End of Year Progress Report 2023-24 by Georges River Council

Delivery Program and Operational Plan 2023/24

End ofYear Progress Report

Acknowledgement of Country

Georges River Council acknowledges the Bidjigal people of the Eora Nation, who are the Traditional Custodiansofalllands,watersandskyintheGeorges Riverarea.

Council recognises Aboriginal and Torres Strait Islander peoples as an integral part of the Georges River community and values their social and cultural contributions.

WepayourrespecttotheirElderspastandpresentand extend that respect to all Aboriginal and Torres Strait Islander peoples who live work and meet on these lands.

Progress Report

End of Year 2024

TheGeorgesRiverareaisknownasaclean,greenandwelcomingplacewithbeautiful and accessible bushland and waterways.

It offersadiversityofactive, connectedplacesandheritageareasthatwecanplanfor 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 wherethey live.

In short, our vision is:

Naturally connected to place, community and country.

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

 Our community

 Our green environment

 Our economy

 Our built environment

 Our place in Sydney

 Our governance

This report details some of the programs and projects we delivered during 2023/24 which contributeto delivering our community’s visions for the future.

How to read this report

The focus of this January to June 2024 progress report is on the 2023/24 Operational Plan actions which contributetothe overall Delivery Program 2022-2026.

The Plancontains actions which reflect bothongoing services and new projects or initiatives which are contributing tothe four year outcomes and supporting continuous improvement.

Howweratethestatus

 Completed All agreed milestones achieved.

 Not Started Not started due to budget or other constraints.

 On Track On time, within budget and meeting agreed levels.

 Monitor Behind schedule due to budget or other constraints.

 Cancelled Deliverable no longer proceeding.

 Ongoing Ongoing deliverables.

 Carry Over Carry project forwardtonext action year.

 On Hold On hold dueto budget or other constraints.

Overall Progress

Wearecurrentlyinthesecondyearofourfouryeardeliveryprogramwith85%ofOperational Plan actions either completed, on track or ongoing with 14% of actions behind schedule, cancelled, not started or on hold.

5.8%

AboveYTDadoptedbudget

6.5%

AboveadoptedYTDbudget

CustomerRequests Correspondence Complaints

Completed within agreed times January to June 2024

Responded to within agreed times January to June 2024

Completed within agreed times January to June 2024

Pillar 1: Our community

Offersadiversityofpeople,places,eventsandlifestyleoptions.

Achievements

 The Georges River Art Prize official opening event sawover 200 peopleattend.

 Applications for the Georges River Artist in Residence 2025/26 program saw a 75% increase in submissions from the2023/24 program.

 A sculptural dragon titled 'Knucker' was created by artist Dillon MacEwan and installed at the new Olds Park Recreational and Sporting Hardscape, Penshurst.

 Council’s Social Justice Charter was launched at an event held on 20 February 2024, the World Day of Social Justice.

 The 'Home in St George' exhibition travelled to the George Hanna Memorial Museum at Mascot Library, marking the first significant travelling exhibition generated by Hurstville Museum & Gallery.

 Multicultural‘PoetrySlam’wasdelivered bylocalcommunitymembersduring RefugeeWeek.

 We established an Aboriginal Advisory Committee.

 Inaugural Localability awards were held to recognise local community members and their achievements.

 Our Child Safe Framework was strengthened and endorsed by Council

 We marked National Domestic Violence Remembrance Day on 1 May 2024 by hosting the St George Candlelight Vigil, held in partnership with the St George Domestic Violence Committee.

 A brand newvenue for hire, the Blackshaw GouldCommunity Pavilion, was opened.

 HurstvilleMuseum&GallerywasthefirstAustralianvenuetoreceivetheOpenPrintExchange exhibition.

PerformanceIndicators

PERFORMANCE INDICATORS

Customer satisfaction with community centres and performance venues

satisfaction with Early Learning Services

with Events

satisfaction with Museum and Gallery

166 customers completed Council's survey. 97.75% rated the overallexperience as very good or good.

We received 82% with our annualcustomer satisfaction survey.

Over 900 surveys were completed at Council's events. From the completed surveys 97% were satisfied with the events they attended.

Customer satisfaction exceeded the target throughout the year, led by consistently high levels of satisfaction with customer service.

Hurstville Museum & Gallery achieved consistently high levels of customer satisfaction across the year, due to the quality of the exhibitions and cultural programs provided.

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

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

1.1.1A: Implement an annual program of Council run and Council supported events. Action Code

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

This year Council hosted an impressive series of events, showcasing a diverse and engaging lineup that attracted audiences from both within and beyond the local area. The annual program of events and activations was cohesively and thoughtfully curated and planned to improve reach and impact across Council's service points and local area, addressing days of significance for our community.

1.1.1B: Develop and implement the Georges River Council Event Strategy 2022 – 2027.

1.1.1Bi Implement the Georges River Council Event Strategy 20222027.

The Georges River Council Events and Festivals Charter, Events Guidelines and Events Toolkits were adopted by Council on 26 February 2024, following public exhibition. This document aligns with Council's broader strategies, providing a framework for planning and managing events, leading to more impactful and wellcoordinated events that enhance attendee experiences and support long-term success.

The Events and Festivals Charter, Events Guidelines and Events Toolkits commenced implementation, starting with the first capacity building session with the community in April 2024 to assist in the planning and delivering of inclusive and accessible community-run events.

1.1.1C: Maximise the utility of Netstrata Jubilee as a venue for Council’s major events.

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

1.1.1Cii Procure major events other than sport for Netstrata Jubilee Stadium.

1.1.1Ciii Promote Netstrata Jubilee Stadium as a venue for nonsporting group events.

Consultant has been engaged and work has commenced on the Master Plan and Plan of Management. Plan of Management needs to be in place before any development application can be lodged to stage other major events.

A Plan of Management is required to lodge the DA to stage events. The Environment and Planning department are progressing the Plan of Management.

A Plan of Management is required as the DA to stage other events is subject to existence of Plan of Management. Bayview Functions and Events branding is complete and was launched on 4 July.

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

1.1.2A: Provide a range of programs such as the Georges River Art Prize and the Artist in Residence Program.

1.1.2Ai Deliver Georges River Art Prize and Artist in Residence Program.

The 2023 Georges River Art Prize saw 363 entries received from artists nationwide, a 3% increase from previous years. The exhibition, which showcased paintings, sculptures and youth artworks was held from 28 October to 18 January across Hurstville Museum & Gallery and Clive James Library and Service Centre. The exhibition saw 2,146 visitors, which was activated with 17 public programs for all ages, drawing 561 attendees.

The Georges River Artist in Residence program saw 5 diverse artists working across photography, sculpture and painting

1.1.2Aii Deliver a range of public art and cultural programs.

complete residencies at the Carss Park Artist Cottage. Allartists contributed back to the local community through a variety of engaging workshops, and two artists helped grow the Hurstville & Gallery art collection through donated works.

Over 2023/24, Georges River Council completed nine public art projects which consisted of five murals, three sculptures and one digital artwork. The Public Art Policy was revised in consultation with Counciland Community stakeholders.

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

1.1.3A: Develop and Implement social justice strategies to build the social strengths of the Georges River community.

1.1.3Ai Develop an action plan for the Georges River Council's Social Justice Charter.

1.1.3Aii Consult with the community to deliver Council's Antiracism campaign “Better Together”.

Throughout the year, feedback was gathered from various sources to identify common themes and outcomes that would shape the Social Justice Charter Action Plan. Draft focus areas were identified 1. Connected Communities 2. Safe Places and Spaces 3. Economic Empowerment 4. Civic Participation and 5. Good Governance. The Social Justice Charter Plan was endorsed by the Executive Team in December 2023 and officially launched on the World Day of Social Justice, 20 February, 2024, at an event that featured a networking opportunity for members of Council's Community Advisory Committees, enabling them to meet and explore synergies in their work. Following the launch, consultation with targeted business units across Councilwas undertaken to highlight and discuss relevant actions within the Plan to ensure it is effectively integrated across all levels of Counciloperations.

In 2023/24, the ""Better Together"" antiracism campaign continued to strengthen its commitment to promoting diversity and inclusion across the Georges River community. Key actions included conducting the "Better Together" Your Say survey to engage the community, facilitating

1.1.3Aiii Develop and implement the Aboriginaland Torres Strait Islander Strategy.

1.1.3Aiv Implement the Aboriginaland Torres Strait Islander Strategy Action Plan.

regular meetings of the Multicultural Reference Group, and actively supporting the Empowering Youth to Inspire Change (EYTIC) program. Bystander Anti-Racism Training was facilitated for students in December 2023, and Councilsupported a Community Forum addressing racism, hosted by Advance Diversity Services and the Challenging Racism Project. Additional initiatives included the Migrant Information Day, The "Welcoming Clubs" initiative and a "Story Caretaker" Workshop.

In 2023/24, Council made significant progress in developing its Aboriginaland Torres Strait Islander Strategy and Action Plan through a strengthened partnership with Ngurra Advisory. Key milestones included the establishment of an Aboriginal and Torres Strait Islander Advisory Committee and multiple rounds of meaningful consultations with local Aboriginaland Torres Strait Islander communities, Traditional Owners, and key stakeholders. The consultation process has been comprehensive, ensuring the inclusion of diverse perspectives to shape the Strategy's focus areas and priority actions. With feedback now integrated, a Draft Strategy has been compiled and ready for presentation to the newly elected Council in November, along with the finalised cover artwork.

The Draft Strategy and Action Plan are scheduled for presentation to the newly elected Council in November 2024. Following the public exhibition period and final submission to Council for endorsement, implementation of the Action Plan will follow in early 2025.

1.1.3B: Develop and implement the Georges River Council Disability and Inclusion Action Plan 2022-2026.

1.1.3Bi Implement the Georges River Council Disability and Inclusion

In 2023/24, Council partnered with local community groups to highlight the contributions of people with disabilities and provided financial support through the Community Grants Program to empower local disability groups in advocating for their causes.

Action Plan 2022-2026.

Key achievements included collaboration with Zero Barriers, co-facilitation of the St George and Sutherland Shire Disability Interagency meetings, and the creation of an Employment Working Party. Council delivered disability awareness training, facilitated Access and Inclusion Reference Group meetings, and addressed important accessibility issues. Additionally, Council hosted International Day for People with Disability, offered work placements to local students, and made information accessible through easy read documents. Councilconducted a comprehensive audit of 14 Council-owned facilities and services. These efforts reflect Council's ongoing commitment to fostering a more inclusive and accessible community

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

1.1.4A: Implement the 2021-2031 Early Learning Services Strategy to meet the educationaland care needs of children and their families.

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

In 2023/24, the Health and Wellbeing group actively explored the "Resource Beyond Self-Care: An Educator Wellbeing Guide" from Be You, integrating its activities into staff meetings to promote positive mental health practices.

Key achievements included a successful implementation of the Kindness Buddies system, which was well received by staff, and the celebration of Educators Day and RU OK Day at all centres. The working group also conducted a workplace review on Educator Wellbeing, distributed materials from Australian Children's Education and Care Quality Authority (ACECQA) and participated in a Landcare webinar on supporting wellbeing through outdoor play.

Staff meetings focused on revising centre philosophies and providing resources for implementing effective wellbeing plans. Training in Mental Health First Aid and recognising signs and symptoms were also prioritised to better support staff and foster a healthier work environment.

1.1.4Aii Implement Council's Child Protection Action Plan.

1.1.4Aiii Implement the Early Learning Services Reconciliation Action Plan

1.1.4Aiv Review demand for an additionalneeds early learning centre

In 2023/24, Council advanced child safe efforts in the Georges River community by launching seven initiatives aimed at raising awareness and improving response to child abuse and neglect. These initiatives targeted various sectors and communities. Further, Council enhanced its child safe practices by providing internal training and information sessions for staff and Councillors and introducing new guiding documents captured within the overarching child safe framework to support a child-safe workforce and leadership.

Councilsuccessfully hosted an Aboriginal Cultural Awareness Workshop, with 17 staff members enhancing their understanding of Aboriginalcultures, family systems, and colonisation. The training was praised for improving cultural competence and addressing stereotypes. The Early Learning Services Reconciliation Action Plan working group also made significant strides by educating families about caring for Country, investing inauthentic Aboriginal resources, and planning key events for Reconciliation and NAIDOC weeks. These initiatives have greatly reinforced our commitment to cultural respect and competence withinthe organisation.

A comprehensive feasibility study was conducted in the 2023/24 year, drawing from four essential datasets: academic research, demographic and health data, community engagement insights, and national strategic alignment. These datasets collectively informed detailed findings on the availability, need and quality of early learning services across NSW and the local government area (LGA). The integration of these diverse datasets provided a thorough understanding of the demand for inclusive early learning services and informed short, medium and long term recommendations. The findings and recommendations, reflecting the comprehensive analysis of data and community feedback, were unanimously endorsed by Council.

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

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

1.2.1A: Implement the 2030 Library Strategy to improve service delivery, technology, collections, information services, community engagement and programs. Action

1.2.1Ai Investigate innovative ways to provide library services to the western half of the Georges River Local Government Area.

1.2.1Aii Activate the reading and sensory garden at Hurstville Library through programs and other community engagement.

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

1.2.1Aiv Undertake consultation to assess the current libraries at Oatley, Penshurst and South Hurstville for their suitability and community use.

This action saw slow progress across the financial year due to uncertainty about existing library sites and priority service areas. A presentation of the common findings of the Community Infrastructure Needs Assessment and Acquisition Area Strategy, Georges River Library Strategy, State Library NSW report on the branch libraries and accessibility audit will be presented at a Councillor Briefing at a suitable time following the Local Government elections to help determine priority library services for the western part of the LGA.

This project made no progress during the financial year due to year-long delays in the installation of the Sensory Garden. Placemaking activities, promotion, programs and resourcing willbe developed when the timeline of the Sensory Garden process is determined.

Progress on the grant funded Sensory Garden project was halted for the whole financial year due to unresolved building projects required in the strata plan building.

Councilwas not able to procure a supplier capableof undertaking the required scope of work: to identify and cost all viable methods for revitalising the branch libraries. The Head of Public Libraries from the State Library NSW was engaged to provide a report on the branch libraries with reference to NSW Public Library Guidelines and best practice. An accessibility Audit by supplier CRED was also undertaken at each branch library. A presentation of the common findings of the Community Infrastructure Needs

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

Assessment and Acquisition Strategy, Georges River Library Strategy, State Library NSW report on the branch libraries and accessibility audit will be presented at a Councillor Briefing at a suitable time following the Local Government elections.

Overdue fines were removed from Council's Fees and Charges for the 2023/24 financial year which reduced the accumulation of debt. The items that were borrowed and not returned was closely monitored and remained low. Across the year, only 0.17% of loaned items became lost items that have not been paid for.

1.2.2: Provide a range ofaffordable and accessible facilities and community hubs for community-based activities.

1.2.2A: Provide a range of affordable and accessible facilities for community based activities.

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

1.2.2Aii Deliver actions identified in the Venue and Facilities

Councilhas continually provided hireable spaces to the Georges River and wider communities via Council's Hurstville Entertainment Centre, Community Centre's and Halls for Hire, this year seeing the expansion to 10 Venues for Hire with the opening of the new Blackshaw Gould Community Pavilion at Hurstville Oval. Maintenance of these hireable spaces is managed through Council's annual maintenance schedule, with reactive maintenance identified and implemented when required.

Improvements to the customer experience with Council's venues for hire include the installation of keyless access hardware which willremove the requirement for hirers to pick up venue keys from Counciland the implementation of an online venue booking software in2024/25. Both of these projects saw significant planning and development in 2023/24 and will be implemented in 2024/25.

Action has not yet commenced.

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

On 22 April 2024, Counciladopted the Georges River Community Infrastructure Needs Assessment and Acquisition Area Strategy. This study provides strategic guidance around open space and community facility provision based on population demands, with a focus on the identification of gaps in provision at an LGA level and local areas. Conclusions from this study focus on spatial analysis to indicate where might be best targeted for future provision.

Planning for the implementation of the recommended actions from the Strategy will commence in Q1 2024/25, noting that recommendations within the technical report are subject to further detailed investigation by Council officers, allocation of future budget and subsequent Council approval.

1.2.2B: Create community spaces to deliver enhanced programs and experiences for community members.

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

1.2.2Bii Provide opportunities for the community to engage with the Library and

The Creative Studio in Merv Lynch Reserve was established in Q4. The planned actions to create multifunction spaces linked to Council's libraries was on hold during the year due to the unresolved and ultimately unsuccessful branch library feasibility study.

To reestablish the placement and priority of programming space in the LGA, a presentation of the common findings of the Community Infrastructure Needs Assessment and Acquisition Area Strategy, Georges River Library Strategy, State Library NSW report on the branch libraries and accessibility audit will be presented at a Councillor Briefing at a suitable time following the Local Government elections.

The Cultural Engagement and Library Services team delivered a range of outreach and online activities throughout 2023/24. Engagement with diverse age groups and social demographics was

Hurstville Museum & Gallery outside Councilbuildings through outreach, online and delivery services.

conducted through visits to preschools, primary schools, and at major events. Georges River Libraries delivered outreach projects in partnership with local service providers. Four HSC Rescue sessions were delivered in October in partnership with 3Bridges, 2Connect, Headspace St George and Sutherland Mental Health Service. Four Olds Park Outreach sessions were delivered in June in partnership with the Community Capacity Building team, 2connect and 3Bridges. The Artist in Residence program delivered five workshops, one talk and one pop up exhibition. Hurstville Museum and Gallery delivered online tours using Matterport software for the “Georges River Art Prize” and “Open Print Exchange” exhibitions. Over 3,000 deliveries of library items were delivered to 280 members of Home Library and LibraryGo services.

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

1.2.3A: Implement the Create Georges River Cultural Strategy to support our community’s cultural activities and initiatives.

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

1.2.3Aii Increase the profile of Hurstville Museum & Gallery through the implementation of a comprehensive and

Throughout 2023/24 Georges River Councilcontinued to add new services to the Arts Heritage and Cultural Directory, providing a database of cultural practitioners in the area. Council meaningfully engaged with the Aboriginal and Torres Strait Islander Committee to promote and prioritise Aboriginal knowledge via avenues such as public art and celebrations including Reconciliation and NAIDOC Weeks. The cultural identity of the area was celebrated through various exhibitions, particularly those held by local artists in the Dragon's Lair Gallery and through Council’s major events program.

Hurstville Museum & Gallery has delivered a successful suite of exhibitions across 2023/24. Major shows included the travelling 'Hush treasure book exhibition' from Books Illustrated; the

diverse program of exhibitions and events.

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

2023 Georges River Art Prize; the international 'Open Print Exchange' exhibition and the travelling exhibition 'Zoonoses' from Museums and Galleries QLD. Hurstville Museum & Gallery also displayed a series of Snapshot Gallery exhibitions, showcasing photographs from the Local Studies collection, and hosted several solo and group shows from local artists in the Dragon's Lair Gallery.

Following delays in the fit-out of the facility including amenities for hirers and innovative keyless access, the creative studio was made ready in Q4. The facility is now more accessible and user friendly. The active launch of the creative space will coincide with the launch of the 'Bookable' self-service system and a place naming project for the building in 2024/25.

1.3: The community is safe and healthy.

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

1.3.1A: Increase community and road safety in Georges River Local Government Area.

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1.3.1Ai Deliver the 2023/24 Traffic and Transport Program, focused on traffic facilities, Black Spot Funding and other safety initiatives.

1.3.1Aii Deliver a pilot Community Safety Program.

The 2023/24 program was delivered.

In 2023/24, the Community Safety Education Program was successfully developed and implemented to enhance community awareness and engagement on key safety issues. The Program, designed to include a calendar of marked safety days, information campaigns, community forums, education sessions, and a social mediacampaign received formal endorsement in October.

Following Council approval, a communications campaign was launched to promote days of significance outlined in the Program through targeted social media posts, raising awareness and fostering community engagement.

The Program also supported the National Domestic Violence Remembrance Day with a Candlelight Vigil, held in partnership with the St George Domestic Violence Committee, which brought together 110 community members to honour victims and raise awareness.

1.3.1B: Investigate systems to improve public safety and accessibility.

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

Throughout the year, Council transitioned to a new CCTV platform, upgraded or installed 25 cameras across the LGA, and secured funding for a CCTV maintenance program for 2024/25.

1.3.2: Conduct regulatory functions in accordance with legislative requirements.

1.3.2A: Adopt and implement a Fire SafetyProgram that maintains buildings with essential fire services to safeguard the community.

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

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

1.3.2B: Liaise with the NSW Government and relevant stakeholders to keep up-to-date with legislative changes around regulatory functions.

1.3.2Bi Implement the 20223/24 regulatory programs to ensure compliance with the relevant legislation and to address community safety concerns

During 2023/24 the Parking and Rangers Unit investigated 7,675 matters. 4,000 Illegal Parking community requests with 1,292 warning notices were issued for minor offences. The Rangers team investigated 3,675 matters relating to animals and use of public land.

1.3.2C: Implement programs relating to food premises, skin penetration premises and regulated systems

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1.3.2Ci Establish an ongoing Public Health program, including skin penetration, regulated system and public swimming program to promote community's health and safety.

Program completed. The program now paves the way for ongoing annual regulatory inspections of all food and public health premises.

1.4: Georges River area heritage and history is protected.

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

1.4.1A: Promote the retention and conservation of heritage items within the Georges River Local Government Area.

1.4.1Aii Conduct a heritage information session for owners of heritage listed properties. *(This project will not be undertaken in 2023/24 due to the project not being funded in 2023/24).

This project was not undertaken in 2023/24 due to the heritage building grants not being funded in 2023/24. Funding has been approved for 2024/25 where a heritage information session will be held.

Pillar 2: Our green environment

A protected environment and green open spaces

Achievements

 Our Environmental Sustainability Calculator is the first of akind in NSW councils.

 We met our renewable energy target ahead ofthe target schedule(2025).

 257 trees were included on The Significant TreeRegister.

PerformanceIndicators

PERFORMANCE INDICATORS

Number of hectares of active bush regeneration activities. ≥ 20 163 On Track Councilcontinues to monitor and manage bushland resilience through weeding, planting and other bush regeneration practices across the local government area.

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

≥ 2,000 11472 On Track City Technical Services continues to work on improving biodiversity and canopy cover withinthe bushcare managed sites.

Number of street trees planted each year ≥ 160 157 Off Track A total of 157 trees were planted year to date.

Number of volunteer hours associated with Bushcare activities ≥ 3,000 3770 On Track Councilcontinues to support and manage volunteer bush regeneration groups to improve biodiversity and bushland resilience across the Local Government area.

Percentage of environmental pollution complaints responded to withintwo business days.

Percentage of food premises inspected annually.

Percentage of waste customer requests responded to within 48 hours.

On Track 451 service requests related to pollution incidents were received in 2023/24 financial year. Of that 411 were responded to within 2 business days.

On Track All registered food premises trading withinGeorges River Councilhave been inspected at least once within the financial year.

On Track A total of 4,605 service requests were actioned during the year.

2.1: Our environmentally sustainable practices inspireus all to protect and nurturethe natural environment.

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

2.1.1A: Implement the Resilience Action Plan 2022- 2040 for Councilservices.

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2.1.1Ai Report on the implementation progress of the Environmental Resilience Action Plan 2022 - 2040. * (The Energy Management Plan (Gas) project will not be undertaken in 2023/24 due to the project not being funded in 2023/24)

Monitoring of progress of the Environmental Resilience Action Plan has largely been on hold since the vacancy of the Senior Sustainability Officer role since January 2023. Proactive monitoring of progress resumed in Q3 after the Senior Sustainability Officer role was filled at the end of Q2, after a vacancy of just under 12 months. This action will remain ongoing in the 2024/25.

2.1.1B: 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

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

Council, in leading by example and ensuring its operations are as sustainable as possible, with reduced emissions, will continue to focus on community education campaigns and services to work towards Council's 2050 community emissions target at the achievement of Council's net zero carbon emissions target for the year 2025. Emissions monitoring continued to occur during the quarter, ahead of the 2023/24 annualenergy update report to be presented to Councilby the end of the 2024 calendar year.

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

2.1.2A: Implement the Waste Strategy 2021-2040.

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

The implementation of the Waste Strategy 2021-2040 will remain ongoing until 2040.

Councilcontinues to resume functions for the management of illegally dumped waste with regards to investigations and enforcement, with the employment of the Ranger Waste, with investigations during the year. During Q4, activities were on hold due to the vacancy of the position.

Delivery of recycling events continues with the expanded e-waste recycling drop off events held during Q4. Planning for and implementation of the new waste collection contract remains a priority during Q4, as

evidence of joint procurement with Bayside Council in accordance with the Waste Strategy.

2.1.2B: Deliver community education initiatives to support environmentally sustainable waste disposal and recycling practices.

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2.1.2Bi Implement the annual Waste Education Program.

Councilcontinues to deliver a comprehensive waste education program each year. The delivery of the Household Chemical Cleanout events has continued during the reporting period, along with the expansion of the e-waste recycling drop off events to include a range of additionalitems for recycling, funded due to a successful grant application. During Q3 and Q4, the waste education program will focus on preparations in community education for the implementation of the new waste collection contract in 2024/25.

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

2.1.3A: Maintainand implement the Georges River Local Emergency Management Plan in collaboration with the Local Emergency Management Committee (LEMC).

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

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

Councilcontinues to make itself available to assist the SES as and when needed.

The Georges River Local Emergency Management Plan 2021 was successfully endorsed in April 2022. An LEMC was facilitated in Q2 with further strategies implemented this year to facilitate quarterly meetings from Q1 2024/25 onwards.

2.2: Our waterways are healthy and accessible.

2.2.1: Protect theGeorges River and waterways to be clean and naturalised.

2.2.1A: Represent Council's ambitions for the Georges River through the GRCCC.

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

Councilcontinued to offer financial support the GRCCC (Georges Riverkeeper Combined Councils Committee) for the development of the Catchment Management Plan (CMP) alongside all member councils. The development of the CMPremains on-going during Q4, however, is delayed due to the vacancy of the Riverkeeper Program Manager

role since Q3.

A total of $20,000 was provided in the 2023/24 operational budget (successful budget bid) and willcover half of Council's financial contribution to the CMP development. A budget bid for the remaining $20,000 was submitted in Q3 to seek the finalportion of the contribution in the 2024/25 operational budget. Delivery of the CMPis dependent on all member Councils’ providing their financial contribution to the Riverkeeper by the end of the 2024/25 financial year.

2.2.2: Maintain andimplementstrategies to provide access toour waterways

2.2.2A: Implement the recommendations of the Foreshore Scenic Character Review into the Georges River Local Environmental Plan.

2.2.2Ai Report the results of the preliminary community consultation on the proposed implementation of the Biodiversity Study and Foreshore Scenic Character Study.

The Biodiversity Character and Foreshore Planning Controls Planning Proposal was sent to the Department of Planning, Housing and Infrastructure for Gateway Determination.

2.2.2B: MaintainCouncil's marine and foreshore assets to be functional and safe.

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

Overall, there is a significant amount of maintenance required across the LGA which was highlighted by the reports which have generated a capital replacement/repair program. The ongoing maintenance of operational budgets must be looked at and a Program of Planned Maintenance developed to ensure the assets reach their end of life.

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

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

2.3.1A: Provide appropriate and responsive management of current and future tree assets within the Georges River Local Government Area.

2.3.1Ai Implement Council's Tree Management Policy.

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

2.3.1Aiii Develop a significant tree register for the LGA.

The revised Tree Management Policy (TMP) 2024 was adopted by Council on 27 May 2024 and became effective on 10 June 2024.

Works are ongoing to promote residential plantings and tree retention where practical through educational and promotional materials. Council has re-established its tree planting working group to strategise options and methods to increase urban canopy throughout the local government area.

Councilat its meeting held on Monday, 18 December 2023 adopted 257 trees at 16 sites to be included on the Significant Tree Register. The Register is published on Council's website and will be managed in accordance with the Tree Management Policy. The Significant Tree Register will be reviewed every five years and further nominations for inclusion of trees into the Significant Tree Register will occur when there are a significant number of nominations submitted (10+) or at the five-year review (subject to available funding).

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

2.3.2A: Implement Council's Bush Regeneration Program to protect, conserve and enhance the natural environment.

2.3.2Ai Implement the 2023/24 Bush Regeneration Program.

2.3.2Aii Implement the high priority recommendations of the Biodiversity Study 2021 including preparing a Biodiversity Strategy. * (Aspects of this project may not be undertaken in 2023/24 due to the project

Our bush regeneration team continues to educate and undertake work associated with improvement and development of resilient Council bushland areas. Council continues to monitor and manage contractors undertaking bush regeneration actions at 16 sites across the LGA.

The recommendations outlined in the Biodiversity Study 2021 are progressively being implemented - notably, the declaration of nineteen parks and reserves throughout the LGA as category 2 Wildlife Protection Areas through the Wildlife Protection Area (WPA) Policy, endorsed by Council in August 2022. In November 2023 Council considered a report outlining the costs to Council to implement the Wildlife Protection Area (WPA) Policy, while considering progress made to date in implementing

not being funded in 2023/24).

the Policy in protecting native fauna. A budget bid was submitted in Q3 seeking funds to enable implementation of the WPA's for the protection of native fauna, and during Q3 the installation of WPA signage has been progressively occurring, completed in Q4.

The implementation of the recommendations is subject to availablefunding. The delivery of a Biodiversity Strategy was not funded for delivery within the 2023/24 financial year, nor for the 2024/25 financial year.

Pillar 3: Our economy

A diverse and productive economy

Complete BehindSchedule

Ongoing

CarryOver

Cancelled

Ontrack

Notstarted

OnHold

Achievements

 The River Rail was repositioned as a strategic transport corridor from the Committee for Sydney in several media articles upon the opening of the new Metroline.

 Representatives of the Office of the 24-Hour Commissioner attended our Economic LeadershipGroupandCouncillorBriefingtodetailtheopportunitiesofthevibrancyreforms and Team24 Programs.

PerformanceIndicators

PERFORMANCE INDICATORS

Description

All 24 commercial centres cleaned daily. = 100% 100% On Track

Kilometres of roads swept > 30,000 21917 Off Track

Hurstville and Kogarah CBD's, town centres, and public amenities continue to be cleansed and sanitised via high pressure hosing of footpaths/pavement areas, street furniture and other hard-surfaced public assets as part of the rolling Deep Cleansing Program which ensures an ongoing focus on improved service standards in these high traffic areas. Additionally, an externally contracted deep cleanse of pavements in Hurstville CBD and Penshurst town centre was conducted in Q4 of this year with the same scheduled for completion in Kogarah CBD in Q1 2024/25.

Current projection using the three availablesweepers fitted with GPS tracking, is that this target will remain off track until reliability improves (combined total of 67 days out of service) and additional sweepers' data is made available. This has been reported to our GPS monitoring contractor for rectification in Q1 2024/25. Percentage of engineering operations service requests actioned against works scheduled.

The percentage of reported graffiti removed within 5 days >

On Track

The use of CiAnywhere and ongoing development of new job categories continues to enable effective scheduling and job completion.

There were a total of 610 graffiti requests this financial year with 450 requests removed within target.

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

3.1.1: Support local businesses to help protect jobs andcreate employment opportunities

3.1.1A: Implement initiatives in key economic sectors in response to the Economic Development Strategy.

3.1.1Ai Prepare a strategic business case for the 'River Rail' (Kogarah to Parramatta raillink) in partnership with key stakeholders.

Councilprovided recommendations in the Committee for Sydney report Plan B: Better buses for Sydney, that rapid buses should prioritise north-south connections in Sydney that aligns with River Rail to demonstrate potential demand. Hurstville and Kogarah were listed as strategic centres of Sydney.

The River Rail was repositioned as one of the strategic transport routes through the Committee for Sydney's media response to the opening of the new Metro Line.

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

3.1.2A: Deliver programs to activate and increase the night time economy in town centres

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

The Night Manifesto was launched on YourSay in 2024 and creates a unified vision. Central to its design is the promotion and development of village centres where community and businesses can sign, share ideas, and engage with current opportunities that support a vibrant Night Time Economy.

We were successful in obtaining the Places to Love grant from Transport for NSW to explore place-based activations. The project leveraged the excitement of the Olympics and the community interest to deliver two events 'Skate, Break and Build' at Olds Park Penshurst with an exciting public program. The events were well attended and demonstrated the potential of public places within our region. 'Skate, Break and Build' was featured on national radio and television for a total audience reach of almost 2.5 million people.

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

3.1.3A: Actively participate with State agencies and Bayside Council to achieve the ambitions for the Kogarah Health and Research Hub Collaboration Area.

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

We established the Economic Leadership Group at the beginning of 2024. The Georges River Economic Leadership Group (ELG) provides a link between Council and key and emerging industry sectors with the aim of encouraging long-term economic opportunities in the region. The ELG will supersede the Economic Advisory Committee Group and Kogarah Collaboration Area Group to consolidate strategic directions across the LGA and to better attract membership.

We held three meetings to discuss opportunities and upcoming strategic actions of Council. The learnings from these discussions continue to inform the economic development programs and upcoming Economic Development Strategy.

3.1.3B: Prepare and implement an action plan to market the Georges River Local Government Area’s investment opportunities.

3.1.3Bi Implement the action plan to market the City.

A new Discover Georges River website has been launched and is regularly promoted through the Business Unite newsletter to encourage local businesses to register their business in the Australia Tourism Data Warehouse. Information from this database is pulled into the Discover Georges River website and increases discoverability through Tourism Australia and Destination NSW platforms as an attractive place to live, work and play.

3.1.3C: Maximise the Potential of the Kogarah Health and Research Hub

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

Councilhas been advocating for improved transport services through our membership and engagement with key advocacy groups such as the Committee for Sydney and Resilient Sydney. Through our participation we increased the visibility of Hurstville and Kogarah as strategic centres of the Georges River region and Greater Sydney in advocacy documents, research and planning.

The Kogarah Investment Attraction Strategy actions will be consolidated into the upcoming Economic Development Strategy.

3.1.3D: Build the cultural identity of HurstvilleCBD as the Heart of the City

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

Hurstville was promoted through a schedule of communication and marketing activities aligning with the major events calendar.

Hurstville has been positioned to go through the Purple Flag accreditation process with the Office of the 24-Hour Economy Commissioner to build and promote the night time economy in the region.

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

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

3.2.1A: MaintainCouncil's green open space and town centres to be functionaland safe.

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

Programmed and reactive cleansing schedules, including amenities cleaning, town centre cleansing/sweeping and deep cleansing activities, were all undertaken on regular schedules within agreed service timeframes. Park mowing was undertaken on a three weekly basis and tractor mowing of sportsfields was performed weekly.

Hurstville and Penshurst CBD pavement deep cleansing was undertaken in Q4 with the Kogarah CBD pavement deep cleansing scheduled for Q1 2024/25. Multiple accolades were received from local businesses, Councillors and members of the public.

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

3.2.2A: Work with other directorates and teams to implement, promote and market long term place-based initiatives.

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

The Night Manifesto was launched on YourSay in 2024 and creates a unified vision that consolidate findings from community surveys and consultations and strategies. Centralto its design is the promotion and development of village centres where community and businesses can sign, share ideas, and engage with current opportunities that support a vibrant Night Time Economy.

We were successful in obtaining the Places to Love grant from Transport for NSW to explore place-based activations. The project leveraged the excitement of the Olympics and

the community interest to deliver two events 'Skate, Break and Build' at Olds Park Penshurst with an exciting public program. The events were well attended and demonstrated the potential of public places within our region. 'Skate, Break and Build' was featured on national radio and television for a total audience reach of almost 2.5 million people.

3.2.3: Implement greening and planting strategies in town centres

3.2.3A: Assist and promote the greening and creation of open space in our town centres.

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

In the 2023/24 financial year, Council implemented several projects that saw upgrades and the creation of new open space/ green areas in our town centres. Projects include Memorial Square Upgrade, MacMahon Courtyard Upgrade, Mortdale Town Centre Streetscape Upgrade and the Riverwood Town Centre Greening our City Project.

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

3.2.4A: Implement the recommendations of the Commercial Centres Strategy.

3.2.4Ai Continue the work of the Commercial Centres Strategy for allcentres withinthe Georges River Local Government Area.

3.3: Georges River is a 30minute city.

This project was not undertaken in 2023/24 due to the project not being funded in 2023/24. This project has been identified as a capital works project under the adopted Operational Plan 2024/25 and a brief is under preparation to engage an external consultant.

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

3.3.1A: Advancement of the ‘River Rail’ through the identification of and protection of infrastructure corridors with Transport for NSW.

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

3.3.1B: Influence the next iteration of district and metropolitan planning, with recognition of the untapped potential of the Southern Aerotropolis

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

Councilhas been advocating for improved transport services through our membership and engagement with key advocacy groups such as the Committee for Sydney and Resilient Sydney. Through our participation we increased the visibility of Hurstville and Kogarah as strategic centres of the Georges River region and Greater Sydney in advocacy documents, research and planning.

We established the Economic Leadership Group at the beginning of 2024. The Georges River Economic Leadership Group (ELG) provides a link between Counciland key and emerging industry sectors with the aim of encouraging long-term economic opportunities in the region. The learnings from these discussions continue to inform the economic development programs and upcoming Economic Development Strategy.

Pillar 4: Our built environment

Quality, well planned development

Achievements

 Work has commenced to implement the Mortdale Local Centre Master Plan, through the preparation of LEP andDCP controls.

 Economic feasibility testing is being finalised to determine the percentage of affordable housing that can be provided by the various types of new developments.

PerformanceIndicators

PERFORMANCE INDICATORS

Civil design for private works completed within timeframe > 90%

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

Number of DAs determined. > 800

Percentage of Construction Certificates determined

Percentage of occupancy across Council-owned commercial properties.

Percentage of planning proposals meeting Gateway determination timeframes.

Percentage of pothole requests made safe and scheduled for repair within 48 hours.

On Track In 2023/24 there was 305 driveway applications received with 284 approved and 38 stormwater applications received with 27 approved. The remaining applications were due to insufficient information as lodged by the applicant.

The reduction of the outstanding application volume from over 300 outstanding applications to around 220 at the time of reporting demonstrates the significant progress made in backlog clearance in 2023/24. As a consequence, this is reflected in high determination times as these are recorded on finalization of planning matters. It is expected to trend down in 2024/2025.

Off Track Determinations remain strong, however recruitment in the DA team will improve this in the long term.

Volumes remain low and turnover remains fast in the context of the present lodgement environment.

Positive results considering difficult commercialand retail market conditions.

On Track All Planning Proposals were on track in 2023/24.

Ageing plant breakdowns and increased reporting in Q4 saw the decline in percentage of actioned requests but overall, using the asphalt truck to attend to the 'make safes' instead of using cold patch has seen a decline in repeat visits to the same locations as well as significant

Percentage of utility restorations completed withintimeframe advised.

savings in using hot mix asphalt in lieu of cold mix.

On Track There were a total of 788 Utility Restoration requests in 2023/24 of which 692 (88%) have been issued for completion or scheduled to be completed.

4.1: New development shouldmake Georges River more liveable, vibrant and sustainable

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

4.1.1A: Complete a Master Plan for Beverly Hills and Mortdale that will revitalise the centre and respond to the community’s ideas and aspirations for the future of the centre.

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

Beverly Hills - In December 2023, consultants issued the Draft Master Plan, Public Domain and Economic Analysis to Councilfor review. Awaiting flood study to determine floor space ratios, heights and location of open space. To be reported to the Environment and Planning Committee and Council, seeking resolution to amend the Master Plan and place on exhibition after the Flood Impact Risk Assessment (FIRA) implications are considered by Council and the consultant.

Mortdale - In October 2023, Councilresolved to adopt Option 1A as exhibited with amendments in response to submissions received. Council resolved to prepare a Planning Proposal, amend the GRDCP 2021 and amend the Georges River LocalInfrastructure Contributions Plan 2021 to implement Option 1A (Post Exhibition Version), subject to budget in 2024/25. Council resolved to add design excellence principles and controls in the DCP to ensure building design complements the village atmosphere. Budget approved for 2024/25.

4.1.1B: Prepare a Master Plan for the Riverwood Local Centrein association with the Riverwood community and Canterbury-Bankstown Council.

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

This project was not undertaken in 2023/24 due to the project not being funded in 2023/24. Council at its meeting held 25 March 2024 resolved to commence a master plan for the Riverwood Local Centre subject to Council's budget allocations for 2024/25. Budget has been approved for 2024/25. Brief under preparation to engage a consultant.

Further, application for funding under the Commonwealth Government's Housing Support Program - Stream 1 for the preparation of master plans for the Kogarah Town Centre and the Riverwood Local Centre was submitted by Council in April 2024. Council was notified of their successful application in July 2024. Discussions with the Housing Support Program are underway surrounding the proposed project timeframes and a staged approach to the master plans.

4.1.1C: Include the Hurstville Civic Centre site in the Georges River Local Environmental Plan 2021.

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

The Planning Proposal was gazetted on 27 October 2023.

4.1.1D: Develop and implement planning controls to protect the scenic character of the foreshore.

Code

4.1.1Di Report the results of the preliminary community consultation on the proposed implementation of the Biodiversity Study and Foreshore Scenic Character Study.

4.1.1Dii Prepare a set of biodiversity, scenic character and foreshore controls for community consultation.

The Biodiversity Character and Foreshore Planning Controls Planning Proposal was sent to the Department of Planning, Housing and Infrastructure for Gateway Determination.

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

4.1.2A: Monitor and standardise DA assessment reports and templates.

4.1.2Ai Update report templates to reflect current planning controls.

Ensuring assessment report tools are up to date is an essential tool in ensuring streamlined assessment. This is an ongoing task, especially noting the significant changes occurring in planning law on an ongoing basis.

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

Templates are predominantly up-to-date at the time of reporting, however require on-going review given the significant pace of legislative change, and this has been required throughout the year.

4.1.2B: Provide ongoing education to the community about controls to the development and building approval processes.

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

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

The sessions were held and were a successful outreach to community, and an opportunity for the team to educate the community on the present state, processes and practices in the planning system. Further sessions are planned for 2024/25.

The online information remains robust and up to date. Accessibility interms of language used is being reviewed, however Council does provide support in the form of our duty service in the event more information is required, noting that this is a complex area for community members to understand.

4.2: Affordable andquality housing options are available.

4.2.1: Develop policies that encourage a greater supply of housing diversity andchoice.

4.2.1A: Develop and implement an Affordable Rental Housing Scheme.

4.2.1Ai Develop an Affordable Rental Housing Scheme that applies to precincts withinthe LGA.

Councilresolved on 28 November 2022 to prepare an Affordable Housing Contribution Scheme (AHCS). The then Department of Planning and Environment (DPE) requested that Council develop different options for an AHCS and for the DPE to review and provide guidance on the Council's next steps. Council forwarded different options to DPE on 6 March 2023. DPE letter received on 17 November 2023 which provided comments on Council's proposed options and feasibility testing required for the AHCS. Council prepared a brief for the preparation of a feasibility study to determine a viable Affordable Housing Contribution rate. An inception meeting was held on 5 April 2024. A draft report was produced on 12 July 2024. A Councillor briefing was presented on 2 September 2024.

4.2.1B: Provide affordable housing in one of Council's redevelopments.

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

4.2.1Bii Select a Council owned site or investigate the acquisition of residential property for the provision of affordable housing.

Residential building complexes continue to be assessed for suitability for future affordable housing use.

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

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

4.3.1A: Pursue State Government priority for express trains on the T4 line stop at Kogarah and T8 line to the CBD, the River Rail and Hurstville (or Kogarah) to Macquarie Park via Rhodes (through Burwood or Strathfield) rail line.

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

4.3.1Aii Conduct economic modelling to explore the viability of reinstating train services to Kogarah in peak periods.

Councilprovided recommendations in the Committee for Sydney report Plan B: Better buses for Sydney, that rapid buses should prioritise north-south connections in Sydney that align with River Rail to demonstrate potential demand. The River Rail was repositioned as one of the strategic transport routes through the Committee for Sydney's media response to the opening of the new Metro Line.

The River Rail is a strategic infrastructure project that Councilwill continue to advocate for into the future.

4.3.2: Plan for, improve and maintain safeand connected footpaths and cycleways

4.3.2A: MaintainCouncil's footpath network to be functional and safe. Action Code

4.3.2.Ai Undertake programmed and reactive

This program, carried out by the City Maintenance team, was a very successful undertaking and has translated in the program once again being undertaken in2024/25.

maintenance works of Council's footpath assets.

4.3.2B: Continue to maintain Council's walkways and cycleways to be functional and safe.

4.3.2Bi Commence investigation and design for key cycle routes within the LGA.

In 2023/24, the Traffic consultant is to assess the key cycle routes within the LGA particularly in Hurstville and along the recreational commuter network in the Oatley, Lugarno, and Riverwood area. The concept design and associated report for this was completed in June 2024. This project will move into the next stage, i.e., detailed design, in 2024/25. Strategic Placemaking continues to work with Transport for NSW(TfNSW) to progress their detailed investigation of strategic cycleway network within the Georges River Local Government Area.

Council is also working with (TfNSW) to progress the design of the Oatley to Como shared pathway upgrade. City Technical Services started the progression of this design project in 2023/24.

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

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

4.4.1A: MaintainCouncil's buildings and open space to be functional and safe.

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

Maintenance contracts are being renewed and at this stage we do not have any data on what the potential increases to the maintenance contracts will be. These contracts are a minimum of 5 years old.

4.4.1B: Incorporate design principles for parks and open spaces that promote resilience.

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

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

4.4.1C: Implement the GRC Open Space, Recreation and Community Facilities Strategy.

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

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

4.4.1Ciii Implement the 2023/24 Recreationaland Open Space Capital Works Program

During 2023/24 financial year:

Playground Upgrades:

- Carss Bush Park, Merv Lynch, Austin Ave construction

- Arthur Hardiman Reserve design

- Woodville Park, Empress Reserve, Croot Park playground design

Sporting Facilities:

- Renown Park field 2 upgrade

- Renown Park field 1 and improvement works grant awarded, design commencing July 2024

- Parkside Dr Res sportsfield lighting

Active Recreation / Open Space Facilities:

- Lugarno watercraft launching design

- Applied for a number of GetActiveNSW grants (active shared path through Blackforest Res to connect M5 linear park, Beverly Hills Park)

- Recreational Commuter Network concept design completed

- Metropolitan Greenspace design funding received for new Peakhurst Park off-road bike facility

- Hurstville Memorial Square completed

- MacMahon Courtyard upgrade completed

The 2023/24 Recreational and Open Space Capital Works Program has been successfully completed to improve community amenity and recreational capacity across the local government area.

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

4.4.2A: Research and plan for active and passive recreation opportunities within the Georges River Local Government Area.

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

This project was successfully opened to the public in December 2023. The Skate Park continues to be a significant recreational asset to the community with heavy utilisation by skaters and bikers.

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

Strategic Placemaking continue to advocate and work with Transport for NSW to obtain grant funding and progress designs and implementation of key cycle routes within the LGA.

4.4.2B: Progress the construction of a new aquatic facility in the LGA.

4.4.2Bi Undertake investigations and business cases to progress the construction of an aquatic facility at Carss Park.

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

Councilhas provided a Memorandum of Understanding to the NSW Office of Sport handing over responsibility to the State Government for the development of a Detailed Business Case, Detailed Design and to obtain Development Consent. Council willcontinue to progress funding opportunities for the construction stage of this project.

4.4.3: Review Plans of Management for all open space in thelocal government area.

4.4.3A: Ensure our parks and reserves haveupdated Plans of Management and Master Plans

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

4.4.3Aii Finalise the Plan of Management for Sans Souci Park.

4.4.3Aiii Finalise the Master Plan for Sans Souci Park.

The following Plans of Management were underway in 2023/24:

-Carss Bush Park/Todd Reserve Plan of Management and Master Plan

- Donnelly Park Plan of Management and Master Plan

- Merriman Reserve Plan of Management and Landscape Master Plan

- Oatley Park Plan of Management and Landscape Master Plan

- Generic Plans of Management - Amendment 1

- Jubilee Stadium Precinct Plan of Management and Master Plan

Olds Park Master Plan - Amendment 1 was adopted on 26 February 2024.

The Sans Souci Plan of Management and Master Plan was adopted by Councilon 22 May 2023.

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

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

4.5.1A: Plan for and implement a purchasing program for property requiring compulsory acquisition in the comprehensive LEP

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

Councillors have been briefed on the implications of not undertaking compulsory acquisitions, in terms of timeframe and uncertainty in the ability to deliver open space. Approaching owners of identified properties to voluntarily reach a mutualagreement continues to be the Councildirection.

4.5.1B: Achieve service delivery outcomes through a 10 year Capital Works Program driven by CouncilStrategies.

4.5.1Bi Implement the 2023/24 Sportsfield Renovation Program.

4.5.1Bii Deliver the 2023/24 Critical Safety and Asset Renewal Program.

4.5.1BiII Deliver the 2022/23 Road Resheeting Program.

The 2023/24 Sports Field Renovation Program was completed.

The 2023/24 Critical Safety and Asset Renewal Program has been successfully completed to improve community amenity and safety across the local government area.

The 2023/24 Road Resheeting Program has been successfully completed to improve community amenity and safety across the local government area associated with road infrastructure.

4.5.1C: Deliver Asset Management Plans foreach Asset Class (Roads, Buildings, Open Space and Stormwater) which plan for the long term sustainability of Council’s Infrastructure assets.

4.5.1Ci Develop asset class based 10 year Asset Management Plans.

The 10-Year Asset Management Plans (AMPs) for each of the four individual asset classes were completed in 2023/2024. The AMPs will be used in the development of a draft 10 Year Capital Works Plan. The Plan will allow for more efficient prioritisation, planning, governance, and management of Councils assets. It will also enable the effective allocation of finances and resources, in line with the Long Term Financial Plan.

4.5.1D: Provide new and upgraded community assets such as new library services to the western part of our LGA.

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

This action remained on hold across the financial year. A presentation of the common findings of the Community Infrastructure Needs Assessment and Acquisition Strategy, Georges River Library Strategy, State Library NSW report on the branch libraries and accessibility audit will be presented at a Councillor Briefing at a suitable time following the Local Government elections to help determine priority library services for the western part of the LGA.

Pillar 5: Our place in Sydney

Commitment to collaboration, partnerships and sharing

Achievements

 The CEO from the Committee for Sydney and Directors of the Office of the 24-Hour Economy Commissioner attended ELG meetings to highlight research, strategic directions and opportunities for local business and Council.

 Georges River Council was the winner in the Customer Experience category at the NSW Local Government Excellence Awards for the Customer Experience Strategy and Customer Experience Charter.

 During 2023/24, Council officers continued implementation of the Georges River Council Customer Experience Strategy (2022-2027), including actions that improve consistency and reliability of service across all contact channels.

PerformanceMeasures

PERFORMANCE INDICATORS

Council's overall Customer Experience Rating

Customer satisfaction with face-to-face interaction at Council operated facilities.

On Track Council's overall Customer Experience Rating for 2023/24 was 75%.

On Track

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

Off Track

Overall Satisfaction of Council's face to face interaction facilities on average was:

Civic Centre – 89% satisfaction (1,002 of 1,133 responses)

Library Services - 88% satisfaction (11,852 of 13,395 responses)

Museum and Gallery - 90% satisfaction (883 of 978 responses)

Overall89% satisfaction

66.5% overall satisfaction result. 18% of surveyed customers requested a call back

41% of customers received the call back they requested.

By phone: 856

By Have Your Say: 63

Did you request a call-back20% (213 of 1040)

Did you receive it - 54% (114 of 213)

5.1: Leadership focuses on innovationand improving the customer experience.

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

5.1.1A: Explore the viability of a university precinct in Georges River Local Government Area and new investment from government and private enterprise to increase the region’s competitiveness as a place for investment and innovation. Action

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

Discover Georges River was launched this year to highlight the local offerings of the Georges River region. The platform draws information from the Australian Tourism Data Warehouse (ATDW) and will be promoted through the Sydney's Connected Community campaign.

A series of programs and events were delivered to

5.1.1Aii Continue to support medtech startups establishing in Kogarah.

increase the visibility and reputation of Georges River LGA as a place for innovation and investment including Spark Sydney South - Innovation Summit. As a result, Georges River Councilis a representative on the Spark Innovation Leaders Ecosystem and has made valuableconnections across different sectors to gain visibility as a strategic centre of Sydney.

In partnership with the Spark Festival, Council delivered Spark Sydney South - Innovation Summit. Held at Netstrata Jubilee Stadium, this event marked a significant milestone for the Georges River community, bringing together innovators, entrepreneurs and thought leaders for an evening of inspiration and connection. As a result, the City Futures Team were invited to be part of the Spark Innovation Leaders Network which willsupport the visibility and receptivity of future opportunities and investment in the region.

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

During 2023/24 Council established the Economic Leadership Group bringing together business and industry leaders in the region and became part of the Spark Innovation Leaders Network. The Economic Leadership Group and Spark Innovation Leaders Network create valuable connections with key decision makers and stakeholders which supports the visibility of Georges River as a place for innovation and receptivity of future opportunities and investment in the region.

Learnings from these networks will be considered in the upcoming Economic Development Strategy.

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

5.1.2A: Improve consistency and reliability of service across allcustomer contact channels.

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

Georges River Council won the Customer Experience category at the NSWLocal Government Excellence Awards for our Customer Experience Strategy and Customer Experience Charter. Councilis 40% progressed through the life of this Strategy. Initiatives undertaken include:

- Ongoing survey of customer satisfaction and capture of feedback to inform service improvements.

- Call assessments to ensure best practice call handling by staff.

- Online customer excellence training developed for staff.

- A new venue booking system for customers that offers online payment and realtime visibility of availability.

5.1.2Aii Establish a new baseline for Georges River website engagement and accessibility utilising new and existing analytics tools.

A monthly City Futures Report has been including website analytics. Data from this is used for ongoing improvement and user experience.

The application tools Hemmingway Editor Plus (with AI), Monsido and Colour Contrast Tools are used to improve the readability and accessibility of customers including identifying quality assurance errors and ensuring that WCAG AAA standards are met.

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

5.2.1: Advocate to all levels of governmentto ensure critical infrastructure accompanies residential andemployment growth.

5.2.1A: Develop an advocacy strategy that identifies how Georges River Councilcan influence government policy and secure government investment in the Georges River Local Government Area.

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

5.2.1B: Work with neighbouring councils to facilitate major projects with long-term delivery timeframes

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

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

We have developed strong partnerships with key advocacy bodies including Committee for Sydney and Resilient Sydney which supports the alignment and collaboration of key strategies with neighbouring and like-minded Councils. Through our participation we have increased the visibility of Hurstville and Kogarah as strategic centres of the Georges River region and Greater Sydney in advocacy documents, research and planning.

strategic centres of the Georges River region and Greater Sydney in advocacy documents, research and planning.

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

5.2.2A: 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.

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

Councilschedules regular communications about the 'Share our Space' SchoolInfrastructure program to community members.

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

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

5.3.1A: Develop and build a brand and identity for the local government area.

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

Pillar 6: Our governance

Leadership and transparency

Achievements

 More place-based consultations took place in playgrounds, parks and venues. Council captured the users of the place, at their convenience.

 Children were able to share their design ideas for a new playground for Carss Bush Park in a community pop up at the playground and this supports our child safe commitment as an organisation.

 There wasdemonstrableincreasedcapacityinthe communitytosubmit high qualitygrant applications, resulting in stronger project delivery and more competitive grant rounds.

 The Your Say panel registrations continue to grow year on year and the range of projects our community can participate in also continues to grow.

 Council was nominated as a finalist at the NSW Local Government Excellence Awards in theRiskManagementcategory,recognisingtheeffortandprogressthatCouncilhasmade as part of the Enterprise Risk Management Uplift Program.

PerformanceIndicators

PERFORMANCE INDICATORS

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

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

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

Investment portfolio returns for the financial year to date exceeding industry benchmark as disclosed by CPG.

Results above budget due to CouncilInvestment Income being higher than anticipated, higher than forecast Financial Assistance Grant Income and favourable adjustments to fair values on CouncilInvestment Properties.

Results above budget due to write-off of asset values done as part of the asset renewalprogram and high levels of casual and temporary agency staff costs to cover vacancies in permanent staffing establishment.

Overallfor this financial year the majority of Class 1 Appeals were resolved in Council's favour either by entering into S34 Agreements or following amended plans being provided during a Court hearing. The Legal Team makes every effort to resolve all matters prior to a hearing date to ensure costs are kept to a minimum.

out of 400 decisions made in confidential session.

This year Council has taken additionalmeasures to increase and further prepare us for a cyber based event.

The Council’s performance return was 4.57%. It is 0.20% above the Bloomberg Ausbond Bank Bill Index of 4.37%.

Percentage compliance with statutory and legislative reporting requirements (Office of Local Government Compliance Calendar).

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

Percentage of complaints completed within agreed times.

Percentage of correspondence responded to within 14 days.

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

Percentage of Critical devices on Council's network fully patched

Percentage of customer requests completed within agreed times.

Percentage of Cyber Threats blocked

On Track All reporting requirements have been met for the year.

All Committee Meeting business papers have been made publicly availableon Council's website in the required timeframe.

This year 95% of the complaints received were completed within the agreed timeframe.

On Track 20,651 of 23,361 of correspondence workflow actions were completed within the 14 days

On Track All CouncilMeeting Business papers have been made publicly availablewithin agreed timeframe.

On Track

The team have delivered on all critical patch milestones throughout the year without delay, Critical vulnerabilities have been addressed within 48 hours to align with best practice requirements.

This year 32,430 of 35,428 customer requests were completed within the agreed timeframe.

We are seeing ongoing improvements in security aligned with best practices, with steady progress (8.5%) since reporting began. Additional measures continue to work effectively to safeguard Council’s data and infrastructure against cyber threats.

Overallfor this financial year the majority of prosecutions have

Description AnnualTarget Results To Date Status YTD Comments

and strategic objectives including successful prosecutions (convictions) and/ or fines for major environment offences, including tree breaches

Percentage of WHS Incident Management Corrective Actions finalised withinagreed times

On Track

been determined in Council's favour.

Of the 253 incidents reported this year, 225 were resolved within the designated time frame, achieving the KPI target. This reflects strong performance, with opportunities to further improve resolution times for the remaining cases.

6.1: Our community’s voice is considered inplanningthe area’s future.

6.1.1: Commit to consult and engage thecommunity on projects, initiatives and issues which have an impact on their lives.

6.1.1A: Embed a culture of continuous improvement where we use the feedback provided by the community to improve our programs and services.

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

The Community Satisfaction Survey and Liveability Census and were completed in 2023. Multiple workshops were delivered to the Executive Team and staff. Results of the Community Satisfaction and Liveability Census will be used to inform the next iteration of the Community Strategic Plan.

6.1.1B: Develop a service delivery review program of Council’s services

6.1.1Bi Redesign the process to enable faster, simpler reviews, focussed on building organisational capability and impact, and incorporating service reviews outcomes into business as usual.

6.1.1Bii Conduct an organisation wide review of Council services including commercial property, paid parking and premium facilities. (Combined collaboration between Head of Strategic Property and Manager Premium Facilities).

The project is on track.

Draft framework, template and Service Directory documents have been prepared.

6.1.1C: Embed Council's Engagement Strategy as an overarching process for all Council engagement activity

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

Insights from our Your Say panel, via the annual survey and feedback throughout the year to the Your Say mail box, have informed a commitment to continuous improvement.

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

During this reporting period a suite of intranet resources were created, and supporting training resources, to build the capability for Your Say project admins across Council to enable better public participation in the projects, policies and decisions of Council.

6.1.1D: Refer a broad range of Counciland community issues for engagement to Council’s Your Say platform.

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

Throughout the year we have diversified the ways in which the community can contribute to the decisions that build a better Georges River. Opportunities included face to face pop ups in playgrounds and parks, surveys, virtual post it notes, mapping tools, storytelling and sharing in chat forums, wall pledges, expressions of interests, child focussed ideas capture for playgrounds and photo sharing.

6.1.1E: Develop comprehensive engagement and communication plans for Council’s community engagements.

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

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

During the year our engagement and communications plan has been in place for all community consultations, expressions of interest, public exhibitions and policy and planning projects. We have plans in place for the projects valued by the community, including the Significant Tree Register and the Hurstville Precinct Playspaces. The Local Government Awards Finalist Mortdale Master Plan had a comprehensive engagement and communications plan and was a great outcome for the community as a result. The most comprehensive plan was for the Help us implement the Biodiversity and Foreshore Studies project, which had a great emphasis on educating the community on the issues to enable informed contributions.

The interactive dashboard featuring demographic data from the Your Say consultations held over the 2022/23 financial year has been published on Your Say to close the loop for our community. It is available alongside past dashboards to ensure transparency of the contributors to Council's consultations. Council's dashboard is now used by our platform providers as an example of best practice.

6.1.1F: Develop an Annual Community Consultation Progress report. Action Code

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

The community engagement content in our Annual Report reflects Council's commitment to community participation in the decisions that affect them.

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

6.1.2A: Deliver and report on Council's financial assistance program.

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

In 2023/24, Council provided financial assistance to community organisations, community groups, residents and small business through Council's financial assistance programs. Across the year, 38 Community Grants projects were funded a total of $294,692 and four Micro Grants projects were funded a total of $3,494. Venue Hire Grants subsidised 38 hires, totalling $164,668.36 and two Donations totalling $2,280 went to community organisations. Councilcontinued to grow its offer of capacity building sessions in the form of individual grant meetings, grant information sessions and project development workshops for applicants, and orientation and evaluation workshops for grant recipients. 29 capacity building sessions were offered in 2023/24, with a total of 325 participants.

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

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

6.2.1A: Facilitate the Audit, Risk and Improvement Committee (ARIC)to fulfil its responsibilities under the Local Government Act and ARIC Charter.

6.2.1Ai Facilitate ARIC reports to Councilon activities and functions, including an AnnualReport from the ARIC Chair.

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

All five ARIC meetings have been successfully facilitated to fulfill the responsibilities of the committee under the Terms of Reference and the Local Government Act. The 2022/23 ARIC Annual Report was tabled at the Council Meeting held 28 August 2023 and the 2023/24 ARIC AnnualReport was presented to the Council Meeting held on 26 August 2024.

The EOI for the replacement of one of our independent ARIC members has been completed, and the new member, Hamish McNulty has been appointed. Hamish was offered the role under the normalfour year term.

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

The ARIC Forward Responsibility Calendar for the 2024 calendar year has been prepared (including amended references to the adopted ARIC Terms of Reference document).

2024meetingdateswerecirculatedtotheARIC members and invites sent to secure dates, people and resources. Anyrequeststore-scheduleanymeeting willbeapproved via the ARIC Chair.

6.2.1B: Promote and assist in creating an ethical organisational environment with emphasis on internal controls, efficiency, effectiveness andgood governance.

6.2.1.Bi Complete the 2023/24 Audit Program.

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

6.2.1Biii Continue to roll out education programs, provide good governance to the organisation and implement effective safeguards in order to provide assurance that Council is delivering a high standard of ethical behaviour.

The revised 2023/24 audit program has been completed and tabled.

The EOI process for the replacement of an independent member has been completed and Hamish McNulty has been appointed for a four year term.

The Terms of Reference and Internal Audit Charter documents have been endorsed and uploaded to the ARIC Hub and Council's website.

The revised 2023/24 Audit Program has been completed with two audits in progress as at 30 June 2024. The Audit Program covers items required under the Terms of Reference and the Local Government Act.

The 2024/28 Internal Audit Plan has been developed, endorsed by ARIC and adopted by Council ready to commence for 1 July 2024.

The Governance and Risk team has launched several projects to strengthen internal controls and promote a culture of ethical decision-making. These efforts, supported by improved access to delegated authority information and an enhanced risk management framework, will boost staff awareness. Further initiatives, including new training and regular governance updates, will continue in the new financial year.

6.2.1C: Implement and deliver a Councillor induction and professional development program to ensure the Mayor and Councillors are aware of the knowledge, skills and personal attributes

expected of them in their civic roles under the Local Government Act 1993, and of the support Councilshould be providing to ensure they are able to effectively fulfil their roles.

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

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

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

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

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

6.2.2A: Ensure financial decisions address the key financial sustainability risks to secure Council's immediate and long-term future.

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

The 2023/24 operating result is a surplus of $2.8 million. This is $600,000 less than the adopted budgeted surplus $3.4 million. There are several items that have contributed to the variance:

 Interest income on Council's investment portfolio ($5.7 million positive).

 The write off of asset’s valued at $2.4 million due to renewals in the Roads and Open Space Asset categories.

 Employee costs were above the adopted budget by $2.2 million, due to high employee leave liabilities and increased use of casuals to cover vacant roles.

 Materials and services also finished above budget by $4.3 million, largely due to higher than expected legal costs, contractor costs, community property maintenance, and utility costs.

Councilneeds to consider the financial implications of its decisions and ensure that it does not overspend on expense budgets and sets realistic income budgets.

6.2.2B: Ensure the Long-Term Financial Plan incorporates strategic priorities and risks.

6.2.2Bi Ensure the annual Long Term Financial Plan

Annualupdating of the Long Term Financial Plan (LTFP) indicates a deficit position will occur in year 4 (shown as

adequately highlights emerging risks and outlined actions to remediate.

Model1 in the Resourcing Strategy) and will need to be addressed in the coming years. Without corrective action, service reductions or options to increase revenue will be required. Strategies to remediate were communicated and included within the LTFP.

6.2.2C: Ensure financial policy and process improvements focus on the integrity of controls, improved data for business decisions and customer experience.

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

Amendments to platforms based on Technology One are on hold pending the completion of the enterprise system cloud migration project, scheduled to go live in late September 2024. Another project is underway concurrently, once implemented, the Bookable System will support expanded payment options, including BPOINT and BPAY, for facilities such as halls and sports fields.

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

6.2.3A: Annually review Council’s enterprise and operational risks.

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

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

Quarterly reporting offers essential risk management insights to risk owners and facilitates robust oversight by the Senior Management team. During the quarter, additionalmitigation strategies were implemented to address operational risks escalated to the Governance and Risk team. To drive continuous improvement, risk training commenced ahead of the annualrisk review in the new financial year. Business Continuity training was provided to all relevant staff, culminating in a successful scenario testing exercise.

The Governance and Risk team submit relevant reports to the ARIC on a quarterly basis, as per scheduled meetings.

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

6.2.4A: Review procurement policy and practice through the Local Government Procurement Program.

6.2.4Ai Focus on procurement and contracts governance strategies and practices via continued training, reporting and awareness.

Procurement team has a continued focus on adherence to policy and best practices. Purchase order training has commenced. Review of Outstanding POs and Requisitions is conducted monthly. A review of the procure to pay training course, provided at induction, is underway.

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

6.2.5A: Implement the Digital Resourcing Management Plan.

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

Efforts to develop transformation initiatives have persisted, with significant focus on the ongoing core enterprise system cloud migration project. Concurrently, the expansion of categories available in online applications and e-planning has yielded notable improvements for the community, while projects to upgrade community facing systems such as community space and park booking is progressing well.

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

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

- Customer and Digital Experience Program

- Cultural Program

- 2030 Library Strategy

- 2021-2031 Early Learning Services Strategy.

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

The Independent Information Security Audit program continued with five audits conducted in 2023/24. These audits were carried out in addition to the regular audits conducted by the NSW Audit Office. A broad range of areas were audited to collectively ensure the security of the council's information and systems.

While the enterprise cloud migration project has been a primary focus and will enable future enhancements, the team has also successfully delivered several additional projects throughout the year that have improved the community's interactions with the Council. These projects include the deployment of electronic access for community centres, implementation of the new online booking system, review and commencement of the implementation of an enhanced contact centre application, website improvements, and the expansion of online forms and applications. Collectively, these efforts align with departmental initiatives to provide improved and more accessible services to the community.

The main focus this year has been the delivery of the enterprise system cloud migration project, with the project experiencing delays due to records integration and other unforeseen factors. The team are on track to complete this migration by September 2024. Upgrades have already commenced across various systems and testing of the new environment is underway. In an effort to prevent delay on the overall Enterprise review the team are also focusing on acquiring appropriate resourcing to commence the scoping of the enterprise review with the organisation.

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

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

6.3.1A: Maintainonline public registers as required under the Government Information (Public Access) Act 2009 (GIPA) and Designated Persons disclosure returns (section 4.21-4.27 of Council's Code of Conduct).

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

Significant improvements in the Access to Information portfolio have been implemented this quarter, including developing a GIPAAprocessing manual, to ensure consistent decision-making and training resources for staff. All GIPAA registers that are managed by the Governance team are up to date and further governance oversight has been incrementally introduced throughout the year, ensuring allregisters are regularly published in accordance with the Act.

6.3.1B: 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.

Code

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

All Governance reporting was completed withinrequired timeframes.

6.3.1C: Comply with all requirements of Integrated Planning and Reporting legislation, including progress reports for the Community Strategic Plan, Delivery Program and Operational Plan.

6.3.1Ci Communicate Council's progress against the Community Strategic Plan, Delivery Program and Operational Plan.

The Half Yearly progress report was provided to Council, published to the website and a link sent to the OLG in April2024. Yearly progress report willbe provided to Council in November along with publishing to the website and sending a link to the OLG in accordance with legislation.

6.3.1D: Provide live webcasting of all Council and Committee meetings.

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

This has now become a Council process.

6.3.1E: Maintainonline records of Council and Committee papers and minutes.

6.3.1Ei Ensure the unconfirmed minutes of each meeting of Councilare published on Council's website withinfive business days.

Unconfirmed minutes have all been published on Council's website within five business days of the meeting occurring during 2023/24

6.4: The workforce is inspiring, diverse and engaged.

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

6.4.1A: Implement a Workplace Health and Safety System to support a well and safe workplace.

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

The system was further reviewed, resulting in the development and refinement of documents based on selfaudit findings and tasks identified as high-risk in the WHS Risk Register. These efforts have led to improvements in the WHSMS. The Work Health and Safety (WHS) Strategy 2021-2024 has been further implemented to ensure our workforce feels safe, healthy, and valued. The strategy guides the continuous review and development of the WHS Management System. The strategy is currently under review.

6.4.1B: Implement the 2022-2026 WorkforceManagement Plan.

6.4.1Bi Design and Implement Council's Performance Excellence Program to achieve leading practices in reviewing, managing and recognising performance, fostering an environment where

The Performance Excellence Program (PEP) willcontinue to be reviewed, and further improvements implemented based on feedback and business needs. Finalisation of the transition to the PEP has been achieved, facilitating cyclical performance and development conversations between our people and people leaders aligned with financial years. The PEP has been crucial in providing role clarity, setting clear expectations, and establishing position

employees are engaged, aligned and motivated to excel in their roles.

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

specific performance goals and performance expectations linked to corporate and leadership indicators. Staff satisfaction with performance feedback was elevated by 13% in the 2024 ExChange Staff Survey. The Performance Excellence Program was recognised with a highly commended award for People, Workplace, and Wellbeing at the Local Government Professionals Awards.

We continued the rollout of our bespoke "Launching into Leadership" program, receiving positive feedback to sustain it as a key development opportunity. The LeaderLIFT program concluded in Q2, and based on feedback and evolving leadership needs, it will not continue with new cohorts. The team used this opportunity to develop a best-practice leadership framework, defining what it means to be a leader at Georges River Council and setting clear expectations for leadership behaviours. This framework also provides a pathway for aspiring leaders and supports talent acquisition and succession planning. Additionally, the Executive Team continued with scheduled individual and group coaching sessions.

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

Our M-FIT Champions network grew, with 35 new champions accredited as Mental Health First Aiders. Active across all directorates, the network maintained interaction records to inform mental health initiatives and supported events like R U OK? Day. Phase 4 of the M-FIT strategy focused on creating a psychosocially safe workplace. The "Keeping our Workforce M-FIT" program, developed with the Centre for Corporate Health, delivered awareness sessions to 481 staff in May/June, with phase 4 set to conclude in Q1 2024/25.