up to date selfhelp information on Council's website.

Community information sessions will recommence mid 2023.

Website continues to be updated with selfhelp information to assist customers and the community.

Goal 4.2: Affordable and quality housing options are available.

Strategy 4.2.1: Develop policies that encourage a greater supply of housing diversity and choice.

Delivery Program Outcome: Develop and implement an Affordable Rental Housing Scheme.

4.2.1Ai Develop an Affordable Rental Housing Scheme within Mortdale Town Centre.

Council at its meeting held on 26 September 2022 resolved not to proceed with the draft Affordable Housing Contributions Scheme in the Mortdale Local Centre and to investigate a scheme that applies across the whole LGA.

Delivery Program Outcome: Provide affordable housing in one of Council's redevelopments.

4.2.1Bi Select a Council owned site for the provision of affordable housing.

Investigations will continue on the appropriate approach to deliver affordable housing.

Goal 4.3: There are a range of transport options and increased walkability and cycling to connect people, goods and businesses.

Strategy 4.3.1: Provide expert advice and lobby the State Government to provide and improve public transport options such as train and bus services.

Delivery Program Outcome: Pursue State Government priority for express trains on the T4 line stop at Kogarah. and T8 line to the CBD, the River Rail and Hurstville (or Kogarah) to Macquarie Park via Rhodes.

Action Code Action Name Status Comments

4.3.1Ai Continue to lobby Transport for NSW and the Minister for Transport for improved public transport options.

4.3.1Aii Produce a River Rail business case (first stage) for Infrastructure Australia and conduct modelling to explore the viability of reinstating services to Kogarah in peak periods.

Existing and future transport connectivity was a central issue in Council's submission on the Greater Cities Commission's Six Cities Region Discussion Paper.

Related to action 3.3.1. The completion of the business case requires economic analysis. The evaluation of the transport issues also requires skills and capability not currently within the organisation, nor covered by existing consultancy funding. Until this issue can be resolved (potentially with partners or TfNSW), the review will not progress.

Strategy 4.3.2: Plan for, improve and maintain safe and connected footpaths and cycleways.

Delivery Program Outcome: Maintain Council's footpath network to be functional and safe.

4.3.2.Ai Undertake programmed and reactive maintenance works of Council's footpath assets.

Footpath condition assessment (S1 trip hazards) grinding package 100% completed for Q2.

There are 88 reactive requests related to footpaths still open with 147 completed for Q2.

Delivery Program Outcome: Continue to maintain Council's walkways and cycleways to be functional and safe.

4.3.2Bi Continue to lobby Transport for NSW and the Minister for Transport to seek funding for the upgrade of the Oatley-Como walkway/cycleway.

4.3.2Bii Continue to lobby Transport for NSW and the Minister for Transport to investigate and design a recreational and commuter cycle network in the LGA.

Council officers continue to advocate to Transport for NSW for the upgrade of the Oatley to Como Pathway. This included the submission of two grants as part of the Get Active NSW program:

1. detailed design of the pathway

2. design and construction

Council officers successfully advocated to include critical strategic cycle routes within the Greater Sydney Strategic Cycleway plan.

Council officers have applied for Get Active NSW grants to progress the Oatley to Como Shared Pathway Upgrade and the Recreational Active Transport Route.

Goal 4.4: Everyone has access to quality parks and open space and active and passive recreation facilities.

Strategy 4.4.1: Ensure public parks, open space and Council buildings are accessible, well maintained and managed.

Delivery Program Outcome: Maintain Council's buildings and open space to be functional and safe. Action Code Action Name Status Comments

4.4.1Ai Undertake programmed and reactive maintenance works of Council's buildings, open spaces.

A total of 618 reactive job requests were logged for Q2 across all trade related activities with carpentry and plumbing being the most requested.

Programmed works were 100% complete as at the close of Q2. The areas of planned maintenance focus for Q2 were:

• Plumbing

• Electrical

• Fire Control Maintenance

• HVAC

• Lifts

• Appliance Testing & Tagging

Delivery Program Outcome: Incorporate design principles for parks and open spaces that promote resilience. Action Code Action Name Status Comments

4.4.1Bi Ensure that design principles that promote resilience are incorporated into plans for open space.

All new design and construction projects utilise environmental and resilience based principles.

Delivery Program Outcome: Implement the GRC Open Space, Recreation and Community Facilities Strategy.

Action Code Action Name Status Comments

4.4.1Ci Identify open space and recreation priorities based on the findings of the GRC Open Space, Recreation and Community Facilities Strategy.

Short, medium and long term actions are identified in the Open Space, Recreation and Community Facilities Strategy 2018-2036. Actions to be reviewed to determine priority on completion of the Georges River Open Space Expansion and Acquisition Plan.

Goal 4.4: Everyone has access to quality parks and open space and active and passive recreation facilities.

Strategy 4.4.1: Ensure public parks, open space and Council buildings are accessible, well maintained and managed.

Delivery Program Outcome: Maintain Council's buildings and open space to be functional and safe.

4.4.1Cii Accelerate the feasibility study, concept plans and business case for a new aquatic centre in the LGA to allow Council to pursue funding sources.

Feasibility study presented to the November 2022 Council meeting. Business case development funded as a resolution of this report and is ongoing.

Strategy 4.4.2: Plan and provide active and passive recreation including skate parks, aquatic facilities and off road biking opportunities.

Delivery Program Outcome: Research and plan for active and passive recreation opportunities within the Georges River Local Government Area.

4.4.2Ai Undertake detailed design for a skate and BMX facility at Olds Park.

4.4.2Aii Plan for increased cycling opportunities across the Georges River Local Government Area.

Design complete and construction commencing in early 2023

Council officers successfully advocated to include critical strategic cycle routes within the Greater Sydney Strategic Cycleway plan.

Council officers have applied for Get Active NSW grants to progress the Oatley to Como Shared Pathway Upgrade and the Recreational Active Transport Route.

Delivery Program Outcome: Progress construction of a new aquatic facility in the LGA.

4.4.2Bi Select a suitable site for construction of a new aquatic facility in the LGA.

Council resolved at the November 2022 Council Meeting:

• That Council notes and receives the findings and recommendations of the Georges River Aquatic Facility - Carss Park Site Assessment Review

• That Council notes Carss Park is a feasible option as identified in the Georges River Aquatic Facility - Carss Park Site Assessment Review and endorses the inclusion of Carss Park - Option 1: Local Scale Development (Aquatic Facility) in the future Capital Works Plan.

4.4.2Bii Seek funding to progress construction of a new aquatic facility in the LGA.

4.4.2Biii Undertake feasibility study for construction of a new aquatic facility in the LGA.

Until business case is complete and Council resolves on the direction of a new aquatic facility, no funding can be sought.

Council resolved at the November 2022 Council Meeting:

That Council notes and receives the findings and recommendations of the Georges River Aquatic Facility - Carss Park Site Assessment Review.

Strategy 4.4.2: Plan and provide active and passive recreation including skate parks, aquatic facilities and off road biking opportunities.

Delivery Program Outcome: Research and plan for active and passive recreation opportunities within the Georges River Local Government Area.

• That Council notes Carss Park is a feasible option as identified in the Georges River Aquatic Facility - Carss Park Site Assessment Review and endorses the inclusion of Carss Park - Option 1: Local Scale Development (Aquatic Facility) in the future Capital Works Plan.

Strategy 4.4.3: Review Plans of Management for all open space in the local government area.

Delivery Program Outcome: Ensure our parks and reserves have updated Plans of Management and Master Plans.

4.4.3Ai Continue the Plans of Management for Crown Lands in accordance with the Crown Land Management Act.

During Q2 FY2022/23 the following plans of management were under preparation:

• Generic Plans of Management

• Moore Reserve Plan of Management

• Penshurst Park Plan of Management

• Sans Souci Park Plan of Management

• Donnelly Park Plan of Management

• Merriman Reserve Plan of Management

• Oatley Park Plan of Management

4.4.3Aii Place the Plan of Management for Sans Souci Park on community consultation.

The draft Plan of Management and Master Plan for Sans Souci was lodged with the Department of Planning and EnvironmentCrown Lands on 26 November 2021. Council was requested to amend the documentation. The requested changes were made by the consultant and referred to Crown Lands. The DPE issued their approval as landowners. The draft Plan of Management and Master Plan for Sans Souci Park was placed on public exhibition on 2 November to 30 November 2022, with submissions accepted until 14 December 2022. 18 submissions were received and sent to the consultant to collate and make any changes required. It will be reported to Council for adoption in Q3.

4.4.3Aiii Place the Master Plan for Sans Souci Park on community consultation.

The draft Plan of Management and Master Plan for Sans Souci was lodged with the Department of Planning and EnvironmentCrown Lands on 26 November 2021. Council was requested to amend the documentation. The requested changes were made by the consultant and referred to Crown Lands. The DPE issued their approval as landowners. The draft Plan of Management and Master Plan for Sans Souci Park was placed on public exhibition on 2 November to 30 November 2022, with submissions accepted until 14 December 2022. 18 submissions were received and sent to the consultant to collate and make any changes required. It will be reported to Council for adoption in Q3.

4.5: Council-led development and assets provide quality, long term benefits to everyone.

Strategy 4.5.1: Provide new and upgraded community assets and services to the LGA.

Delivery Program Outcome: Plan for and implement a purchasing program for property requiring compulsory acquisition in the comprehensive LEP.

Action Code Action Name Status Comments

4.5.1Ai Acquire land for open space purposes as identified in the Local Environmental Plan.

Land identified for open space acquisition. Negotiations between Council and owners remain on-going.

Delivery Program Outcome: Achieve service delivery outcomes through a 10 year Capital Works Program driven by Council Strategies.

Action Code Action Name Status Comments

4.5.1Bi Implement the 2022/23 Sportsfield Renovation Program.

In Q2, Council has undertaken top dressing works at 11 of our sporting fields, lowered cutting heights on the mowers for a better playing surface, applied more slow-release fertiliser and adjusted irrigation programs to increase watering during hotter/drier weather periods. We are currently on track for the up-and-coming winter sport season starting in March/ April 2023.

4.5.1Bii Deliver the 2022/23 Drainage Upgrade Program including new and replacement works.

4.5.1Biv Deliver the 2022/23 Footpath Program.

Program on track for completion within financial year

Program on track and progressing for completion within financial year.

Delivery Program Outcome: Deliver Asset Management Plans for each Asset Class (Roads, Buildings, Open Space and Stormwater) which plan for the long term sustainability of Council's Infrastructure assets.

Action Code

Action Name Status Comments

4.5.1Ci Develop asset class based Asset Management Plans.

Asset specialists continue to develop Asset Management Plans. Stormwater Asset Management Plan is behind schedule due to staff shortages.

Delivery Program Outcome: Provide new and upgraded community assets such as new library services to the western part of our LGA.

4.5.1Di Review options to provide new library services to the western part of our LGA.

The project is on hold until sources of funding for new services are identified.

5: Our place in Sydney

Achievements

• We made a submission on the Six Cities Region Discussion Paper.

• Our Advocacy Priorities Program has been developed.

• We developed supporting collateral and marketing programs for the existing brand “Sydney’s Connected Community”.

Performance Indicators

had a total of 7356 Happy or Not interactions across Council Centres and Services , this is an increase from 6782 in Q1 .

Of this 80% were happy with their face-to-face interaction with Council.

Council officers will be undertaking a livability community survey to understand current levels of place satisfaction and plan for increases. This will be undertaken in Q3.

In the meantime, Council officers continue to action placemaking requests having provided opportunities such as off leash dog parks, increased greening and street art and a strong advocacy campaign for active transport.

During this quarter 207 surveys were conducted (162 via phone and 45 via Have your say)

30 out of 60 callback request were completed - which was an improvement on the last quarter

Goal 5.1: Leadership focuses on innovation and improving the customer experience.

Strategy 5.1.1: Promote Georges River as a place for innovation and collaboration and a desirable location for government and private investment.

Delivery Program Outcome: Explore the viability of a university precinct in Georges River Local Government Area and new investment from government and private enterprise to increase the region's competitiveness as a place for investment and innovation.

Action Code

Action Name Status Comments

5.1.1Ai Develop an investment prospectus for the whole Georges River Local Government Area.

5.1.1Aii Continue to support medtech startups establishing in Kogarah.

No significant actions taken on this (long term) project this period. ANSTO meetings and discussions on the status of Kogarah as an innovation precinct are being undertaken in the 3rd quarter of the 2022/23 financial year.

Recent activity has focused on raising the profile of Kogarah Health and Research Hub Collaboration Area with the Greater Cities Commission. Innovation data was received in December from IP Australia (the Federal Government Department responsible for Intellectual Property rights) to assist research on innovation precincts.

5.1.1Aiii Drive the Kogarah Collaboration Area Leadership group comprised of key health and education stakeholders.

5.1.1Aiv Implement grant projects that improve place, especially in key employment centres.

For related actions see 5.1.1Aii. No additional specific actions have been undertaken in this period.

A number of applications for grants have been applied for, including livability grants.

Strategy 5.1.2: Provide positive experiences across all customer interactions for our community and visitors.

Delivery Program Outcome: Improve consistency and reliability of service across all customer contact channels.

5.1.2Ai Develop and implement the Georges River Council Customer Experience Strategy 2022 - 2027.

The Strategy has been developed and adopted by Council. Council officers are working on the implementation of the Strategy through an Operational Plan which is currently being completed during Q3 in consultation with key stakeholders across Council.

Goal 5.2: The three spheres of government work together to improve services and facilities in our area.

Strategy 5.2.1: Advocate to all levels of government to ensure critical infrastructure accompanies residential and employment growth.

Delivery Program Outcome: Develop an advocacy strategy that identifies how Georges River Council can influence government policy and secure government investment in the local government area.

Action Code Action Name Status Comments

5.2.1Ai Implement an Advocacy Program to raise Council's reputation/profile and ultimately influence government policy to secure government investment in the Georges River Local Government Area.

Council has developed an Advocacy Priorities Program (with 12 advocacy priorities) and subsequent Southern Aerotropolis report. 2023 will provide significant submission and advocacy opportunities as part of the Greater Cities Commission's activities, which are currently being mapped against timelines. These will be incorporated into an annual Advocacy Program.

Delivery Program Outcome: Work with neighbouring councils to facilitate major projects with long-term delivery timeframes.

Action Code Action Name Status Comments

5.2.1Bi Develop strategic partnerships to influence key government policy and bring investment to the Georges Local Government Area.

Council has strengthened relationships with key partners and stakeholders such as industry bodies (Committee for Sydney, Business Western Sydney) and neighbouring and other councils (Sutherland, Bayside, Wollongong, Newcastle) following the Metropolis of 5 Cities event and around the

Goal 5.2: The three spheres of government work together to improve services and facilities in our area.

Strategy 5.2.1: Advocate to all levels of government to ensure critical infrastructure accompanies residential and employment growth.

Delivery Program Outcome: Develop an advocacy strategy that identifies how Georges River Council can influence government policy and secure government investment in the local government area.

Action Code Action Name Status Comments

concept of the Southern Aerotropolis. The submission to the Greater Cities Commission included significant focus on infrastructure needs relating to growth and long-term advocacy relating to transport and employment growth.

5.2.1Bii Deliver an engagement program for city and council advocacy.

In addition to making a submission on the Six Cities Region Discussion Paper in October, Council continues to work with relevant Councils on a range of longer-term projects where opportunities exist. These include (ANSTO - Sutherland and Bayside), Kogarah Health and Innovation Precinct (Bayside), managing impacts of motorways (Bayside) and North-South transport links (Canterbury Bankstown, Parramatta) and Smart Cities (Parramatta, Canterbury Bankstown and The Hills). 2023/24 will provide a number of opportunities with proposed reviews of the Region and City plans by the Greater Cities Commission.

Strategy 5.2.2: Investigate the opportunities for government land and shared facilities being used for open space and other uses e.g. schools and health.

Delivery Program Outcome: Develop an engagement program for services and facilities where regional collaboration would assist in their delivery, including those identified in the GRC Open Space, Recreation and Community Facilities Strategy.

Action Code

Action Name Status Comments

5.2.2Ai Continue with shared and joint use program with Department of Education.

Council staff have initiated contact with NSW School Infrastructure. No further actions undertaken in this quarter.

Goal 5.3: Georges River is known for being environmentally and culturally rich and enhances its metropolitan position as a destination for people and business.

Strategy 5.3.1: Demonstrate our environmental and cultural riches through policies, programs and projects to showcase and immerse our residents and visitors in our lifestyle.

Delivery Program Outcome: Develop and build a brand and identity for the local government area.

Action Code

Action Name Status Comments

5.3.1Ai Continue to develop and build a brand and identity for the Georges River Local Government Area.

Created new supporting collateral and marketing programs developed for the existing brand for Sydney's Connected Community. Promotion of the brand guidelines has been undertaken internally, to ensure consistent use across Council services.

Delivery Program Outcome: Establish Council's reputation as a leading local government organisation.

Action Code Action Name Status Comments

5.3.1Bi Develop strategic partnerships and influence key government policy to bring investment into the Georges River Local Government Area.

Council continued to build strengthened relationships with key partners and stakeholders such as industry bodies (Committee for Sydney, Business Western Sydney, Resilient Sydney) and Councils (Sutherland, Bayside, City of Sydney, Parramatta, The Hills, Wollongong, Newcastle) through meetings relating to ANSTO, Kogarah, Smart City, Resilience and the concept of the Southern Aerotropolis.

6: Our governance

Achievements

• All statutory reporting requirements have been complied with.

• Tighter controls around procurement have been implemented in line with the Procurement Policy review.

• Leadership programs were held with Managers.

• Annual staff survey resulted in 75% completion rate and results were on par with other metropolitan councils.

Performance Indicators

Actual year-to date income is no more than +/- 5% from the year-to-date approved budget.

Actual year-to-date expenditure is no more than +/- 5% from the yearto-date approved budget.

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

Committee Meeting business papers to be publicly available on Council's website at least three days prior to each meeting.

Council decisions made at meetings closed to the public.

Council Meeting business papers to be publicly available on Council's website at least three days prior to each meeting.

< 5% 13% Off Track Mostly driven by s94 contributions. Also higher returns on investments, mainly due to the increased cash rate.

< 5% 3% On Track Main savings in Employee Expenses. Materials & Services are also under budget due to timing of expenses for A&I contractors and community events being run later in the year.

= 100% 100% On Track As at 31 December 2022 we had 22 current development appeals, 17 of which are being run inhouse.

One appeal was resolved by S34 Agreement and 2 appeals were discontinued.

= 100% 100% On Track All Committee Meetings business papers were made publicly available within timeframe.

< 10% 4% On Track 3 out of 100 Resolutions were made in closed session for Q1. 5 out of 95 Resolutions were made in closed session for Q2

= 100% 100% On Track All Council Meetings business papers were made publicly available within timeframe.

Threat Preparedness > 85% 50% Off Track Server patching is continuing as scheduled. Change requests show server patching was completed each month, with one Critical Vulnerability applied outside of the regular patching regime during this period.

On Track For quarter 2, the financial year to date performance return in Council's investment portfolio was

Percentage

Off Track Server patching is continuing as scheduled. Change requests show server patching was completed each month, with one Critical Vulnerability applied outside of the regular patching regime during this period.

50% On Track We were able to block most of the cyber threats through different measures. Broadcom Web Security Service blocked access to 1129 malicious web site. Broadcom email Security Gateway blocked 409 malwares, 2067 phishing email, 296,663 spam email. Edge firewall blocked 7640 intrusion attacks and a number of viruses from entering in our network.

Percentage of legal cases determined in accordance with Council's corporate and strategic objectives including successful prosecutions (convictions) and/ or fines for major environment offences, including tree breaches

75% On Track Council had one Local Court prosecution during Q2. The matter was the subject of an order under Mental Health and Cognitive Impairment Provisions Act 2020 after the offence was proven.

The introduction of IChris ic.MY SAFETY has simplified the action process as it was designed too. This has led to supervisors actioning the incidents, injuries and near misses in line with the allocated time frames set by the system. Of 43 incidents, injuries and near misses 3 were outside the timeframe.

Goal 6.1: Our community’s voice is considered in planning the area’s future.

Strategy 6.1.1: Commit to consult and engage the community on projects, initiative and issues which have an impact on their lives.

Delivery Program Outcome: Embed a culture of continuous improvement where we use the feedback provided by the community to improve our programs and services.

Action Code

Action Name Status Comments

6.1.1Ai Undertake the biannual community satisfaction survey and provide results to managers and the Executive team for action.

A Request for Quotation process was undertaken to seek specialist assistance to undertake the biannual community satisfaction survey of Georges River. This research will be completed in the first quarter of 2023.

Delivery Program Outcome: Develop a service delivery review program of Council's services.

Action Code

Action Name Status Comments

6.1.1Bi Conduct a service delivery review of Waste Services.

Extensive community consultation was undertaken during August and September 2021, which informed the development of the Waste Strategy 2021 - 2040. A review of Council's waste services function was undertaken from January 2022 - present in order to align service delivery with the Waste Strategy and preparations for the next waste collection contract.

6.1.1Bii Conduct a service delivery review of Venues and Facilities Management.

Scope of project being reviewed to fall within budget allocation.

Delivery Program Outcome: Embed Council's Engagement Strategy as an overarching process for all Council engagement activity.

Action Code

Action Name Status Comments

6.1.1Ci Re-establish the Your Say panel and undertake an ongoing survey to continue to improve the Your Say platform and Council's approach to engaging with the community.

Your Say Panel continue to receive the fortnightly newsletter notification of projects open for consultation. A review and research is nearing completion - with the objective of reestablishing a more representative Your Say Panel.

6.1.1Cii Develop an intranet suite of resources to support all Council staff to create more opportunities for community engagement

A Community Engagement Framework and Planning Guide is being created to complement the intranet suite of resources. This toolkit contains templates and resources that will help guide the development of intranet training resources.

Delivery Program Outcome: Refer a broad range of Council and community issues for engagement to Council's Your Say platform.

Action Code Action Name Status Comments

6.1.1Di Use a broad range of tools in community engagements.

During this quarter, community engagement employed a range of tools including but not limited to: site exhibitions for Merriman Reserve and Sans Souci Park, online storytelling and in person workshops for the 'Working Together for Better Certification' campaign, and online workshops for the Biodiversity and Foreshore Controls consultation. A Community Engagement stall was at the December major event, Magic of Christmas.

Delivery Program Outcome: Develop comprehensive engagement and communication plans for Council's community engagements.

Action Code Action Name Status Comments

6.1.1Ei Create and implement Engagement and Communications Plans for major projects where Council is seeking community engagement utilising Council's communications channels.

6.1.1Eii Maintain on Your Say a community facing dashboard on engagement activity.

During this quarter, engagement and communication plans were in place for the Working Together for the Better Certification campaign, Cultural Night Time Activation, Hurstville Civic Precinct and the Battle of the Beats competition.

The interactive dashboard featuring demographic data from Your Say contributors and panel members from 2021-2022 is currently live, and sits in two different locations for improved accessibility: on the home page under the About Your Say tab, and in the Community Engagement carousel.

Delivery Program Outcome: Develop an Annual Community Consultation Progress report.

6.1.1Fi Develop a comprehensive community engagement report for Council's annual report

A review of the Annual Report for 2021/22 is being undertaken to identify potential gaps in reporting and opportunities for improvement.

Delivery Program Outcome: Provide opportunities for the community to engage with their ward Councillors.

6.1.1.Gi Provide a Meet Your Ward Councillor session for each ward annually.

Meet Your Ward Councillor sessions have been put on hold pending future budget allocation.

Strategy 6.1.2: Ensure Council’s financial assistance and grants programs are managed effectively.

Delivery Program Outcome: Deliver and report on Council's financial assistance program.

6.1.2.Ai Provide reports on Council's financial assistance program, including community grants, microgrants, venue hire program, heritage grants, heritage publication grants, and donations program.

• Venue Hire Grants Round 5 - 5 projects funded, totaling $7,446.00

• Venue Hire Grants Round 6 - 4 projects funded, totaling $6,181.00

• Community Grants 2022-2023 R1 - 23 organisations funded for 24 projects, totaling $188,286.00.

There were no Micro Grants or Heritage Publication Grants in this period - rounds will open in Q3. There were no Donations paid in this period as there is no donations budget for the 2022-2023 financial year.

The Community Capacity Building team ran the first Community Grants Orientation session. This is a new initiative to complement the existing presentation evening. This event, for the 24 successful recipients of Round 1,

Strategy 6.1.2: Ensure Council’s financial assistance and grants programs are managed effectively.

Delivery Program Outcome: Deliver and report on Council's financial assistance program.

was designed to build capacity around grant delivery and reporting in community organisations, and to strengthen relationships with Council.

Goal 6.2: Our decisions are based on evidence which consider financial impacts, the environment and impacts on future generations.

Strategy 6.2.1: Ensure the behaviour and decisions of councillors and staff is professional and ethical.

Delivery Program Outcome: Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfil its responsibilities under the Local Government Act and ARIC Charter.

6.2.1Ai Facilitate ARIC reports to Council on activities and functions, including an Annual Report from the ARIC Chair.

The following minutes have been confirmed by ARIC and are scheduled for Finance and Governance Committee review on 13 February 2023 and Council Meeting on 27 February 2023:

• Q1 - ARIC Meeting held on 25 August 2022

• Q2 - ARIC Special Financial Statements Meeting held on 17 November 2022

The Minutes of the ARIC meeting held on 9 December 2022 will be confirmed at the next ARIC meeting scheduled for 2 March 2023. In the intervening period, the unconfirmed Minutes have been uploaded to the ARIC HUB to which the councillors have access.

The ARIC Annual Report to Council is based on a financial year. The next report is scheduled to be presented to Council in June/July 2023. The previous report for 2021/22 was presented to the Council Meeting on 27 June 2022 (CCL049-22).

6.2.1Aii Facilitate replacement of ARIC Chair in June 2022. Recruit 1 new ARIC member to the Committee to replace outgoing/retiring Chair.

6.2.1Aiii Prepare an annual ARIC Responsibility Calendar reflecting Local Government and ARIC Charter requirements to be completed throughout the year.

The current ARIC Chair was appointed for a 3-year tenure in March 2021. An ARIC member was appointed effective March 2021 and holds a 3-year tenure. A final ARIC member was appointed effective 1 July 2022 and holds a 3-year tenure.

The 18-month ARIC Responsibility Calendar was adopted by ARIC on 25 November 2021 which covers ARIC meetings for Q1 and Q2 in 2022/23. This is on schedule and being complied with.

The calendar assigns review of ARIC responsibility areas across a 12-month period.

Delivery Program Outcome: Promote and assist in creating an ethical organisational environment with emphasis on internal controls, efficiency, effectiveness and good governance. Action Code Action Name Status Comments

6.2.1.Bi Complete the 2022/23 Audit Program.

The following audits/reviews were completed in Q1:

• Complying Developments Payments Pilot Study

• TfNSW Annual DRIVES 24 Compliance Audit

• Payroll Exception/Compliance Reporting

The following audit was completed in Q2:

• Cash Management audit

The following audits will commence in Q3 & be completed in Q4:

• Community Leases

• Consultancy Use

• Accounts Receivable/Debtors Exception Reporting

6.2.1Bii Implement any mandatory internal audit guidelines issued by the OLG.

The OLG released the Risk Management and Internal Audit Guidelines in December 2022. The Chief Audit Executive has prepared a gap-analysis on the status of implementation of the Guidelines, including the phasing in of items up to 30 June 2025 as per the timetable requirements. This gap-analysis will be presented to the ARIC meeting on 2 March 2023 for consideration and subsequently to Council in April/May 2023. Council has already met the compulsory item timeline requirements and most of the requirements that are not due until 1 July 2024.

6.2.1Biii

Provide advice, mentoring, education and assistance to the organisation on internal controls, implementation of audit recommendations, ethical behaviours and good governance.

Monthly staff induction continues to focus on Code of Conduct. Currently reviewing induction information with a view to expanding education to include wider view on actions of business unit. Governance healthcheck has identified gap areas in knowledge and education council wide. Attendance at directorate leader meetings to provide advice on areas identified in the healthcheck. Developing ongoing education fact sheets and presentations to align with amendments to legislation and process.

Delivery Program Outcome: Promote and assist in creating an ethical organisational environment with emphasis on internal controls, efficiency, effectiveness and good governance.

Action Code Action Name Status Comments

Target date Q4 for annual completed directorate education process.

Delivery Program Outcome: Implement and deliver a Councillor induction and professional development program to ensure the Mayor and Councillors are aware of the knowledge, skills and personal attributes expected of them in their civic roles under the Local Government Act 1993, and of the support Council should be providing to ensure they are able to effectively fulfil their roles.

Action Code Action Name Status Comments

6.2.1Ci Provide ample training and development opportunities (offered both externally and internally) to ensure diversity of choice and availability.

6.2.1Cii Provide opportunities for a recommended minimum of 12 hours of skill and/or development training to be achieved by each Councillor annually.

Training and development opportunities are continually being offered to Councillors, utilising their training and conference budget allocation within the Mayor and Councillors Expenses Policy.

All Councillors are encouraged to complete minimum 12 hours of skill and/or development training. Training opportunities are provided within Council and externally through LGNSW and other agencies.

Strategy 6.2.2: Maintain a sustainably strong financial position balanced with demand for essential services and new projects and having regard for Section 8(b)(d)(ii) of the Local Government Act (the current generation funds the cost of its services).

Delivery Program Action: Ensure financial decisions address the key financial sustainability risks to secure Council's immediate and long-term future.

6.2.2Ai Align the annual budget strategy to incorporate proposed new projects and programs and to facilitate financially sustainable decisions

The 2022/23 Budget was adopted with a change to the projected surplus of $1.9 million, down to $1.2 million. The Q2 review proposed to change the results to $1.6 million surplus due to changes put forward by Council Notices of Motion. The Budget continues to prioritise key services, projects and programs.

Delivery Program Outcome: Ensure the Long-Term Financial Plan incorporates strategic priorities and risks.

6.2.2Bi Incorporate the review of Council's Asset Management Plan, including asset life, depreciation and maintenance costs, into Council's Long-Term Financial Plan.

Asset team has provided revised maintenance and renewal scheduled for specific asset classes which will assist in achieving this action. The senior consultant who prepares the financial plan has also had a meeting with relevant asset contacts.

Delivery Program Outcome: Ensure financial policy and process improvements focus on the integrity of controls, improved data for business decisions and customer experience.

Action Code Action Name Status Comments

6.2.2Ci Expand payment channels and selfservice online access for financial processes.

Self-service online access created for running and analysing Budget Reports; Quarterly Reporting Updates, and updating Annual Budget Modules

Strategy 6.2.3: Undertake effective risk management to manage risks that may arise.

Delivery Program Outcome: Annually review Council’s enterprise and operational risks.

6.2.3Ai Maintain the focus on education, awareness and mitigation with respect to risk management and fraud control.

The ARIC were updated on Risk Management and Business continuity status in December 2022. Revised draft Enterprise Risk Management Policy reported to Executive Team and the ARIC in March 2023. Plan to be reviewed and presented in Q4. Fraud and Corruption Control Policy and Plan drafted and will be presented to Executive Team in Q3 and the ARIC in Q4.

6.2.3Aii Review and report on the Governance and Risk Frameworks status to the Audit, Risk and Improvement Committee.

Status update reports on Governance compliance and Risk Management provided to ARIC in December 2022. Next update is due to March meeting (Q3) of ARIC.

Strategy 6.2.4: Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance.

Delivery Program Outcome: Review procurement policy and practice through the Local Government Procurement Program.

6.2.4Ai Continue to implement recommendations from the Procurement Audit and maintain a focus on education, training and risk mitigation.

6.2.4Aii Focus on procurement contracts governance strategies and enabling priorities and maintain an accurate online GIPA contracts register.

Tighter controls around procurement have been implemented in line with the Procurement Policy review

Senior Procurement Partner and Procurement and Governance Contracts Partner both commenced in quarter which has increased resourcing for these activities

Strategy 6.2.5: Undertake effective management of council’s digital framework to enable responsive and timely services and information.

Delivery Program Outcome: Implement the Digital Resourcing Management Plan.

6.2.5Ai Continue to implement digital transformation initiatives that improve our e-planning, regulatory and asset management services.

The team have continued to focus their efforts on the development of integration with the NSW planning portal, this integration will allow an increased variety of application types to be accepted through the Department of Planning and Environment. We are also focused on Enterprise Resource Planning (ERP) and have been working across council to conduct an Enterprise System Review which will guide decisions on the future vision of council’s core applications with the aim to create a better experience for the public and staff when interacting with council.

6.2.5Aii Engineering Trust through the implementation of the independent information security audit program, to build business resilience and safeguard Council's information.

Audit is currently underway to review Internal compliance on information security. Audit results will be reported to the ARIC Committee once they are finalised. Ongoing security practices are in place and are being reported to Executive and ARIC for endorsement.

6.2.5Aiii Implement Annual program of funded initiatives for organisational plans of Council:

- Customer and Digital Experience Program

- Cultural Program

- 2030 Library Strategy

- 2021-2031 Early Learning Services Strategy.

6.2.5Aiv Review Council's Enterprise architecture to future proof and enable secure, scalable information services.

IMT have invested significant time in the Enterprise System Review that will assist all areas in meeting improvements across the digital framework and provide better services and information for the community. Work is also ongoing for the finalisation of the Planning Portal V2 which will allow further automation of building applications.

IMT are focusing on the enterprise system review, a staff survey and several workshops have been conducted to gather feedback on the current solutions in place.

Goal 6.3: Our community knows why and how decisions are made.

Strategy 6.3.1: The community is informed, has access to information and Council reports and reports from other levels of government, institutions and organisations pertaining to Georges River are made public.

Delivery Program Outcome: Maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) and Designated Persons disclosure returns (section 4.21-4.27 of Council's Code of Conduct).

6.3.1.Ai Continue to maintain online public registers as required including gifts and benefits and Councillor disclosures of interest returns.

Governance continues to update registers and make publicly available, on a regular basis to ensure public has access to up to date information.

Delivery Program Outcome: Report to the Office of Local Government and the NSW Ombudsman on Code of Conduct and Public Interest Disclosure matters in accordance with statutory reporting requirements.

6.3.1Bi Continue reporting statistics to the Office of Local Government, NSW Ombudsman and the Information Privacy Commission under provisions of related Acts and Council's Procedures for the Administration of the Code of Conduct in accordance with statutory reporting requirements.

Annual Code of Conduct stats reported to Council and OLG. Disclosure stats due to Ombudsman in Q3.

Delivery Program Outcome: Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

6.3.1Ci Communicate Council's progress against the Community Strategic

Half Yearly Progress Report on progress against the CSP and Delivery Program will be provided at the April 2023 Council Meeting,

Goal 6.3: Our community knows why and how decisions are made.

Strategy 6.3.1: The community is informed, has access to information and Council reports and reports from other levels of government, institutions and organisations pertaining to Georges River are made public.

Delivery Program Outcome: Maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) and Designated Persons disclosure returns (section 4.21-4.27 of Council's Code of Conduct).

Action Code Action Name Status Comments

Plan, Delivery Program and Operational Plan.

Delivery Program Outcome: Provide live webcasting of all Council and Committee meetings.

Action Code Action Name Status Comments

6.3.1Di Recordings of all Council and Committee meetings to be available on Council's website for a period of four years (from 2021 onwards).

This has now become a Council process.

Delivery Program Outcome: Maintain online records of Council and Committee papers and minutes.

Action Code Action Name Status Comments

6.3.1Ei Ensure the unconfirmed minutes of each meeting of Council are published on Council's website within five business days.

Unconfirmed minutes were all published on Council's website within five business days of the meeting occurring.

Goal 6.4: The workforce is inspiring, diverse and engaged.

Strategy 6.4.1: Implement leading people practices to create a high performing, capable and resilient workforce.

Delivery Program Outcome: Implement a Workplace Health and Safety System to support a well and safe workplace.

6.4.1Ai Evaluate Work, Health and Safety (WH&S) procedures and implement effective controls to manage WH&S risks

The review of the WHS management system continues. The last 2 of the 4 WHS Strategy foundation documents have completed the consultation process and will be sent to Executive Team for approval. The documents are of Responsibility, Authority and Accountability and Planning and Performance Review.

Council's Self-audit Improvement Plan has been approved by StateCover. Three areas under approvement are hazardous noise, contractor management, and events. The hazardous noise program has been drafted and submitted to Executive Team for approval. The Contractor Management Procedure has been drafted and put out for consultation with the WHS Committee and key stakeholders. Events are working with the WHS to formalise processes and review event documentation.

Delivery Program Outcome: Implement the 2022-2026 Workforce Management Plan.

6.4.1Bi Design and Implement Council's Performance Excellence Program to achieve leading practices in reviewing, managing and recognising performance, fostering an environment where employees are engaged, aligned and motivated to excel in their roles.

Performance Excellence Program (PEP) Focus Groups were facilitated across all areas of the business between November 2022 and January 2023. These Focus Groups were successful in consulting on the PEP, and importantly, establishing draft Performance Goals (KPIs) which can then be further developed leading into PEP Talk 2. PEP Talk 2 will take place between 1 February and 31 March 2023 with a once off unique format incorporating performance review for the 2021/2022 period and formalising expectations through Corporate Performance Indicators, Leadership Performance Indicators for our people leaders, and developing position

Delivery Program Outcome: Implement the 2022-2026 Workforce Management Plan. Action Code Action Name Status Comments

specific SMART KPIs and personal development goals to drive performance. Salary increases and performance bonuses will be considered aligned with the PEP, recognising and rewarding performance excellence. Work continues on implementation of the EPM21 system to facilitate PEP Talks, implementation of the reviews in EPM21 will be completed to be launched with PEP Talk 1 in August 2023.

6.4.1Bii Deliver a Leadership Program to unite leaders of the organisation and drive a thriving culture where leaders inspire staff and teams to achieve our operational and strategic goals to provide quality outcomes for our community

Council's Leadership Development program continued with 2 LeaderLIFT sessions for the manager’s cohort occurring over the quarter. These focused on Building Resilient Teams and Authentic Leadership. In addition, one Executive Team LeaderLIFT session was delivered, which also focused on Building Team Resilience and Authentic Leadership. LeaderLIFT program coaching sessions continued over Q2 focusing on leadership development. A LeaderSHIFT session for coordinators and 'heads of' was delivered as a special event, which included a keynote speaker who presented on 'Burnout', and an externally facilitated session which addressed the Council 2022 staff survey results through workshopping the key areas of concern and success.

September 2022 saw the delivery of the emerging leadership program 'Launching into Leadership' which was internally designed and facilitated. This was a two-half day training program. There were two cohorts of participants who went through this program. Council is currently working on further leadership development leadership programs for 2023.

6.4.1Biii Implement Council's wellness and belonging program to drive a healthier, happier and more productive and engaged workforce, and promote Council as an employer of choice.

M-FIT: Our annual staff survey launched 5 September with the key message centred on listening to each other and our staff. We had a completion rate of 75% which is a great result. Overall, our Engagement - 73%, Wellbeing68% and Progress - 57% scores were moderate. Benchmarked against other local governments and metro councils, Georges River Council continues to be higher if not on par. We have met with the leaders in our

organisation to go through our survey results and have shared the results with all staff to further action plan in their areas and report back to the ET.

Council's M-Fit Champions continue to be promoted across our business as the key contacts for mental health awareness, support and referral. Meetings occur on a monthly basis to identify key trends and discuss any challenges.

WELL-FIT: Draft calendar and proposal for GRC Wellness Program has been prepared. Further consultation is required with the Community and Culture Directorate to align initiatives that coincide with advocacy programs. This is expected to occur in Q3.