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
who live work and meet on these lands.
January to June 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:
• A protected environment and green open spaces
• Quality, well planned development
• Active and accessible places and spaces
• A diverse and productive economy
• A harmonious and proud community with strong social services and infrastructure
• Leadership and transparency.
This report details some of the programs and projects we delivered during 2021/22 which contribute to delivering our community’s visions for the future.
How to read this report
The focus of this July to December 2021 progress report is on the 2021/22 Operational Plan actions which contribute to the overall Delivery Program 2018 2022.
The Plan contains actions which reflect both ongoing services and new projects or initiatives which are contributing to the four year deliverables and supporting continuous improvements.
How we rate the status
Complete All agreed delivery milestones achieved.
On Track
Ongoing
On Hold
On time, within budget and meeting agreed levels.
Ongoing deliverables.
On hold due to budget or other constraints.
Behind Schedule Behind schedule due to budget or other constraints.
Carry Forward Carry project forward to next action year.
Not Started Not started due to budget or other constraints.
Cancelled Deliverable no longer proceeding.
In response to the COVID 19 pandemic, the NSW Office of Local Government postponed the 2020 local government elections and extended the Integrated Planning and Reporting cycle for 12 months, making our current Delivery Program a four year program, 2018 2022.
Pillar 1
protected environment and green open spaces
Progress against 1 Year Operational Plan items
PILLAR 1
Carry Over
• All readily achievable energy reduction recommendations in the Energy management Plan have been completed.
• An e-waste recycling event and Household Chemical Cleanout event were delivered.
• Bush regeneration contractors and volunteers actively managed 112 hectares of bushland through weed control and vegetation planting.
• Council’s Environment and Sustainability section of the website upgrade was finalised to assist with community education.
• Completed proactive maintenance of 37 parks.
• Proactive maintenance of street furniture in high pedestrian areas such as the Hurstville CBD and Kingsgrove Road shopping strip completed.
• Routine safety inspections of all playgrounds in the LGA were completed.
• Tree planting projects continued, with 511 street trees and 158 park trees planted.
• Collaborative partnerships have continued with the RID Squad and Georges Riverkeeper to maintain a program and activities for waste reduction and environmental protection.
• Council's 3 shark nets have been put on a bi annual inspection and maintenance schedule.
• Maintenance has been carried out on the Lugarno boardwalk to reinstate the handrail, install nonslip stair tread nosings and replace walkway boards.
• Bonney Street seawall has been repaired following its collapse.
• The Heritage Building Grants Program 2021/22 successful applicants were decided.
• The Waste Education Officer role was filled.
Performance Indicators
Description
Number
Number
Percentage of environmental pollution complaints
Baseline
Percentage of waste customer
hours.
The
to within
Baseline
Number
Results
Status YTD Comments
Our Bushcare Team actively managed
hectares of bushland through weed control and vegetation planting
Compliance with the Public Health Order due to the COVID 19 pandemic resulted in not achieving this KPI.
Of the 397 environmental pollution requests received 373 were responded to within 2 business days.
Achieved A total of 3,716 service requests were completed throughout the year.
Council received an annual total of 436 requests for graffiti removal. Compliance with the Public Health Order due to COVID 19 resulted in not achieving this KPI.
In the 12 months to 30 June 2022, we planted 660 trees in streets and parks throughout the suburbs of Allawah, Narwee, Peakhurst, Kingsgrove, Riverwood, Hurstville, Carlton, Beverly Hills, Sans Souci, Beverley Park, Carss Park, Kogarah and Kogarah Bay, as part of the Carlton Canopy Corridor grant project, funded by the NSW Government through the Greening our City initiative. A further nine trees were planted in highly urban areas to acquit the Five Million Trees 'Cool Places, Urban Oasis' grant project.
In addition, we supported Planet Ark’s National Tree Day by
distributing a further 100 native tree and plant seedlings to schools throughout the LGA. Council also supported the planting of a further 815 native trees and plants at three (3) Council managed reserves in Oatley, Peakhurst and Sans Souci as part of a partnership with Greater Sydney Landcare and Oatley Flora and Fauna under the Creating Canopies in Greater Sydney Program.
Sweeping activity has been impacted this year by COVID 19 and operational resourcing and other operational issues which has meant that sweepers have not been operating at full potential and capacity.
Goal 1.1: Council’s environmentally sustainable practices inspire everyone to protect and nurture the natural environment.
Strategy 1.1.1: Ensure the Georges River area is resilient in addressing energy, water and gas usage, sustainable buildings, waste diversion, green corridors, carbon emissions and urban design.
DP Action 1.1.1a: Adopt and implement a Resilience Strategy for Council services.
Status Completed
Comment The Environmental Resilience Action Plan is available on Council’s website and will be implemented progressively over the 20 year life of the Plan.
Action Name Status Comments
Develop a Resilience Strategy.
The Environmental Resilience Action Plan is available on Council’s website and will be implemented progressively over the 20 year life of the Plan.
DP Action 1.1.1b: Reduce energy use at the top 10 Council energy using sites through the Energy Management Plan (EMP)
Status Completed
Comment
All readily achievable energy reduction recommendations in the EMP have been completed. From 1 July 2022 Council will have achieved its 100% renewable energy target three years ahead of schedule. Council continues to work towards net zero carbon emissions and renewable energy targets.
Action Name Status Comments
Implement an Energy Management Plan for Council's top 10 energy using sites.
Council has prepared for the implementation of the new regional energy supply agreement, which will commence on 1 July 2022 resulting in the achievement of Council's 100% renewable energy target three years ahead of schedule.
DP Action 1.1.1c: Implement the Tree Management Policy.
Status Progressing
Comment While Council achieved well over the target of 350 trees planted, tree planting projects are continuing as funded under the Greening Our Cities Program, with a total of 1,000 trees previously expected to be planted during 2021/22. Due to particularly wet weather, planting was delayed, with all 1,000 trees due to be planted by Q1 22/23.
Action Name Status Comments
Implement the Tree Management Policy.
Council's Tree Management team have continued to receive a high volume of public tree requests and private tree permit applications whilst continuing to maintain increased proactive tree inspections and packaged tree pruning works, reducing the incidence of reactive works in high tree density areas.
DP Action 1.1.1d: Identify actions required to reduce the risks from climate change impacts on Council assets.
Status Completed
Comment
The Environmental Resilience Action Plan is available on Council’s website and will be implemented progressively over the 20 year life of the Plan.
Action Name Status Comments
Implement actions to reduce the risks from climate change impacts on Council assets.
The Climate Change Risk Assessment and Adaptation Plan was integrated into the Environmental Resilience Action Plan (ERAP).
The ERAP is available on Council’s website and will be implemented progressively over the 20 year life of the Plan.
DP Action 1.1.1e: Develop a Waste Minimisation Strategy.
Status Completed
Comment
The Waste Strategy was endorsed by Council in March 2021 after an extensive community consultation program.
Action Name Status Comments
Implement the recommendations of the Waste Minimisation Strategy.
The Waste Strategy was endorsed by Council in March 2021 after an extensive community consultation program. The 16 key recommendations of the Strategy will be implemented over the 20 year life of the Strategy through a progressive budget allocation of funds from the Domestic Waste Management Reserve. One such recommendation addressed is the prioritising of contract management through the recruitment for a Waste Contracts Officer, with the successful candidate commencing in Q1 2022/23.
Strategy 1.1.2 Use waste management contracts and practices to divert waste from landfill sites.
DP Action 1.1.2a: Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.
Status Behind Schedule
Comment Recruitment of the Waste Education Officer was finalised
Action Name Status Comments
Implement a Waste Education Program.
The Waste Education Officer role was filled permanently. An education plan is due to be established and will capture the work involved in developing and promoting resource recovery events and initiatives throughout the LGA. An e waste recycling event and Household Chemical Cleanout event were both delivered with continued community support.
Strategy 1.1.3: Help everyone to contribute to a more environmentally sustainable Georges River LGA.
DP Action 1.1.3a: Undertake programs and activities to educate the community on reducing energy consumption, protecting waterways, reducing waste and taking other action to improve the environment, with a focus on climate change projects.
Status Ongoing
Comment Council's Environment and Sustainability section of the website upgrade was finalised to assist with community education regarding environmental management and protection.
Tree planting projects continued as funded under the Greening Our Cities Program, with a total of 1,000 trees previously expected to be planted during 2021/22. Due to particularly wet weather, planting was delayed, with all 1,000 trees due to be planted by Q1 22/23.
Council has continued collaborative partnerships with the RID Squad and the Georges Riverkeeper to maintain program and activities for waste reduction and environmental protection.
Action Name Status Comments
Implement activities to educate the community on reducing energy consumption and protecting the environment.
Council's Environment and Sustainability section of the website upgrade was finalised to assist with community education regarding environmental management and protection.
Tree planting projects continued as funded under the Greening Our Cities Program, with a total of 1,000 trees previously expected to be planted during 2021/22. Due to particularly wet weather, planting was delayed, with all 1,000 trees due to be planted by Q1 22/23.
Council has continued collaborative partnerships with the RID Squad and the Georges Riverkeeper to maintain program and activities for waste reduction and environmental protection.
Strategy 1.1.4: Develop and implement programs to protect and conserve the natural environment
DP Action 1.1.4a: Implement the Tree Management Policy and Canopy Enhancement Program.
Status Completed
Comment The high volume of both public and private tree requests has resulted in the development of new operating procedures and practices which have improved the efficiency of works carried out by the tree management team.
As part of the grant funded Carlton Canopy Corridor project Council has scheduled 1,040 trees to be planted in streets and parkland within the LGA.
Action Name Status Comments
Undertake the 2021/22 Street Tree Planting Program.
A total of 511 street trees and 158 park trees were planted this year.
DP Action 1.1.4b: Implement Council's Bush Regeneration Program to protect, conserve and enhance the natural environment.
Status Completed Comment Completed
Action Name Status Comments
Implement the 2021/22 Bush Regeneration Program.
Bush regeneration contractors and volunteers continue to progress bushland resilience work. Our Bushcare Team actively managed 112 hectares of bushland through weed control and vegetation planting.
DP Action 1.2.1a: Represent Council's ambitions for the Georges River through the GRCCC.
Status Ongoing
Comment Council continues to support the GRCCC by attending all meetings and contributing to the finalisation of a Catchment Management Plan Scoping Study and the Georges River Foreshore Access and Improvement Plan.
Action Name Status Comments
Support the GRCCC with the development of a Foreshore Management Plan.
Council continues to support the GRCCC by contributing to the finalisation of a Catchment Management Plan Scoping Study and the Georges River Foreshore Access and Improvement Plan.
Strategy 1.2.2: Maintain marine and foreshore assets in a safe and functional condition
DP Action 1.2.2a: Maintain marine and foreshore assets in a safe and functional condition and upgrade as required.
Status Completed
Comment Council's three (3) shark nets have been put on a bi annual inspection and maintenance schedule. Maintenance has been carried out on the Lugarno boardwalk to reinstate the handrail, install nonslip stair tread nosings and replace walkway boards as required. Bonney Street seawall has been repaired following its collapse in February 2022. Quotes are being sought for minor repairs to the Oatley Park seawall.
Action Name Status Comments
Undertake six monthly inspection and complete maintenance, renewal and upgrade on prioritised marine and foreshore assets.
Monitoring ongoing, with rectification as required
Goal 1.3: Everyone has access to beautiful parks and open spaces.
Strategy 1.3.1: Ensure all public parks and open spaces are accessible, well maintained and managed to meet the recreational needs of current and future residents.
DP Action 1.3.1a: Implement the annual Parks and Open Space Improvement Programs.
Status
Comment Annual Parks and Open Space Program executed.
Action Name
Implement the 2021/22 Parks and Open Space Improvement Program.
Undertake quarterly Playground Safety Inspection Program.
Parks and Open Space Improvement Program ongoing
An operational quarterly routine safety inspection of all playgrounds in the LGA was completed. Risk rating inspections have been conducted on any issues and have been prioritised from high to low and scheduled for completion.
DP Action 1.3.1b: Use the findings of the Open Space, Recreation and Community Facilities Strategy to guide forward works programs and budgets
Status
Comment
Action Name
Implement the 2021/22 Sportsfield Renovation Program.
Implement the 2021/22 Playground Asset Replacement Program.
program
2021/22 Sportsfield Renovation Program complete
No funding available for new playground construction; Maintenance of existing playgrounds completed for the year.
DP Action 1.3.1c: Implement scheduled cyclic painting program across parks and open space, including buildings, furniture and murals to prevent graffiti.
Status Completed
Comment
The Painting Program for Council assets saw the proactive maintenance of a total of 37 parks completed. Additionally, there was an increased focus on the proactive maintenance of street furniture in high pedestrian activity areas such as the Hurstville CBD and Kingsgrove Road shopping strip
Action Name Status Comments
Undertake proactive maintenance of Council assets in parks.
Proactive street furniture maintenance was undertaken on the Kingsgrove Road shopping strip and surrounds and on Forest Road, Penshurst. Proactive internal painting works were undertaken at Hurstville and Oatley Libraries. Carpark line marking was done adjacent to Hurstville Golf Course. Upgraded and rebranded Georges River Council signage was installed in a total of 28 parks and reserves this year.
DP Action 1.3.1d: Implement scheduled cyclic mowing and gardening program across parks and open space.
Status Completed
Comment
The delivery of the 2021/22 mowing and gardening program across parks and open spaces continued to be significantly impacted by persistent adverse weather events in early 2022, as well as COVID related impacts on staff resourcing. As the weather improved, parks and reserves were well maintained and regular mowing and gardening schedules had resumed.
Action Name Status Comments
Implement the 2021/22 mowing and gardening program across parks and open space. (Executive Manager, Engineering Operations)
The delivery of the 2021/22 mowing and gardening program across parks and open spaces continued to be significantly impacted by continued heavy rainfall. Operational teams faced challenges in maintaining regular mowing and gardening schedules due to wet weather and full saturation of all turf fields, parks and reserves.
Staffing resources were also consistently impacted by COVID related illness. Excessive wet weather continued to exacerbate weed and grass growth.
Strategy 1.3.2: Review Plans of Management for sporting fields, parks, open space and bushland in the LGA.
DP Action 1.3.2a: Continue the review of Plans of Management for sporting fields, parks, open space and bushland within the LGA.
Status Ongoing
Comment During FY21/22 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
The following Plans of Management were placed on public exhibition from 15 June 2022 to 22 July 2022:
• Generic Plans of Management
• Penshurst Park Plan of Management
• Moore Reserve Plan of Management and Master Plan
Action Name Status Comments
Continue the review of the Plans of Management Programs for Crown Lands in accordance with the Crown Land Management Act.
This action is ongoing. Five Plans of Management were under preparation and three were placed on public exhibition.
Strategy 1.3.3: Understand the potential impacts of climate change when developing design principles for parks and open spaces.
DP Action 1.3.3a: Incorporate design principles for parks and open spaces that promote resilience.
Status Completed
Comment Parks and Open space continue to be delivered using design principles that promote resilience.
Action Name Status Comments
Continue to implement sustainable and resilient design principles in parks and open space projects.
All projects utilise sustainable and resilient design principles to develop best practice parks and open space outcomes.
Strategy 1.3.4 Use the GRC Open Space, Recreation and Community Facilities Strategy to inform the provision of parks and open space.
DP Action 1.3.4a: Continue to implement the GRC Open Space, Recreation and Community Facilities Strategy.
Status Ongoing
Comment
The GRC Open Space, Recreation and Community Facilities Strategy is the guiding strategy for open space and recreation project delivery and programming.
Action Name Status Comments
Identify open space and recreation priorities based on the findings of the GRC Open Space, Recreation and Community Facilities Strategy.
Continue to implement priorities based on the findings of the GRC Open Space, Recreation and Community Facilities Strategy.
Project development and design based on GRC Open Space, Recreation and Community Facilities Strategy
Project scoping reliant on the CSP and GRC Open Space, Recreation and Community Facilities Strategy. Funding recently obtained for Olds Park Skate Park based on this Strategy.
Goal 1.4: Local heritage is protected and promoted.
Strategy 1.4.1: Recognise the LGA’s local heritage through heritage listings in LEPs and protection policies in DCPs
DP Action 1.4.1a: Finalise the review of the Hurstville LEP heritage schedule as part of the comprehensive LEP for the Georges River LGA.
Status Completed
Comment
Completed and findings incorporated into the Georges River LEP 2021.
Action Name Status Comments
Prepare a planning proposal to incorporate the recommendations of the Foreshore Scenic Character Review into the Georges River LEP.
The project will now be carried out to FY22/23. A pre exhibition community consultation program will be undertaken to inform the preparation of a future planning proposal.
Strategy 1.4.2: Capitalise on opportunities to recognise heritage assets in Council services and programs.
DP Action 1.4.2a: Retain and maintain properties with heritage significance through an annual Heritage Building Grants Program.
Status Progressing
Comment
Council endorsed the Heritage Building Grants Program 2021/22 and offers were made to successful applicants Council also resolved that the successful applicants be given until 1 December 2022 to complete the works and lodge their requests for reimbursements.
Action Name Status Comments
Implement the 2021/22 Heritage Building Grants Program.
Council endorsed the Heritage Building Grants Program 2021/22 and offers were made to successful applicants. Council resolved that the successful applicants be given until 1 December 2022 to complete the works and lodge their requests for reimbursements
Conduct a heritage information session for owners of heritage listed properties.
The Heritage Information Session will be held on 4 August 2022 via webinar and 9 August 2022 in person at the Hurstville Entertainment Centre.
well planned development
Progress against 1 Year Operational Plan Items
Work has commenced to explore amendments to the Beverly Hills Draft Master Plan.
Process improvements were identified through the Regionally Significant Development Applications
project and will be implemented.
The Fire Safety Corporate Policy was adopted.
A new Senior Fire Safety Officer has been employed and is working to ensure compliance is achieved.
Council has employed a Senior Specialist Planner (Urban Design) to improve the consistency of urban advice to customers and assessment planners and reduce consultancy and legal costs associated with expert evidence in the NSW Land and Environment Court.
CCTV upgrades have been completed at the Hurstville Entertainment Centre and Civic Theater.
has commenced at Hurstville Library.
Performance indicators
Number of DAs determined by the Georges River Local Planning Panel
Baseline 36 = 35 80
YTD Comments
Achieved Georges River Council Local Planning Panel hosted 22 public meetings and 6 electronic determinations which considered 80 applications Applications required to be referred to the Panel during the year is not within Council's exclusive control.
Number of DAs determined by the Sydney South Planning Panel.
Baseline 15 = 15 5 Not Achieved
During this financial year the Sydney South Planning Panel considered 5 applications. The number of applications required to be referred to the Regional Panel is variable and not entirely within Council's control.
Number of DAs determined.
Baseline 876 > 800 635 Not Achieved
The number of applications determined is related to the number of applications lodged which has continued to trend downwards compared to previous years. A total of 509 applications were lodged in 2021/22.
Goal 2.1: Sustainable development delivers better amenity and liveability of the community and the environment.
Strategy 2.1.1: Prepare a comprehensive LEP for the entire LGA to improve and standardise development controls and regulations. (Completed)
Strategy 2.1.2: Prepare a comprehensive DCP for the LGA to guide development in the LGA.
DP Action 2.1.2a: Complete the Master Plan for Beverly Hills.
Status Completed
Comment
The Georges River DCP was adopted by the Georges River LPP on 24 March 2021.
Action Name Status Comments
Finalise the Master Plan for Beverly Hills in association with the Beverly Hills community.
Work has commenced to explore amendments to the Draft Beverly Hills Master Plan.
Strategy 2.1.3: Continue rigorous assessment of development applications (DAs) including compliance with DCPs, aesthetic qualities and environmental initiatives
DP Action 2.1.3a: Continue to review the assessment and determination of processes and procedures to ensure continuous improvement of the assessment of DAs.
Status
Action Name Status Comments
Continue the implementation of internal procedures relating to the assessment of DAs.
All applications are assessed against statutory and Council requirements. Peer review processes are implemented for quality control. Process improvements continued to be identified through the Regionally Significant Development Applications Pilot project and will be implemented in the future.
Strategy 2.1.4: Ensure high quality reporting and DA assessment by Council staff, local planning panels and the Sydney South Planning Panel.
DP Action 2.1.4a: Continue to monitor and standardise DA assessment reports and templates
Status Ongoing
Comment Ongoing
Action Name Status Comments
Implement e planning system to include e lodgement of applications and commence implementation of ASSESS module.
Use of the ASSESS module remains on hold due to the priority of the Regionally Significant Development Applications Pilot Project and the overlap between the projects.
Strategy 2.1.5: Utilise Council’s Design Review Panel to provide independent and expert advice on the design quality of planning proposals and multistorey developments that meet the review criteria.
DP Action 2.1.5a: Monitor the functions and recommendations of the Design Review Panel.
Status Cancelled
Comment
The Design Review Panel has been terminated. Council has employed a Senior Specialist Planner (Urban Design) to improve the consistency of urban advice to customers and assessment planners and reduce consultancy and legal costs associated with expert evidence in the NSW Land and Environment Court.
Action Name Status Comments
Review the functions and membership of the Design Review Panel.
Council's Design Review Panel was terminated in April 2021.
Strategy 2.1.6: Adopt an effective fire safety program.
DP Action 2.1.6a: Adopt and implement a Fire Safety Program that maintains buildings with essential fire services to safeguard the community.
Status Completed
Comment
The Fire Safety Corporate Policy was adopted on 30 August 2021. The Policy will be implemented as part of business operations.
Action Name Status Comments
Implement actions to ensure compliance with the directions set by the NSW State Government relating to external combustible cladding and 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. A new Senior Fire Safety Officer has now been employed and is working with outstanding premises to ensure compliance is achieved.
Goal 2.2: The community helps to plan the LGA’s future.
Strategy 2.2.1: Use community consultation and feedback to guide a comprehensive set of planning and development strategies that are incorporated into LEPs and Council policies.
DP Action 2.2.1a: Provide ongoing education to the community about controls to the development and building approval processes.
Status Ongoing
Comment Council’s website is regularly updated. The Development Advisory Service is available during business hours to provide advice to community members or developers. A formal Pre DA service operating.
Goal 2.3: Council-led development and assets provide quality, long-term benefits to everyone.
Strategy 2.3.1: Ensure quality design and sustainability principles underpin the provision of Council facilities and other assets.
DP Action 2.3.1a: Investigate systems to improve public safety and accessibility
Status Completed
Comment Council officers as part of asset management consistently look for ways to improve public safety and accessibility.
Action Name Status Comments
Maintain and upgrade council's security and CCTV systems to improve public safety and accessibility.
CCTV upgrades have been completed at the Hurstville Entertainment Centre and Civic Theatre. Work has commenced at Hurstville Library. Mortdale is awaiting works to Ausgrid poles to allow the replacement of the existing CCTV infrastructure. This has delayed the new works as the changes will impact the proposed installation areas. Migration of existing asset protection CCTV Cameras has been undertaken throughout the Hurstville Civic Centre.
3
and
against 1 Year Operational Plan Items
• Georges River Transport Strategy 2021 was adopted.
• 100% of engineering operations service requests were actioned against works scheduled.
• 100% of potholes were addressed and their make safe actioned on both a reactive and proactive basis within agreed timeframes.
• Further progress has been made towards Councils Asset Management Plans which will help prioritise future projects and support the allocation of funding works scheduled.
• 91% of Driveway Applications received were approved within agreed timeframes.
• 98% of Stormwater Applications received were approved within agreed timeframes.
• A total of 22 Bus Zones were installed and 1 Bus Zone updated in front of a school.
• Plans of Management were placed on public exhibition from 15 June 2022 to 22 July 2022 including:
Plans of Management Penshurst Park Plan of Management Moore Reserve Plan of Management and Master Plan
Performance indicators
Description Baseline Annual Target Results To Date Status YTD Comments
Civil design
Maintain
Percentage of engineering operations service requests actioned against works scheduled.
Percentage of pothole requests made safe and scheduled for repair within 48 hours.
Baseline
Baseline
Baseline
Percentage of utility restorations completed within timeframe
Baseline
Baseline
A total of 79% of applications were processed within the timeframe.
In 2022 there has been a focus on accurately identifying our assets and the future capital renewal works.
Achieved The continued improvement and additions to job classifications continues to enable effective scheduling and job completion.
Achieved Potholes were addressed and their make safe actioned on both a reactive and proactive basis within agreed timeframes. Pothole figures can never be accurately reported on as a result of a number of additional potholes being actioned on a reactive basis and not captured in service request data.
Achieved
Restorations were impacted at the start of the reporting year as a result of COVID 19 lockdowns and have increased significantly with a high completion rate on resumption of closer to normal operations.
Goal 3.1: The LGA has a range of transport options to connect people, goods and businesses.
Strategy 3.1.1: Lobby for improved commuter car parking and manage local parking supply, including around train stations, to enhance business vitality and encourage public transport use, cycling and walking.
DP Action 3.1.1a: Implement the recommendations of the Car Parking Strategy
Status Completed
Comment
Recommendations of the Car Parking Strategy have been implemented as required.
Action Name Status Comments
Implement the recommendations of the Car Parking Strategy adopted by Council in April 2020.
Completed
Strategy 3.1.2: Work with the NSW Government to develop an integrated transport and land use plan and a 20 year precinct plan as part of Future Transport 2056 initiatives.
DP Action 3.1.2a: Draft an Integrated Transport and Land Use Plan as part of Future Transport 2056 for public exhibition.
Status Completed
Comment Council at its meeting on 25 October 2021 adopted the Georges River Transport Strategy 2021.
Action Name Status Comments
Finalise the Transport Strategy.
Council at its meeting on 25 October 2021 adopted the Georges River Transport Strategy 2021.
DP Action 3.2.2a: Develop and implement the annual Infrastructure Works Program, including a Town Centres Public Domain Program.
Status Completed
Comment Ongoing program
Action Name Status Comments
Develop and deliver the 2021/22 Capital Works Program for new construction and renewals.
Develop and deliver the 2021/22 Road Re sheeting Program.
Deliver the 2021/22 Drainage Upgrade Program including new and replacement works.
Implement annual Black Spot Funding Program.
Design and construct compliant accessible bus stops.
Capital Works Program completed.
Road Re sheeting Program successfully completed.
Progression of drainage upgrade program ongoing.
TfNSW has endorsed the project to proceed with the design finalised and provided to the service delivery team to commence the works within the 22/23 financial year.
A total of 22 Bus Zones were installed and 1 Bus Zone updated in front of a school.
There are currently 3 bus stops still being consulted due to residential complaints. This is still ongoing to be finalised.
DP Action 3.2.2b: Use the findings from the Footpath Condition Audit to implement the planned Footpath Maintenance Schedule.
Status In progress
Comment Remediation of S2 trip hazards are 50% complete and ongoing and grinding works have been scheduled for S1 trip hazards. All outstanding footpath condition trip hazards are scheduled for completion in September 2022.
Action Name Status Comments
Deliver the 2021/22 Footpath Maintenance Schedule.
Footpath Condition assessment (S2 trip hazards) package awarded to a contractor and works were approximately 50% complete at 30 June 2022.
Footpath Condition assessment (S1 trip hazards) grinding package awarded scheduled to commence 8 August 2022.
DP Action 3.2.3a: Develop plans with neighbouring councils to deliver large-scale infrastructure projects, including projects recommended in the Open Space, Recreation and Community Facilities Strategy.
Status Completed
Comment Council will continue to work with other stakeholders to develop large infrastructure projects as opportunities arise.
Action Name Status Comments
Monitor for new opportunities for collaboration to work with neighbouring councils to deliver large scale infrastructure projects.
Attend meetings with neighbouring councils to discuss delivery of future large scale infrastructure projects.
Continue to monitor for new opportunities for collaboration to work with neighbouring councils to deliver large scale infrastructure projects.
Council continues to communicate with neighbouring Council's regarding infrastructure demands and future projects.
The Georges River Coastal Management Plan is in development with all Councils along the Georges River collaborating.
Goal 3.4: Everyone has access to a range of active and passive recreation facilities.
Strategy 3.4.1: Guided by the GRC Open Space and Recreation Strategy, provide contemporary passive and active recreation spaces, aquatic facilities, synthetic fields, community centres and libraries.
DP Action 3.4.1a: Plan, consider funding for and commence a program of capital works and service adjustments that responds to the Open Space, Recreation and Community Facilities Strategy, and improve opportunities for the community to participate in sporting, exercise and leisure activities.
Status Completed
Comment Capital Planning as it relates to service delivery continues to mature to ensure an optimal and cost effective implementation of the Open Space, Recreation and Community Facilities Strategy. Our Asset Management Plans will guide infrastructure planning and funding.
Action Name Status Comments
Prioritise new projects and service changes in response to the GRC Open Space, Recreation and Community Facilities Strategy.
Complete Hurstville Central Plaza as community open space.
New projects and service changes utilise the GRC Open Space, Recreation and Community Facilities Strategy to determine scope and priorities.
Area has been developed into Open Space; minor works ongoing to finalise project.
DP Action 3.4.1b: Complete Plans of Management for all sporting fields in the Georges River LGA.
Status Ongoing
Comment This action is ongoing. During FY21/22 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
The following Plans of Management were placed on public exhibition from 15 June 2022 to 22 July 2022: Generic Plans of Management Penshurst Park Plan of Management Moore Reserve Plan of Management and Master Plan
Action Name Status Comments
Develop innovative funding and delivery models to implement priority projects and recommendations from the GRC Open Space, Recreation and Community Facilities Strategy.
Further progress has been made towards Councils Asset Management Plans which will help prioritise future projects and support the allocation of funding.
Pillar 4: A diverse and productive economy
Progress against 1 Year Operational Plan Items
PILLAR 4
• The Georges River Local Environmental Plan was gazetted
• A comprehensive business survey was conducted to understand local economic conditions and identify opportunities for council support.
• Council was successful in obtaining a Streets as Shared Spaces Grant for Riverwood.
• A new Leadership Group with a narrowed focus on advocacy and economic development has been formed with Bayside Council as well as health and education stakeholders for the Kogarah Health and Research Hub Collaboration Area.
• All 24 commercial centres were cleaned daily
• Partnered with industry experts like Service NSW, Innovative Manufacturing CRC (IMCRC), University of Technology Sydney, Bayside BEC (Business Enterprise Centre) and RiSe Women (Confidence for Women) to deliver a range of events to help small business succeed.
• Streetscape works were undertaken in Mortdale.
• The Georges River Council Local Infrastructure Contributions Plan 2021 (Section 7.11 and Section 7.12) was adopted.
• A Marketing Plan "Discover Georges River" has been prepared.
Prospectus for Kogarah has been finalised.
Performance indicators
All
Amount of commercial, retail and industrial
Baseline
Annual Target Results To Date Status YTD Comments
Council's Deep Cleansing Program combined with the bi annual deep cleanse of Hurstville and Kogarah CBD's continues to ensure a focus on improved service standards in our town centres.
Baseline
Level of 'place
key and
Mean gross assessment times (in days) on DAs, modifications, DA
Percentage of Construction Certificates
in 21 days.
Baseline
Percentage of planning proposals meeting Gateway determination timeframes.
Baseline
Baseline
Baseline
loss of commercial, retail and industrial zoned land loss.
Achieved No loss of commercial, retail and industrial zoned land loss.
Data No Data Community Satisfaction Survey not yet
Not Achieved
Mean determination time for the financial year (DAs, Modifications and Reviews) was 140 days.
Not Achieved Delays in issuing construction certificates outside the target of 21 days are related to the requirement for Council to obtain additional information from the applicant in order to issue the certificates. The additional information is generally difficult for applicants to procure within 21 days.
Achieved In the FY21/22 only one Planning Proposal was gazetted and that was the Georges River Local Environmental Plan in October 2021. Council met the funding deadlines for the comprehensive LEP.
Goal 4.2: Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth.
Strategy 4.1.1: Primarily target economic development initiatives in Kogarah, Hurstville, Kingsgrove, Peakhurst and Riverwood.
DP Action 4.1.1a: Promote effective economic development initiatives that benefit the LGA.
Status Ongoing
Comment Conducted a comprehensive business survey to understand local economic conditions and identify opportunities for council support.
Action Name Status Comments
Continue to promote the benefits of economic development to the community.
Partnered with industry experts like Service NSW, Innovative Manufacturing CRC (IMCRC), University of Technology Sydney, Bayside BEC (Business Enterprise Centre) and RiSe Women (Confidence for Women) to deliver a range of events to help small business succeed.
Strategy 4.1.2: Develop economic programs that target the health, retail, construction, education and financial sectors, small to medium businesses and home based businesses.
DP Action 4.1.2a: Implement initiatives in key economic sectors in response to the Economic Development Strategy
Status Ongoing
Comment Review of Economic Development Strategy commenced to identify how to support our key economic sectors.
Action Name Status Comments
Implement economic development initiatives and program of works in response to the Economic Development Strategy.
Successful in getting the Streets and Public Spaces Grant Phase 2 to support local economy in Riverwood.
Strategy 4.1.3: Deliver responsive placed based activities across the LGA to promote the natural environment, improve cleanliness and safety, and assist local businesses
DP Action 4.1.3a: Deliver programs to activate and increase the night time economy in town centres.
Status Ongoing
Comment Working around lockdowns & COVID restrictions has been challenging, however Council successfully implemented activations that have resulted in a positive impact to businesses in local centres, expanding activity from day to night.
Action Name Status Comments
Seek programs and partnerships to activate and increase the night time economy in Hurstville and Kogarah.
We were reviewing the impact of the series of night time activities carried out in the previous quarter.
DP Action 4.1.3b: Implement medium and long term place based initiatives across other centres in the LGA.
Status Ongoing
Comment Successful in the Streets as Shared Spaces Stage 2 Grant for Riverwood and have undertaken the streetscape works in Mortdale.
Action Name Status Comments
Continue to implement place based public domain initiatives across the LGA.
We were successful in obtaining Streets as Shared Spaces Grant for Riverwood.
DP Action 4.1.3c: Measure the community’s satisfaction of the LGA’s key town centres as places.
Status Ongoing
Comment Will be measured in next Community Satisfaction Survey in 2022.
Action Name Status Comments
Continue to measure the community's satisfaction of the LGA's key town centres as places.
Ongoing as part of the Community Satisfaction Survey. Hurstville survey to be conducted for the public spaces legacy program.
Goal 4.2: Outcomes from an Employment Lands Study ensure sufficient land is available for future employment growth.
Strategy 4.2.1: Develop an Employment Lands Study to preserve employment lands and to protect employment growth and services during land rezoning processes.
DP Action 4.2.1a: Implement the recommendations of the Commercial Centres Strategy.
Status Not Progressing
Comment Council deferred the Beverly Hills and Mortdale Local Centre Master Plans for population update, traffic study and additional public domain works. Council also requested a workshop on the summary of the public submissions received for each of the draft Master Plans, and any proposed amendments. Both Master Plans have been provided funding in the FY22/23 to amend and complete. No other commercial centres work commenced
Action Name Status Comments
Continue the work of the Commercial Centres Strategy for all centres within the LGA.
Officers provided briefings to Council on the results of the public exhibition of the Beverly Hills and Mortdale Local Centre Master Plans. Both Master Plans have been provided funding in the FY22/23 to amend and complete.
Goal 4.3: The ambitions for Hurstville and Kogarah as strategic centres are realised.
Strategy 4.3.1: Advocate at all levels of government to ensure critical infrastructure accompanies significant residential and employment growth.
DP Action 4.3.1a: Prepare a new Section 7.11 and Section 7.12 Contributions Plan for the Georges River LGA.
Status Completed
Comment Georges River Council adopted the Georges River Council Local Infrastructure Contributions Plan 2021 (Section 7.11 and Section 7.12). The Plan came into effect on Wednesday 1 December 2021 and has repealed the Council's existing six Section 7.11 Plans and one Section 7.12 Plan on this date.
Action Name Status Comments
Complete a new draft Section 7.11 and Section 7.12 Contributions Plan(s) for the Georges River LGA.
Georges River Council adopted the Georges River Council Local Infrastructure Contributions Plan 2021 (Section 7.11 and Section 7.12). The Plan came into effect on Wednesday 1 December 2021 and has repealed the Council's existing six Section 7.11 Plans and one Section 7.12 Plan on this date.
DP Action 4.3.1b: Work with the NSW Government and Canterbury Bankstown Council on the orderly development of Riverwood as a Planning Precinct
Status Not Progressing
Comment Council has advised the DPE that it has two master planning processes underway for Beverly Hills and Mortdale Local Centre. Riverwood was due to 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.
Action Name Status Comments
Continue to work with the NSW Government and Canterbury Bankstown Council on the orderly development of Riverwood as a Planning Precinct.
Council has advised the DPE that it has two master planning processes underway for Beverly Hills and Mortdale Local Centre. Riverwood was due to 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.
4.3.2: Collaborate across all levels of government so that the Kogarah health and research hub can grow and attract allied services, increase employment, provide a range of housing types (including affordable housing) and provide excellent transport connections to and within the South and Eastern City districts.
DP Action 4.3.2a: Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area
Status Ongoing
Comment Council has engaged Bayside Council as well as health and education stakeholders in Kogarah to form a new Leadership Group with a narrowed focus on advocacy and economic development. The group met in early December 2021 to confirm the focus areas for the next 12 18 months.
Action Name Status Comments
Play an active role in the Kogarah Collaboration Area Place Strategy Governance Group.
Consultation completed with Leadership Group on the Kogarah Investment Prospectus.
Strategy 4.3.3: Create an action plan with the business community that markets the LGA’s investment opportunities.
DP Action 4.3.3a: Prepare and implement an action plan to market the LGA's investment opportunities.
Status Completed
Comment Marketing Plan "Discover Georges River" has been prepared. Prospectus for Kogarah has been finalised.
Action Name Status Comments
Finalise an action plan to market the City's investment opportunities.
Marketing Plan has been completed.
Pillar 5:
harmonious and proud community with strong social services and infrastructure
against 1 Year Operational Plan Items
PILLAR 5
Schedule
Over
track Achievements
• Those using Council’s Early Learning Centres had an outstanding 85% satisfaction rating with the services.
• The Early Learning Centres focused learning around Torres Strait Islander people in alignment with NAIDOC week.
• Council successfully delivered community events including a Citizenship Ceremony for 115 new citizens, Eurovision Song Contest final live broadcast and the UN[contained] street art festival in Kogarah, attended by 37,000 people.
• Council achieved a very high Customer satisfaction rating of 93% with Events such as UN[contained].
• Woniora Road School mural on King Georges Road, South Hurstville was completed.
• The Artist in Residence (AIR) program continued with Sarah McEwan, developing her 'Frozen in Place' series of non representational portraits. The first international AIR, Barbara Wheeler, from New Zealand was also in residence. She is a textile artist and works with natural fibers, botanical prints and dyes.
• Council achieved a very high satisfaction rating of 94% with our Museum and Gallery.
• All 38 schools in the LGA were patrolled at least once with the majority being patrolled two or more times.
• 1,665 Penalty Notices were issued for school zone offences.
• The Design and construction EOI report for the Sensory Garden at Hurstville Library was approved by Council.
• The Library Collection Development Policy was reviewed to align with the community profile and lifestyle of people living in the area.
• The First Nations Collection consisting of approximately 600 items was launched.
• The Public Art Advisory Panel (PAAP) was established.
• The Ormonde Parade public art located in the transit corridor of Hurstville Railway Station, Bus Depot and Cerno Shopping complex concept design was chosen.
• The Get the Site Right blitz was held during which 60 active building sites were inspected across the LGA. There were 16 warnings issued for minor non compliances and 12 penalty notices totalling $27,000 issued for more serious offences.
It should be noted that
data captured in the past 12 months has been significantly less than previous years due to COVID 19 impacts resulting in centres not allowing families into the premises and drop off and pick up occurring at the front door. This has reduced access to happy or not portals capturing
satisfaction data.
target. In Q3,
achieved 85% and Q4, 86%, both well above the target.
target. Positive feedback received from Un[contained} event in Kogarah in June 2022.
464 of the 776
high and medium risk food premises were inspected.
annual target was not met. This is due to several factors,
ability to carry out regulatory inspections and Illness, isolate/quarantine
under the Public Health Orders,
increased number of service requests (stormwater and public health)
staffing
38 schools in the LGA were patrolled at least once with the majority being patrolled two or more times.
Utilisation
YTD Comments
Notices were issued for school zone offences.
Achieved Utilisation was impacted by Public Health restrictions, with an improvement in utilisation later in the year.
Carss Park Narani 91% Jack High 74%
Oatley West 97% Ocean St 57%
Penshurst 93% South Hurstville 99%
Goal
Strategy
DP
Status
Comment Council successfully
Action
events including a Citizenship Ceremony for 115
live broadcast and the UN[contained] street art festival in Kogarah, attended by 37,000 people. GryFest Youth festival was cancelled due to
citizens,
Implement an annual calendar of
Council successfully deliver community events including a Citizenship Ceremony for 115 new citizens, Eurovision Song Contest final live broadcast and the UN[contained] street art festival in Kogarah, attended by 37,000 people. GryFest Youth festival was cancelled due to wet weather.
Deliver the 2021
DP
Comment
Action Name
Comments
been discontinued.
to be delivered in Q2 of the 2022/23 year.
Commence
review of Georges River Council
Project plan presented but due to competing priorities, this project is behind schedule.
Goal 5.2: Affordable and quality housing options are available.
Strategy 5.2.1: Partner with State agencies to increase supply of affordable housing for residents on very low to moderate incomes.
DP Action 5.2.1a: Develop an Affordable Housing Policy and Affordable Housing Contributions Scheme (as per NSW Government requirements).
Status Behind Schedule
Comment Council adopted an Affordable Housing Policy in May 2021. Council deferred the Mortdale Local Centre Master Plan for population update, traffic study and additional public domain works. As the Affordable Housing Contributions Scheme was tied up with the Mortdale Local Centre Master Plan, progression with the Scheme is also deferred. Until a Scheme is prepared the inclusion of affordable housing in Council led developments will not be realized.
Action Name Status Comments
Implement an Affordable Rental Housing Policy.
This project will need to be carried out to FY22/23 as Council deferred the Mortdale Local Centre Master Plan at its meeting held 26 April 2022.
Strategy 5.2.2: Council led development proposals incorporate, where feasible, options that support affordable and diverse housing.
DP Action 5.2.2a: Investigate the potential to include affordable housing in Council led developments
Status Behind Schedule
Comment Council deferred the Mortdale Local Centre Master Plan for population update, traffic study and additional public domain works. As the Affordable Housing Contributions Scheme was tied up with the Mortdale Local Centre Master Plan, progression with the Scheme is also deferred. Until a Scheme is prepared the inclusion of affordable housing in Council led developments will not be realised.
Action Name Status Comments
Place the Planning Proposal for Civic Precinct Master Plan on community participation.
There are a number of unfinalised documents.
• Updated PP not received (latest PP references the former HLEP 2012) (note - also waiting for DPE to provide written confirmation of changes to PP based on new provisions in GRLEP 2021)
• Public domain strategy final issued
• Amenities and facilities strategy updated draft reviewed and waiting for comments
• Traffic report updated report reviewed and waiting for comments (note Council requested updated traffic counts)
• CMP updated CMP reviewed by Council's heritage advisor who has raised concerns regarding the lack of detail applicant has been advised to update CMP
• DCP - updated draft reviewed and waiting for comments
Goal 5.3: The community is socially and culturally connected.
Strategy 5.3.1: Develop and implement a Social Plan and a Cultural Strategy that celebrates diversity, promotes the multicultural community, supports innovation and creativity and contributes to the economic success of the area.
DP Action 5.3.1a: Develop and implement a Social Justice Charter to build the LGA’s social strengths
Status Progressing
Comment
Draft Social Justice Charter was on public exhibition in July 2022. There were no changes required to from the feedback. The Social Justice charter will be adopted by Council later this year
Action Name Status Comments
Launch and promote the Georges River Council Social Justice Charter.
Draft Social Justice Charter was on public exhibition in July 2022. There were no changes required to from the feedback. The Social Justice charter will be adopted by Council later this year.
Strategy 5.3.2: Develop, support and promote programs and activities that foster social participation and wellbeing of the diverse community, regardless of age, gender, sexual orientation, cultural or religious background.
DP Action 5.3.2a: Implement an annual program of activities that create opportunities for community interaction and cohesion.
Status Completed
Comment
The COVID 19 Safe Events Program 2021/2022 consisted of several major events that successfully activated parks and local town centres throughout the Georges River LGA. The Program saw approximately 70,000 attendees participate in: We Are Georges River, Christmas Markets, Summer Streets Program, In Good Taste including Little Lunar, Eurovision Live Broadcast Event, and Un[contained]. These events fostered community interaction and involvement to celebrate many themes including multiculturalism, food, performing and curated arts, and heritage. Attendees felt a sense of community cohesion, thankfulness to be able to attend events in the community again, and high levels of satisfaction for Council events (83% satisfaction rate).
Action Name Status Comments
Deliver enhanced community centre/space for key communities, prioritising the development of facilities in the western part of the LGA.
Following a public Expression of Interest (EOI) process in accordance with Council's Community Lease Policy 2020, Council has received an application from a community organisation to lease the proposed refurbished community facility located at 7a Hedley Street Riverwood.
Strategy 5.3.3: Develop an integrated Community Safety Plan to identify the role Council and others can play in helping to make the LGA a safer place.
DP Action 5.3.3a: Increase community safety awareness with business and residents
Status Progressing
Comment The volunteer street champions program will be replaced with a community safety education program. The street champions program has been impacted due to COVID 19 and lockdowns. A further review of this program has shown that a larger education campaign would be more effective in changing perceptions of safety and building awareness of safety issues relevant to the community
Action Name Status Comments
Deliver a pilot Community Safety Program.
A review of this program has shown that a larger education campaign would be more effective in changing perceptions of safety and building awareness of safety issues relevant to the community
Strategy 5.3.4: Provide high quality, affordable and economically viable education and care across Council’s children’s services.
DP Action 5.3.4a: Implement the 2017 2020 Children’s Services Strategic Plan with an emphasis on best practice and family friendly childcare services
Status Completed
Comment This work has been completed and a new Early Learning Services Strategy 2021 2031 has been developed and adopted by Council
Action Name Status Comments
Develop and implement Children and Staff Wellbeing Action Plan.
Completed. This is an ongoing project. Working group members attended a "Wellness at work You matter too" webinar that was organised in partnership through Be You, Beyond Blue and Munch and Move. Topics covered included an introduction to mental health and wellbeing with a focus on staff wellbeing, recognising and reducing stressors in the workplace , planning and promoting positive wellbeing and role modelling positive wellbeing strategies with children.
Implement Council's Child Protection Action Plan.
Implement a Reconciliation Action Plan.
Internal child protection training was completed by all Tier 3 and 4 staff through e learning or face to face information sessions. A review of CM9 record management and security was undertaken. An 'Allegations Against Staff Involving Children and/or Young People Procedure' was developed and added to Promapp for organisational use, supporting compliance with the Reportable Conduct Scheme. Overall, 35 actions are complete, 12 remain in progress.
The centres focused learning around Torres Strait Islander people in alignment with NAIDOC week. During reconciliation week
Review demand for additional needs early learning centre.
children were encouraged to consider the lived experiences of Aboriginal and Torres Strait Islander people.
Completed in 2019/20. No action required
Goal 5.4: Diverse, vibrant community facilities and spaces are connected, well maintained and accessible.
Strategy 5.4.1: Expand the role of libraries as welcoming and inclusive spaces with services, collections and programs that inspire and engage with the community.
DP Action 5.4.1a: Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs
Status Ongoing
Comment
The following strategy goals have commenced: Spaces Action Plan: Goals 1.1, 1.2, 1.3, 1.4, 1.5 Collections Action Plan: Goals 2.5, 2.7, 2.8 Services Action Plan: Goals 3.1, 3.5, 3.6, 3.8, 3.10, 3.11, 3.13
As of Q4 FY21 22 the following strategy goals were completed: Collections Action Plan: Goals 2.2 Services Action Plan: Goals 3.3, 3.4
Action Name Status Comments
Conduct and implement outcomes of feasibility study to harmonise library opening hours.
Conduct and implement results of business case and demand analysis toward locating and building a new large 2,500sqm library to serve the western half of the LGA, to transform the current branch libraries into spaces that are more flexible for programming and community use and self service pick up points and to implement standalone self service and all hours pick up points in key transport and population centres.
Establish a reading and sensory garden at Hurstville Library that includes space for community environmental and sustainability education.
Due to the COVID 19 lockdown and restrictions in place, the trial harmonisation of Georges River Libraries' operating hours was extended to 29 May 2022.
The Georges River Libraries Business Case for a new library in the western part of Georges River LGA and strategic planning for Oatley, Penshurst and South Hurstville libraries has indicated preliminary modelling and will require a final feasibility and funding report.
The Design and construction EOI report for the Sensory Garden at Hurstville Library was approved by Council.
DP Action 5.4.1b: Deliver improvements to library services and facilities to ensure appropriate and effective use of collections and resources
Status Ongoing
Comment Library Services launched a new First Nations Collection consisting of approximately 600 items across all topics written by First Nations authors and/or from a First Nations perspective. The collection was created with input from members of Council's Aboriginal Reference Group, including local elder, Aunty Jo Love.
The tender process for the design and construction of a sensory garden in the Hurstville library courtyard was completed. Plantabox Pty Ltd's submission was selected as the winner at the end of a long, COVID 19 interrupted, tender process. Plantabox has previously worked with Council on other projects and is keen to deliver an innovative outcome for the sensory garden.
Action Name Status Comments
Implement the Debt Recovery Plan for Library Services.
Members will be provided an overdue reminder notice and given 8 weeks to pay outstanding fines after which Council will commence debt recovery.
Strategy 5.4.2: Collaborate with State agencies, the education sector and neighbouring councils to provide regional level community facilities partnership established and formalised.
Strategy 5.4.3: Provide a range of affordable and accessible facilities for community based activities.
DP Action 5.4.3a: Seek community partnership to develop community facilities for culturally diverse and emerging communities
Status Progressing
Comment In June 2022 Council issued an Expression of Interest (EOI) for community organisations to apply to lease the proposed Peakhurst Park Community Centre located at 7a Hedley Street Riverwood. Council officers are assessing the applications.
DP Action 5.4.4a: Implement an annual program of community and cultural programs and events.
Status Completed
Comment Woniora Road School mural on King Georges Road, South Hurstville, completed. Artist David Cragg worked with students to develop the design for the mural, inspired by locally found flora and fauna, with the background pattern an abstraction of sections of the Georges River and the surrounding landscape. Woniora Road School provides education for high school students who have disengaged from their education due to mental health issues, aiming to re engage students with their education and the broader community.
Public Art Advisory Panel (PAAP) established to advise, guide and assist Council in best practice for permanent public art projects over $50,000. Council currently manages and delivers a range of permanent and non permanent public art projects defined by the Public Art Policy and guided by the Create Georges River Cultural Strategy. The PAAP is composed of six external representatives and six Council officers -selected on their expertise in the areas of strategic placemaking, city strategy, technical services, operational services, cultural services and public art.
Ormonde Parade public art located in the transit corridor of Hurstville Railway Station, Bus Depot and Cerno Shopping complex aims to create a strong and vibrant gateway to increase the visibility of Hurstville City Centre. EOIs were sought from professional artist/teams of artists for a gateway public artwork in this location, intended to have a positive, dynamic, visual impact for the 60,000 people passing through this space daily. The concept design chosen, 'Interwoven' by ANL Design, consists of light based sculpture with roof treatments. Due for completion in 2023.
93-99 Forest Road - public art panels -This new development consisting of 3 buildings is part of the East Quarter complex, incorporating large door sized metal panels with historic images of Hurstville Town Centre, sourced from GRC Libraries Local Studies collection.
Uncontained Kogarah town centre was transformed into an outdoor art space during the three day festival with art, performances, food, drinks, music and acrobatics. Shipping containers were used to house and exhibit work by local and international artists, including new artworks from Joli Vision and Office Feuerman, augmented reality activations and live murals. This year's [Un]contained attracted 38,000 people (in 2021: 26,000 people).
Action Name Status Comments
Increase the profile of the Artist in Residence Program.
The Artist in Residence (AIR) program continued with Sarah McEwan, who provided a talk at Carss Park Cottage to share the artworks developed during her residency, her 'Frozen in Place' series of non representational portraits. The first international AIR, Barbara Wheeler, from New Zealand is currently in residence. She is a textile artist and works with natural fibers, botanical prints and dyes. Her works tell a story about place and retain the fragrance of leaves and flowers that give colour to cloth. She has also provided an artists' workshop and talk as part of the residency.
Goal 5.5: The community is safe and healthy.
Strategy 5.5.1: Conduct Council’s regulatory functions in accordance with legislative requirements.
DP Action 5.5.1a: Continue to liaise with the NSW Government and relevant stakeholders to keep up to date with legislative changes.
Status Ongoing
Comment Staff maintain currency with legislation amendments via various email networks/forums from relevant NSW Government agencies and Council's Panel of Solicitors.
Action Name Status Comments
Implement the 2021/22 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns.
Regulatory programs include the annual inspection of food premises, skin penetration premises, cooling towers and public swimming pools and spa. 215 of the 339 premises were inspected. The target was not met due to the increased number of service requests and administration and staffing issues.
DP Action 5.5.1b: Continue to implement programs relating to food premises, skin penetration premises and regulated systems
Status Behind Schedule
Comment The annual target for this category was not met. This is due to several factors, including: Public Health Orders (COVID 19) restricted the ability to carry out regulatory inspections, Illness, isolate/quarantine requirements under the Public Health Orders, the increased number of service requests and administration and staffing issues.
Action Name Status Comments
Implement the Get The Site Right Program to manage development site condition compliance.
The Get the Site Right blitz was held during which 60 active building sites were inspected across the LGA. There were 16 warnings issued for minor non compliances and 12 penalty notices totalling $27,000 issued for more serious offences.
6
and transparency
against 1 Year Operational Plan Items
• Council achieved a 75% Overall Customer Experience rating, a great improvement from the baseline of 53%.
• Customer satisfaction with face to face interaction at Council operated facilities was an outstanding 87%.
• A Greening our City Grant was recured to use new technology to support the growth of trees in urban settings.
• A Leadership Group for the Kogarah Collaboration Area was established and an investment prospectus has been prepared.
• An Advocacy Priorities program and subsequent Southern Aerotropolis report have been prepared to influence the next iteration of district plans.
• Council has strengthened relationships with key partners and stakeholders following the Metropolis of 5 Cities event and around the concept of the Southern Aerotropolis.
• There were 81 registered speakers at Council Meetings during 2021/22.
• There were only 7 Confidential Resolutions during 2021/22, or 3% of all Council Resolutions.
• Visitation to Council's website has grown to 1,984,204 due to significant work to improve the quality of the content and the nature of services and information available to the community.
• Georges River Snapshot is live on Council's website and allows community members to view the performance of Council against set performance indicators.
• New supporting collateral and marketing programs for Sydney's Connected Community were created
• The 2022 2032 Community Strategy Plan, Delivery Program and Operational Plan and Resourcing Strategy were all adopted.
• Public domain improvements are being achieved through grants such as in Riverwood.
a number
to COVID 19 and inclement weather. User
and Fees were also impacted in some areas due to Covid.
were in areas impacted by COVID-19 closures, such as Venues and Events expenditure.
Number
Number
Baseline
Number
Baseline
YTD
decreased due to the low cash rate held by RBA.
registered
during 2021/22.
performance target has been significantly exceeded. Visitation to Council's website has grown due to significant work to improve the quality of the content and the nature of services and information available to the community.
The user base has grown 14% this quarter, exceeding the target. Engagement remains strong, and has grown significantly across projects
Mainly due to savings in Expenditure
outlined, and also a gain on sale of Commercial Property.
to higher than
fines income.
Update of Disclosure
Public Interest Disclosure statistics and GIPA statistics. Adoption of the Access to information Policy and Information Guide. Mandatory training on the Code of Conduct including public interest disclosures and fraud and corruption prevention commenced.
Percentage
and staff leave as a result of
infections.
work with the Investigations, Compliance and Regulatory officers within Council to educate them around improving investigation techniques.
of >90% has been achieved despite difficult
properties are vacant across the portfolio.
has not been met
issue should be rectified when ic.MY
is implemented as the reminders and
prompts are superior to current system.
Goal 6.1: The community is involved and listened to.
Strategy 6.1.1: Actively implement the GRC Community Engagement Policy and Strategy, providing a consistent and best practice approach to engagement across all Council functions.
DP Action 6.1.1a: Review performance indicators and data with internal and external stakeholders to ensure data contributes to continuous improvement
Status Completed
Comment A cycle of review has been established with internal and external stakeholders.
Action Name Status Comments
Continue to review performance indicators and data with internal and external stakeholders to ensure data contributes to continuous improvement.
The new Community Strategic Plan articulates the community priorities and will guide how Council performance is measured. Georges River Snapshot is live on Council's website and allows community members to view the performance of Council against set performance indicators.
DP Action 6.1.1b: Embed Council's Engagement Strategy as an overarching process for all Council engagement activity.
Status Completed
Comment
A cycle of review and improvement for Community Engagement has been established and is undertaken after every consultation to apply lessons learnt from community and stakeholders. The first stage of internal stakeholder consultation has commenced to update the Community Engagement Strategy to ensure it continues to meet the community expectations and all Managers and Executive are committed to applying its principles in their work.
Implement changes to Your Say following feedback from the Your Say Satisfaction Survey.
Your Say satisfaction Survey has now transitioned to the Your Say Panel Survey. The Panel Survey activated our existing engaged audience to gather their feedback on the platform and get detailed responses on layout, presentation, language etc. We had good insight that has been immediately applied to the fortnightly newsletter and how the projects are set up in Your Say to maximise engagement.
Deliver training to relevant staff concerning updates to the Community Engagement Strategy.
Training continues to be incorporated into the beginning of each consultation with the program lead, outlining the minimum requirements of the Community Engagement Strategy. Additional content has been established to exceed the standard to bring awareness and improve accessibility and visibility of the consultation, including:
• Providing templates and helping create Leader ads, social posts, print and signage and newsletter material
• Unifying all content under Your say look and feel to better align all consultations and their promotional material
• Scheduling availability of information and feedback to be made accessible at different Council sites, and encouraging hard copy/manual versions of surveys are distributed.
DP Action 6.1.1c: Develop and build a brand and identity for the LGA
Status Completed
Comment Brand has been developed and now working on implementation
Action Name Status Comments
Continue to develop and build a brand and identity for the LGA.
Created new supporting collateral and marketing programs developed for Sydney's Connected Community.
Strategy 6.1.2: Use of online, social media and other communication channels, including Your Say Georges River.
DP Action 6.1.2a: Broaden the range of Council and community issues referred for feedback to Council’s Your Say Georges River Panel.
Status Completed
Comment
A training plan has been developed to brief key Council teams in the engagement functionality of our consultation platform supported with pre consultation training with project leads and teams.
Action Name Status Comments
Continue to broaden the range of Council and community issues referred for feedback to Council's Your Say Georges River Panel.
Highlight projects open for engagement included:
• Have Your Say on the Draft Wildlife Protection Area Policy
• Library Collections Survey 2022
• Draft Community Strategic Plan, Delivery Program, Operational Plan and Resourcing Strategy
• Have Your Say on the Planning Proposal for Glenlee, 80 Boronia Parade, Lugarno
• Public Exhibition of the Draft Moore Reserve Plan of Management and Master Plan, Draft Penshurst Park Plan of Management, and Draft Generic Plans of Management. Consultations were incredibly diverse allowing the community to contribute to a range of decisions and projects across Council.
DP Action 6.1.2b: Develop comprehensive communication plans for Council’s projects, programs and initiatives
Status Completed
Comment It is now an embedded procedure to have a Communications Plan and assigned lead Communications Officer for all major community consultations.
Action Name Status Comments
Create and implement an Engagement Communication Plan for
Plans were in place for the community consultations for the Draft Community Strategic Plan, Delivery Program, Operational Plan and resourcing Strategy. We also had plans for the
major projects where Council is seeking community engagement in 2020/21 including use of print media and traditional marketing methods.
Planning Proposal for Glenlee, Draft Wildlife Protection Area Policy, Draft Overland Flow Floodplain Risk Management Study and Plan, and the Draft Library Use and Management Policy. Communication Plans were also developed for the public exhibition of draft plans of management for Moore Reserve Park, Penshurst Park and the Generic Plans of Management.
Strategy 6.1.3: Publicly and regularly report on our performance against strategic, financial and operational plans.
DP Action 6.1.3a: Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.
Status
Comment
All Integrated Planning and Reporting requirements for 2021/22 have been met.
Action Name Status Comments
Communicate Council's progress against the Community Strategic Plan, Delivery Program and Operational Plan.
2022 2032 Community Strategy Plan, 2022 2026 Delivery Program and Operational Plan and 2022 Resourcing Strategy all adopted at the 27 June 2022 Council Meeting. All documents have been published to Council's website.
DP Action 6.1.3b: Develop an Annual Community Consultation Progress report
Status
Comment
Action Name Status Comments
Create an Annual Community Consultation Progress report.
Dashboard for 2020 2021 community consultation is now live on our website and reflects the profiles of the people in the community who contributed to the decisions of council. We now have two years of dashboards published for the community. We are using the Your Say newsletter to share the outcomes of Council decisions to let the community know what happened with their feedback.
DP Action 6.1.3c: Deliver and report on the Financial Assistance Program.
Status Completed
Comment
The Georges River Council Financial Assistance Guideline provides a framework to guide the process, review and allocation of funds to community organisations. The Guideline ensures consistency and compliance under sections 356 and 377 of the Local Government Act 1993 for all financial assistance programs administered by Georges River Council, including the programs outlined in:
1. Georges River Council Grants, Donations and Sponsorship Policy
2. Georges River Council Community Lease Policy
3. Georges River Council Councillor Ward Discretionary Fund Policy
This Guideline was established following the Internal Audit Report (2020) Section 356 Financial Assistance Final recommendation to develop an overarching framework on financial assistance to ensure consistency across financial assistance programs and reduce the risk of non compliance with section 356 of the Local Government Act 1993.
This Guideline will be reviewed annually to ensure the total allocated and approved budget is incorporated into the Guideline and published on Georges River Council's website.
The Guideline was endorsed by the Executive Team and reviewed by the Independent Commission Against Corruption.
Action Name Status Comments
Deliver and report on the financial assistance program including community grants, community leases, microgrants, venue hire program, heritage grants, heritage publication grants, donations, Councillor Discretionary Ward Fund, COVID 19 recovery program, sponsorship program.
Goal
Strategy
Completed as reported in the Half Yearly report 2021 2022
interests of the community.
the Local Government Act
DP Action 6.2.1a: Investigate the feasibility of 'Meet your Ward Councillors' sessions
Status Cancelled
Comment Meet Your Ward Councillors days were discontinued due to budget reviews.
Action Name Status Comments
Review current program to date and recommend feasibility of offering the program in the future.
No further budget allocation for Meet your Ward Councillor sessions.
DP Action 6.2.1b: Utilise webcasting to improve access to information from Council meetings
Status Ongoing
Comment This occurs prior to the closure of every Council meeting. This work is ongoing and continual.
Action Name Status Comments
Webcast resolutions from any items considered in closed sessions.
This occurs prior to the closure of every Council meeting.
Strategy 6.2.2: Undertake effective risk management to provide greater certainty and security over the management of Council resources and services.
DP Action 6.2.2a: Annually review Council’s enterprise and operational risks.
Status Completed
Comment Review and update of strategic risks, risk heat map and confirmation of risk tolerance/criteria, directorate risk registers, business continuity plans/sub plans and scenario training workshops to test internal controls. Adoption of the audit of council strategies and policies and reporting to the Audit Risk and Improvement Committee.
Action Name Status Comments
Maintain the focus on education, awareness and mitigation with respect to risk management and fraud control.
Review and report on the Governance and Risk Frameworks status to the Audit, Risk and Improvement Committee.
A total of 18 mandatory Code of Conduct training sessions were held, with 368 staff attending the sessions conducted by an external facilitator. The training covered all aspects of the Code of Conduct, with a core component covering fraud and corruption control.
The Executive reviewed Council's existing strategic risks and revised Council's top strategic risks for rollover to 2022/23.
Update reports provided to the Audit Risk and Improvement Committee regarding Legislative Compliance, Risk Management and Governance.
Strategy 6.2.3: Ensure procurement policies and practices demonstrate best practice in probity assurance and legislative compliance.
DP Action 6.2.3a: Review procurement policy and practice through the Local Government Procurement Program.
Status Progressing
Comment Review underway with modern slavery being included and local buying policy.
Action Name Status Comments
Continue to implement recommendations from the Procurement Audit.
100% completion of audit actions arising from NSW Audit Office and BDO Contract Management (BDO)
On schedule on the implementation of BDO Project Governance Audit and Project Management Framework.
Ongoing focus on procurement contracts governance strategies and enabling priorities.
Modern Slavery points are being incorporated into the policy during the next scheduled review.
Strategy 6.2.4: Provide timely access to Council information, in accordance with legislation, policy, public interest considerations, proactive disclosure and the respect for individual privacy.
DP Action 6.2.4a: Maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) including contracts, gifts and benefits and Councillor and Designated Persons disclosure returns (section 4.21 4.27 of Council's Code of Conduct)
Status Ongoing
Comment Public registers updated to ensure legislative compliance under GIPA including gifts and benefits. Disclosures of Interest Returns for designated persons published as required in accordance with the requirements of the Code of Conduct and the Information Privacy Commission.
Action Name Status Comments
Continue to maintain online public registers as required under the Government Information (Public Access) Act 2009 (GIPA) including contracts, gifts and benefits and Councillor disclosures of interest returns.
Continue to implement a training and awareness program in regards to disclosure obligations under the Code of Conduct, Local Government Act and GIPA Act.
Update of public registers and publication of Returns for newly appointed designated persons.
A total of 18 mandatory Code of Conduct training sessions were held with 368 staff attending the sessions which were conducted by an external facilitator. The training covered all aspects of the Code of Conduct, with particular focus on public interest disclosures, management of conflicts of interest, management of offers / receipt of gifts, benefits and hospitality and fraud and corruption.
DP Action 6.2.4b: Maintain online records of Council and Committee papers and minutes, donations and sponsorships, and Councillor expenses.
Status Ongoing
Comment This occurs after each meeting. This work is ongoing and continual.
Action Name Status Comments
Continue to maintain online records of Council and Committee papers and minutes, donations and sponsorships and Councillor expenses.
All reports that are considered by Council are available on Council's website, this includes the publication of minutes to ensure that decisions made by Council are open and transparent and accessible to the community. Additionally, registers are available on Council's website which contain details of expenses which are reimbursed to Councillors in accordance with the Mayor and Councillors Expenses Policy.
DP Action 6.2.4c: 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.
Status Completed
Comment Completed the online PID statistics report to the NSW Ombudsman. The report on the Code of Conduct complaints statistics 2022 is scheduled to be presented to the Office of Local Government and Council by December 2022. Mandatory training on the Code of Conduct including public interest disclosures and fraud and corruption prevention commenced from June 2022.
Action Name Status Comments
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.
Completed online PID statistics report to the NSW Ombudsman for the period 1 January 30 June 2022. The report on the Code of Conduct statistics 2022 is scheduled to be presented to the OLG and Council by December 2022.
Strategy 6.2.5: Use the Audit, Risk and Improvement Committee to independently advise Council on good governance, audit matters, business improvement and risk management controls.
DP Action 6.2.5a: Facilitate the Audit, Risk and Improvement Committee (ARIC) to fulfil its responsibilities under the LG Act and ARIC Charter.
Status Ongoing
Comment
The ARIC Responsibility Calendar ensures all responsibilities conferred under the Local Government Act and Council's adopted ARIC Charter are included. The inclusions on the Calendar are spilt across the agendas of the ARIC meetings to ensure they are completed. This has occurred annually across the Delivery Plan with all items being reviewed by ARIC. This process is an annual ongoing process. The results of these reviews are reported in the ARIC and Internal Audit Report to Council each year, the last one going to Council on 27 June 2022 (CCL049 22).
Action Name Status Comments
Prepare an annual ARIC Responsibility Calendar reflecting Local Government and ARIC Charter requirements to be completed throughout the year.
Facilitate 4 5 ARIC meetings per year with the Agendas to cover all topics in the ARIC Responsibility Calendar over the year.
Facilitate to ARIC Annual Report to Council on activities and functions.
Recruit for 2 independent ARIC members to replace scheduled departures in December 2020 and 1 independent member in March 2021.
The annual ARIC Responsibility Calendar for 2021 was prepared and adopted by ARIC in March 2021.The annual ARIC Responsibility Calendar for 2022/23 has been prepared and was adopted by ARIC and has operated in Q3 & Q4.
All five scheduled ARIC meetings have now been held: 19 August 2021; 15 October 2021 (Financial Statements); 25 November 2021; 24 February 2022; 2 June 2022. All topics in the ARIC Responsibility Calendar were covered.
The ARIC Report incorporated the 18 month period from 1 January 2021 to 30 June 2022. The report was submitted to the 2 June 2022 ARIC meeting for endorsement and presented to Council where it was unanimously received and noted.
Two independent ARIC members were recruited and commenced attending the ARIC meetings in May 2021. The third independent ARIC member has had their tenure extended until 30 June 2022 to ensure continuity of the ARIC and to provide the ARIC with an experienced Chair. In Q4, a new ARIC member was recruited to replace an existing member whose tenure expired on 30 June 2022. The new member will commence as a voting member on 1 July 2022. The number of independent ARIC members remains at 3 in accordance with the OLG Draft Internal Audit & Risk Management Guidelines.
DP Action 6.2.5b: Prepare and implement a three year risk based Audit Plan
Status Completed
Comment The 2018 2021 Audit Plan was completed in 2021. The 2021 2024 Audit Plan was adopted by the ARIC on the 25 November 2021 and commenced in 2021/22.
Action Name Status Comments
Complete the 2021/22 Audit Program.
The Audit program is on schedule with the following audits completed:
• IMT Physical Intrusion Testing
• IMT ASD Essential 8
• TfNSW DRIVES System Annual Compliance Project Governance & Methodology
• Development related Fees
• Bonds, Bank Guarantees & Security Deposits
• IMT Records Management Security Framework
• IMT Network Segmentation
• IMT Microsoft 365 Best Practice Assessment
The remaining audits are on hold for the following reasons:
• Cash Management COVID 19 restrictions limiting on site audit. This audit commenced in Q4 and will be completed in 2022/23.
• Secondary Employment Audit no longer required as an informal review over controls and new processes was conducted.
• Budget Management A new Budget Management Policy is being implemented which will take time to take effect.
A slow down in audits being undertaken to allow recommendations outstanding to be implemented.
Two reviews which were not initially included in the Audit Plan were completed:
• Procurement Spend Analysis
• DA Process Project (arising out of development related fees audit)
DP Action 6.2.5c: Provide ARIC with the status of internal audit recommendation implementation
Status Ongoing
Comment ARIC are provided with the status of audit recommendations at each of the four ARIC meetings held each year as an inclusion of a standard agenda and calendar item.
Action Name Status Comments
Provide the ARIC with the status of audit recommendations at each meeting.
ARIC are provided with the status of audit recommendations at each ARIC meeting as a standard agenda and calendar item.
DP Action 6.2.5d: Liaise with the Office of Local Government regarding internal audit guidelines and adopt as required
Status Completed
Comment
The OLG Draft Guidelines on a New Risk Management and Internal Audit Framework were released to Council in August 2021. A submission was prepared and submitted to the OLG prior to close date. Councils submission was presented to ARIC. The OLG has not yet finalised the Guidelines but have advised they expect to do so in late 2022.
Council has proactively implemented many of the proposed guidelines in the interests of best practice.
Action Name Status Comments
Implement any mandatory internal audit guidelines issued by the OLG
The OLG Draft Guidelines on a New Risk Management and Internal Audit Framework were released to Council in August 2021. A submission was prepared and submitted to the OLG prior to close date. Council’s submission was presented to ARIC. The OLG has not yet finalised the Guidelines but have advised they expect to do so in late 2022. Council has proactively implemented many of the proposed guidelines in the interests of best practice. Council’s submission was presented to ARIC and updated on the ARIC HUB for ARIC member and councillor information. The OLG has not yet finalised the Guidelines as at Q4.
Strategy 6.2.6: Ensure compliance with Section 232(1) of the Local Government Act and processes adopted in Council policies.
DP Action 6.2.6a: Implement a Councillor training program to improve decision making, facilitate better communication with the local community and assist Councillors to acquire and maintain the skills needed to perform their role
Status Completed
Comment
A Councillor Induction Program has been developed and further professional development opportunities are provided and encouraged.
Action Name Status Comments
Implement and promote a Professional Development Program for Councillors to ensure a minimum of 12 hours of skills development training is offered to each Councillor.
A Councillor Induction Program has been developed and further professional development opportunities are provided and encouraged throughout the year.
Goal 6.3: Leadership focuses on innovation and improving the customer experience.
Strategy 6.3.1: Meet customer service commitments that aim to make it easy to do business with Council and create systems and a culture that support positive customer experiences.
DP Action 6.3.1a: Improve consistency and reliability of service across all customer contact channels
Status Progressing
Comment
A Customer Excellence Training program was developed to deliver to business units at Council, with the aim to improve the overall experience for customers connecting with Council. In the development of the Customer Experience Strategy 2022 2027 Council researched best practice in local government, reviewed customer experience data, surveyed customers and engaged community based organisations through online workshops. The draft Customer Experience Strategy 2022 2027 was endorsed by Council for public exhibition and provides a framework and action plan for Council to improve consistency and reliability of customer experience across all contact channels.
Action Name Status Comments
Conduct a review of the Georges River Council Customer Experience Strategy
The review is complete and the draft Customer Experience Strategy 2022 2027 endorsed for Public Exhibition at the Council meeting on 27 June 2022.
Strategy 6.3.2: Demonstrate a culture of continuous improvement and effective governance throughout Council services.
DP Action 6.3.2a: Implement an Innovation Strategy to provide a strategic approach to improvements to customer service, service delivery and performance improvement
Status Ongoing
Comment
There has been focus on culture and creativity internally and the development of partnerships and networks externally. Council has been successful in building partnerships and gaining grant funding to support the innovative delivery of projects for example A Greening our City Grant to use new technology to support the growth of trees in urban settings.
Action Name Status Comments
Implement the Innovation Strategy and embed a culture of innovation across the organisation.
This has transitioned as a responsibility within each Directorate.
DP Action 6.3.2b: Establish Council’s reputation as a leading local government organisation.
Status Completed
Comment Completed as stated in the 2019/20 end of year progress report.
Action Name Status Comments
Develop strategic partnerships and influence key government policy to bring investment into the LGA.
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 concept of the Southern Aerotropolis.
DP Action 6.3.2c: Raise awareness for cyber security.
Status Completed
Comment
IMT are continuing to remind staff of the importance of good cyber security practices through team training, phishing attack simulations and IMT Articles on current trends in Cyber security. The public are also updated through the cyber security page on the website
Action Name Status Comments
Finalise benchmarking of Information Security framework against Essential 8 and NSW Cyber security policy.
IMT are continuing to work through the recommendations, currently working on a project to close the last two items from this audit, this is expected to be complete in August 2022, work has been completed on all other remaining items.
Strategy 6.3.3: Increase the status, influence, reputation and brand of GRC and its LGA through a greater focus on innovation and advocacy.
DP Action 6.3.3a: Maximise the potential of the Kogarah Health and Research Hub.
Status Ongoing
Comment Council has reestablished a Leadership Group for the Kogarah Collaboration Area comprising key health and education stakeholders as well as Bayside Council. An investment prospectus has been prepared and is currently being designed. This document markets and promotes the offerings of Kogarah as a strategic centre, Collaboration Area and emerging innovation district.
Action Name Status Comments
Deliver an investment prospectus for Kogarah.
Implement the Kogarah Investment Attraction Strategy to grow the existing Kogarah Health and Education Precinct.
The Investments Prospectus has now been finalised.
Continuing to promote Kogarah's investments opportunities through our ongoing advocacy programs.
DP Action 6.3.3b: Build the cultural identity of Hurstville CBD as the Heart of the City.
Status Ongoing
Comment Being achieved through grant funding opportunities for public domain improvements and placemaking activities to further promote and improve brand Hurstville.
Action Name Status Comments
Continue to build and promote the identity of Hurstville as the 'Heart of the City'.
Continuing to promote Hurstville as part of our ongoing advocacy program.
DP Action 6.3.3c: Develop an advocacy strategy that identifies how GRC can influence government policy and secure government investment in the LGA.
Status Completed
Comment Council has developed an Advocacy Priorities program and subsequent Southern Aerotropolis report to influence the next iteration of district plans. There will be ongoing engagement around key advocacy priorities.
Action Name Status Comments
Implement an Advocacy Program to raise Council's reputation/profile and ultimately influence government policy to secure government investment in the LGA.
Second phase priorities have now been developed for consideration of the Council.
DP Action 6.3.3d: Assist and promote the greening and creation of open space in our town centres.
Status Ongoing
Comment Being achieved through grant funding opportunities for public domain improvements and increased greenery through DPIE Greening our City, DPIE Legacy funding and DPIPE Streets as Shared Spaces funding.
Action Name Status Comments
Continue to drive increased greening and creation / improvement of open space in our town centres.
Being achieved through grant funding opportunities for public domain improvements such as Riverwood Grant received.
DP Action 6.3.3e: Complete the program of service delivery reviews commenced after the establishment of GRC.
Status Progressing
Comment
All service reviews have been conducted with one remaining Venues and Facilities Management Service Review. RFQ has been developed and will go out to the market, with the expected service review to be completed by the end of 2022.
Action Name Status Comments
Complete the Venues and Facilities Management Service Review.
Internal funding is required to be carried over for the 2022/23 year in the Community and Culture Directorate budget. No responses received to the Request for Quotation (RFQ) for the project. A targeted approach to a consulting firm with expertise in this area resulted in a quotation significantly higher than the proposed budget for this project. This will be renegotiated.
Goal 6.4: Council’s assets and resources are managed responsibly and with accountability.
Strategy 6.4.1: Implement asset management plans to maintain infrastructure assets in a safe and functional standard, meeting current and future community needs.
DP Action 6.4.1a: Consult with the community about the service standards for Council assets, including asset maintenance funding in the context of Council’s overall budget imperatives, and use this to inform a review of asset ownership and maintenance standards.
Status Completed
Comment
With the development of Councils Asset Management plans there is a clearer understanding of required capital and operating budgets to support the delivery of Council services to the current community level of service. Service levels are based on data from 2017 and will be updated.
Action Name Status Comments
Update Asset Management Plan for road, footpath, drainage and building assets classes based on updated asset data capture.
Asset Specialists are focusing on the accuracy of the asset inventory by asset class. Asset management plans to be drafted for internal review and planning of 23/24 Capital Works Program.
DP Action 6.4.1b: Review and progress with any funding opportunities accessible to progress with the GRC Depot Master Plan.
Status Behind Schedule
Comment No further progress
Action Name Status Comments
Continue to investigate potential funding opportunities to progress the GRC Depot Master Plan.
No funding opportunities were identified in this quarter.
Strategy 6.4.2: Maintain a sustainable and strong financial position, balanced with demand for essential services and new projects, and having regard for Section 8B(d) (ii) of the Local Government Act (the current generation funds the cost of its services)
DP Action 6.4.2a: Align the Long Term Financial Plan to the strategic priorities of Council.
Status
Name
Refine the Long Term Financial Plan to incorporate proposed new projects and programs and to facilitate financially sustainable decisions.
Incorporate the review of Council's Asset Management Plan (6.4.1.a), including asset life, depreciation and maintenance costs, into Council's Long Term Financial Plan.
Comments
Completed
DP Action 6.4.2b: Develop a fair equitable Georges River Council Rating System that also improves Council's financial sustainability.
Status
Name
Implement a rating system across the Local Government Area (LGA) that compiles with relevant legislation and NSW Government approval.
Comments
DP Action 6.4.2c: Ensure financial policy and process improvements focus on the integrity of controls, improved data for business decisions and customer experience.
Status Behind Schedule
Comment Integral policies are in place, addition policies being developed (bonds, project governance, contribution pooling, etc). Business processes have been impacted by restructures and high turnover. Report being prepared for ET to consider remedial action and focus areas.
Action Name Status Comments
Expand payment options for all revenue activities to minimise risks and costs associated with cash and cheque management.
Majority of debts have moved to Revenue NSW, which have a variety of payment options. Test underway for BPAY as an option for DA fees. System limitations slow down expansion. Event Pro is the next priority.
Strategy 6.4.3: Actively manage Council’s property portfolio to maximise returns on investment in community assets and programs.
DP Action 6.4.3a: Plan for and implement a purchasing program for property requiring compulsory acquisition in the comprehensive LEP
Status Progressing
Comment Properties identified for open space acquisition and included in the budget.
Action Name Status Comments
Redevelop Sans Souci Bathers' Pavilion to provide commercial leasing opportunity.
On hold pending consideration of leasing options.
DP Action 6.4.3b: Complete Planning Proposals for the Hurstville Civic Centre precinct.
Status Progressing
Comment Matter is progressing towards completion. Final studies being undertaken.
Action Name Status Comments
Implement Master Plan for Sans Souci Park.
Implement Plan of Management for Sans Souci Park.
Progress Planning Proposals for planned Council developments.
The Draft PoM and Master Plan are with the Department of Planning and Environment for owner’s consent prior to public exhibition.
The Draft PoM and Master Plan are with the Department of Planning and Environment for owner’s consent prior to public exhibition.
The only Council led Planning Proposal is for the Hurstville Civic Centre.
DP Action 6.4.3c: Progress all statutory property matters in a timely manner.
Status Completed
Comment All property matters completed in accordance with statutory time frames.
Strategy 6.4.4: To strengthen Council's reputation and maintain community confidence by delivering secure, efficient, easy to use services. For our community, this means greater flexibility dealing with Council.
DP Action 6.4.4a: Implement the Digital Resourcing Management Plan
Status Ongoing
Comment IMT are continuing to remind staff of the importance of good cyber security practices through team training, phishing attack simulations and IMT Articles on current trends in Cyber security. The public are also updated through the cyber security page on the website.
Action Name Status Comments
Implement initiatives from the Digital Experience Strategy.
Establish e planning technology framework.
NSW Planning portal API integration between Technology One and NSW Planning Portal T1 eplanning module implementation
Implement digital initiatives for the Customer Experience Program.
The Digital Experience Strategy targeted 33 IMT initiatives. 11 Completed; 10 In progress; 12 Not started as they require funding.
Q4 21/22
NSW Planning Portal API Ver 1 successfully implemented, work started on API Ver 2 implementation expected go live 31 December 2022
Deliver Works, Assets and Mobility program.
Enable committed governance initiatives to support business resilience and keep our information safe.
eLodge in progress, Trees next to go live, gone live with Food Applications, launched NSW Developer Contributions report to the public. eCRM categories have been updated to meet customer needs. Expanding BPoint and BPay payment gateways. In test mode.
This is on hold due to Asset and Infrastructure re alignment.
Council has an active independent audit program that is focused on business resilience. The 21/22 Audits have now been completed. The implementation of Audit Recommendations is tracked through separately.
M-FIT:
from
WELL FIT:
proposal for GRC Wellness
DP Action 6.5.1b: Implement Performance Excellence and People Capability Strategies and Programs.
Status Progressing
Comment Despite COVID 19, we continued delivering our M FIT strategy. This included Mental Health Response Training for People Leaders and Resilience Training. There has been significant planning for the next phase of the strategy where we are establishing a network of M FIT Champions.
Leadership has been a key focus as seen in the launch of LeaderLIFT, LeaderSHIFT and the development of Launching into Leadership. This has been particularly timely given the continuing challenges of managing teams during the pandemic and in more recent times, a high turnover of staff resulting in resourcing challenges.
New consolidated performance rating scale of Developing, Performing and Excelling has been developed, consulted on and implemented. Reframing the rating scale started the shift away from implying a sense of failure, towards coaching, goal setting and growth.
The next phase of the Performance Excellence Program (PEP) is progressing, including the framework to formalise PEP through a program document and process for endorsement of salary increases and performance reward. Half yearly performance check in discussions, with opportunity on a quarterly basis for salary increase. Software upgrades will provide additional functionality and automation.
Action Name Status Comments
Implement performance program and streamline performance appraisal process.
Review and enhance the performance development frameworks to align capability with the organisations current and future priorities and implement a leadership development program, to ensure skill levels and capability continue to be
Software upgrade is a single sign on and will facilitate and automate the Performance Excellence Program (PEP) process. Further customisation is in progress prior to roll out.
Initial focus groups have been undertaken with City Operational Services and Early Learning Services people leaders to commence transformation of our performance rating scale for operational areas, making this relatable and quantifiable.
The PEP program document is in development to outline a cyclical framework for employees and their people leaders to develop performance partnerships and have continuous two way communication in setting, monitoring, and reviewing SMART performance and development goals, and to outline Council's process for progressing through the salary system and rewarding performance excellence. Aligning recommendations for salary increase with established quarterly corporate KPI and budget review process is also a key focus action.
Continued commitment to our organisational learning framework, LEAP, has ensured staff development is still being offered. A review of the Learning and Development Policy has also refined processes to streamline access to external development opportunities.
Rollout of LeaderLIFT commenced for Executive and Manager cohorts. The program consists of face to face compulsory sessions, optional virtual development sessions and personal coaching. The program is halfway through delivery. People and Culture have also implemented LeaderSHIFT to complement LeaderLIFT and pave a
improved within the leadership group.
pathway for our next cohort to prepare for their intake in 2023.
LeaderSHIFT is an internally facilitated leadership network, which aims to bring leaders in our organisation together for development and to build cross unit relationships. The People Experience team have been working on an emerging leaders' program, Launching into Leadership. This will be a new offering in FY22/23 addressing demand from staff for such a program. The focus of this course will be on self leadership and helping to shape talent to be future leaders of GRC.
DP Action 6.5.1c: Implement a Workplace Health and Safety System to support a well and safe workplace.
Status Progressing
Comment
The current WHS Management System is partially implemented. The system is being reviewed to better fit Council's needs.
Action Name Status Comments
Evaluate Work, Health and Safety (WH&S) procedures and implement effective controls to manage WH&S risks.
Progression of the review has slowed further due to vacancies in the WHS Team. Ongoing management of COVID 19 requirements and tracing of infected workers was requiring considerable effort and time. COVID 19 Risk Assessments and Vaccination Policy have been reviewed and approved by Executive Team and implemented. WHS committee elections held and new committee formed to aid in the consultation of WHS Management System Documents.
Goal 6.6: Council has a regional-approach to service delivery and facilities.
Strategy 6.6.1: Plan for regional-level services and facilities and share information across State agencies and neighbouring councils.
DP Action 6.6.1a: Work with neighbouring councils to facilitate major projects with long term delivery timeframes
Status Ongoing
Comment Currently the focus is gaining support and endorsement from neighbouring councils on the concept of the Southern Aerotropolis to influence the next iteration of district plans.
Action Name Status Comments
Develop strategic partnerships to influence key government policy and bring investment to the LGA.
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 concept of the Southern Aerotropolis.
DP Action 6.6.1b: 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.
Status Behind Schedule
Comment Council continues to collaborate with others to deliver key services and facilities for the community. Council is working with Schools Infrastructure on projects to expand the offering of open space to the community. Council continues to progress the Kogarah Place Strategy and broader advocacy program.
Action Name Status Comments
Deliver engagement program for city advocacy.
Southern Aerotropolis has now been shared with Council's key partners.